In the continuously improving social career, the competition in economic activities has focused on the competition for talent. When new governance concepts, systems, and structures are formed, old governance ideas, models, or outdated game rules, along with those who hold these thoughts, will inevitably neglect or impede corporate reform. This is especially prominent in private enterprises.
For private enterprises to break through this human resource management dilemma, the best measure is: renewing concepts and rethinking the future. Below, I summarize the conceptual barriers that hinder talent development in private enterprises, hoping it can be of some help.
First, "Foolish People Policy": Hiring individuals with higher qualifications than oneself can bring pressure... Senior leaders of a company or HR managers, when recruiting management personnel, sincerely believe that highly qualified, competent talents, after enduring hardships in the company for a year or two, will challenge themselves or the company. Some worry about being replaced, while bosses may think that giving such individuals high positions requires paying high salaries. Therefore, changing management first requires improving concepts.
Second, "Appointing Only the Capable": Family-style management where resources do not flow outside the family. Nowadays, private enterprises, during their early stages, invariably grow large through family-style management and friendship-based camaraderie. However, when the enterprise reaches a certain scale, the narrow management method of keeping resources within the family cannot meet the needs of enterprise growth anymore. Many enterprises today are proclaiming "starting a second entrepreneurial phase," which is a market demand for the enterprise, leaving no choice but to transition from non-standardized management to standardized management to elevate the enterprise to a new level.
Third, Dismantling "Personnel Affairs": The cooked duck flew away, all because of power issues. "Personnel affairs" refer to the recruitment, training, promotion, and rewards/punishments of people, commonly known as personnel work. People and tasks cannot be separated; assigning tasks based on individuals leads to inefficiency, while finding the right person for the task ensures competence and suitability. A famous saying in management science states: "Talents placed in the wrong position are equivalent to garbage." Healthy private enterprise leaders must pay attention to monetary gains versus power gains. When talents in the enterprise have high salaries but no room for growth or advancement, leading to unexploited human resources, or when they hold high positions but receive low salaries, "talent loss" and "difficulty in retaining talent" become a lose-lose outcome for both talent and the enterprise.
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