The resolution of human capital is related to the competitiveness of associated enterprises. The human capital of an enterprise should be regarded as the primary investment, and maintaining competitiveness symbolizes that the enterprise has a comprehensive set of effective means for talent mining.
Data shows that the normal talent turnover rate in an industry should be controlled between 5% to 12%. By the end of 2009, during a staff satisfaction survey conducted with relevant personnel for a giant home appliance company in Guangdong Province, it was found that among the current employees of this company, the satisfaction level of senior staff was high (turnover rate at 1%), middle-level staff had relatively high satisfaction (loss rate at 8%), while lower-level staff and workers had lower satisfaction (loss rate at 15%). In the investigation of similar competitive enterprises, it was discovered that the loss rate of lower-level staff reached approximately 30%. In today's increasingly fierce business competition among enterprises, how to attract top talents, reasonably allocate human capital, reduce personnel costs, and enhance enterprise competitiveness are key issues that enterprise managers need to consider. We can conduct research from the following several aspects:
Firstly, External Early Warning: Through in-depth, comprehensive, and detailed investigations into various systems of target enterprises (market leaders, market challengers/followers), including human compensation and more, help enterprises formulate highly efficient human capital policies and salary welfare systems that are more competitive within the industry, thereby gaining a favorable position in the talent competition.
Secondly, Internal Monitoring: Nowadays, what is lacking is not talent, but mechanisms to produce talent. However, whether employees can become talented depends on whether the enterprise can provide quality talent training. The responsibility of management is to create space for innovation by building a "racecourse" for each employee. Providing a good environment for employee development and transforming employees into talents is also a commitment and persistence of the enterprise in choosing employees.
In 1943, American psychologist Maslow published the book "A Theory of Human Motivation." In this book, Maslow proposed the famous hierarchy of needs theory:
From Maslow's perspective, physiological needs are the most basic needs and desires of humans. Humans will not settle for lower-level needs; after satisfying these lower-level needs, they will grow towards higher levels. After satisfying physiological needs, people seek psychological satisfaction and social recognition, then desire love and respect, hoping for affirmation of personality and self-worth, which are common traits of humanity.
Thirdly, apart from the aforementioned internal and external combined strategies, we can also refer to strategies mentioned in the recently popular book "Du Lala's Promotion Diary": 1. The SMART principle for effectively setting work objectives; 2. The 360-degree feedback for comprehensively evaluating employee performance; 3. SOPs (Standard Operating Procedures) for standardizing operational processes and avoiding conflicts between individuals, etc., all relevant strategic knowledge concerning human capital.
An excellent enterprise, one that truly respects people, must not only attract talents but also be adept at cultivating them; it must have the insight to identify talent based on appearance, the courage and breadth of vision to promote talent, the determination to train talent for use, and the magnanimity to trust and employ talent without doubt; and it must have the ability to shape and utilize talent according to individual capabilities. And do your enterprises already possess all of these?
When enterprises cultivate talents, more talents will also be attracted.