Five Major Risks And Ten Solutions For Private Enterprises

< p > with the development of private enterprises, there is more and more demand for talents. < a href= "http://sjfzxm.com/news/index_c.asp" > private enterprises < /a > has established an increasingly close relationship between home and talents. They are a pair of partners who need each other and repel each other. Under the current lack of talent flow mechanism and the lack of talent credit mechanism, how to find suitable talents and effectively reduce the risk of employment is a very important topic for private enterprises.

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< p > < strong > 1. Private entrepreneurs need professional managers, generally for two reasons: < /strong > < /p >

< p > 1. most of the private entrepreneurs come from marketing experts or technical experts. They are excellent in the professional field, but little is known about how to operate the enterprises and management teams effectively. Therefore, when the enterprise develops to a certain scale, the cost of communication and coordination is rising and the operational efficiency is reduced, it is often impossible to solve the problem effectively by relying on the entrepreneur's own ability.

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< p > 2., private entrepreneurs have successfully completed their pformation to management or business roles with the development of enterprises. However, when enterprises develop to a large scale and must rely on entrepreneurial teams to manage enterprises, private entrepreneurs have to turn their sights to professional managers because of their lack of traditional talent relations, such as talent reserves, friends, classmates and other traditional connections.

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< p > < strong > two. Private entrepreneurs' expectations for < a href= "http://sjfzxm.com//business/ > professional managers < /a > are mainly reflected in the following four aspects: < /strong > /p >

< p > 1. to create higher performance > /p >

< p > after the development of private enterprises to a certain scale, the production capacity and scale of operations must rely on broader market space. Some private entrepreneurs hope to create higher sales performance through professional marketing managers, and to maintain and accelerate the rapid growth of enterprises.

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< p > 2. to solve practical management problems < /p >

< p > the development of private enterprises and the expansion of their scale are largely due to the guarantee of their professional capabilities. The difficulties in communication and coordination brought about by the expansion of the scale of enterprises and the lowering of operational efficiency have led to a sharp rise in the operating costs of enterprises, and there have been unprecedented contradictions in product quality and delivery control, which in turn have restricted the business and development capabilities of enterprises.

Many entrepreneurs find it difficult to solve these problems more effectively, so they resolve the contradiction with the help of professional managers' operational management capabilities.

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< p > 3. establish excellent team < /p >

< p > after the development of private enterprises to a certain scale, many entrepreneurs realize that relying solely on their ability and intelligence alone has not been able to promote the rapid growth and development of enterprises. We must rely on excellent teams to manage and operate enterprises. However, due to the limitations of personal capabilities and experience, entrepreneurs lack the necessary capabilities and methods for how to build excellent teams, so we hope to achieve the construction of excellent teams with the help of professional managers' excellent management ability, team building and development ability.

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< p > 4. promote enterprise < a href= "http://sjfzxm.com/news/index_f.asp" > occupation < /a > process < /p >

< p > a lot of private enterprises are developed by a number of brothers, who are friends and family members, and their entrepreneurial quality is low. Their professional quality is generally low.

However, in the face of China's entry into the WTO, the intensification of global economic integration and the entry of multinational corporations (professional regulars) into such a complex environment, private enterprises have to find ways to enhance the professionalism level and the overall quality of employees in order to adapt to the competition environment and compete with pnational corporations.

Professional managers who are professionally trained, have good professional qualities and have the ability to promote the professionalization of enterprises have become the first choice of private entrepreneurs.

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< p > < strong > three. The five employment risks of private enterprises < /strong > < /p >

< p > private enterprise selection or improper use will cause the following consequences to enterprises: < /p >

< p > 1. personnel costs increase < /p >

< p > excessive staff turnover or unreasonable flow of personnel will make the personnel costs of enterprises high and rise sharply.

Higher staff turnover will lead to higher recruitment costs, training costs and higher labor disputes.

It is generally believed that the flow of an employee will result in an increase of 5-10 times the cost of its salary, and the higher the rank of the employee is, the more the cost will increase.

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< p > 2., working efficiency decreased < /p >

< p > the introduction of middle and senior managers is to improve management level and improve work efficiency.

However, if the introduction of talent can not meet the needs of the company, it will probably increase the cost of communication and coordination, resulting in a decline in efficiency.

In addition, the introduction of professional managers is often responsible for the standardization of enterprises. However, before the successful establishment of new mechanisms, the old order will be destroyed first. New and old collaboration, communication and management mechanisms can not be smoothly butted, resulting in a vacuum of management, resulting in an unprecedented increase in communication and coordination costs and even serious confusion.

From a personal point of view, professional managers have better professional awareness and professional concept, occupation habits and behavior patterns, while private enterprises often rely on the natural form of employees and the unique way of communication between their employees. This communication concept and behavior mode will naturally lead to increased communication costs and lower efficiency.

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< p > 3. misses market or development opportunity < /p >

If the middle and top level talents in P fail to meet the company's expectations, it will probably lead to the loss of market opportunities or opportunities for development.

The abilities of all kinds of talents are different. Different enterprises and enterprises need different talents in different stages of development and facing different market opportunities.

A common saying in talent selection is to choose the most qualified person, not necessarily the best.

Many private enterprises do not have mature selection and employment mechanism and experience. If they can not timely introduce the right talents, they will miss the best opportunity for the development of the industry and cause strategic losses to the enterprises.

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< p > 4. personnel concussion < /p >

< p > blindly introducing professional managers is likely to create a severe personnel earthquake at the top and middle levels of the enterprise, so that enterprises can not get out of the concussion after a long time.

In order to carry out the "New Deal", professional managers of new enterprises often adjust the management level, and will inevitably cause the resistance of the original management to the "airborne troops".

If there is no effective way, it often causes the old staff to feel lost and leave the company, and the new employees continue to flow because of the boycott of the old employees.

This kind of concussion will not only reduce work efficiency, but also seriously affect the company's decision making, resulting in business decline or corporate decline.

Therefore, how to select and make good use of professional managers and how to carry out organizational pformation smoothly is an important issue before private enterprises.

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< p > 5. cultural conflict < /p >

< p > the introduction of senior managers can not be compatible with the values, ideas and culture of enterprises. If they are not handled properly or properly handled, it is likely to cause serious cultural conflicts.

Private enterprises often have their own unique and difficult to change corporate culture. If the professional managers introduced have completely different ideas or values, because professional managers are generally in a higher position and have considerable influence, they will inevitably produce new culture on the basis of the company's original culture. The fierce conflict between the old and new culture will have a serious impact on the overall morale of the staff, and even lead to the division and disintegration of the company.

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< p > < strong > four. Ten strategies to reduce the risk of private enterprise employment: < /strong > < /p >

< p > 1. correctly understand the relationship between entrepreneurs and professional managers < /p >

< p > there is no simple employment and employment relationship between professional managers and private entrepreneurs.

Private entrepreneurs have an enterprise platform, and professional managers have the ability of management or operation lacking of private entrepreneurs. The two are more cooperative and win-win relations, just like the external partners of enterprises.

Only by fully recognizing this, can private entrepreneurs be given due respect by professional managers before it is possible to establish a good foundation for cooperation and communication.

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< p > 2., formulate personnel policies consistent with the company's development needs, < /p >

< p > private enterprises do not have any personnel policies at the beginning of their business. After developing to a certain scale, the original talents can no longer meet the actual needs, and enterprises must constantly introduce human resources from outside.

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< p > private enterprises should give full consideration to the development stage, development strategy, internal and external environment, culture and other factors, determine the basic personnel policy of the enterprise, stipulate and explain some principled problems such as what kind of person and how to use the personnel, so as to guide the introduction, use and other human resources work of the enterprise.

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< p > 3.. Make a systematic analysis of manpower demand according to the needs of enterprise development < /p >

< p > entrepreneurs must understand the current situation of human resources in their enterprises, understand the matching degree of existing human resources and jobs, so as to understand what jobs need and what internal resources are needed, what talents need to be introduced externally, and which talents need reserves.

Enterprises can solve the above problems through planned organization / work analysis and design, establishment of talent capability / quality model and human resource inventory.

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< p > 4., draw up the employment plan < /p >

P talents can only be brought into full play when they are fully integrated into the enterprise and accepted and accepted by most people.

Every person joining an enterprise will cause shocks in a certain range - culture, values, work habits, communication methods and other aspects of the conflict, especially senior managers.

If the number of people introduced at the same time or in the short term is too large, the conflict and concussion within the enterprise may exceed the entrepreneur's control ability, which leads to the decline in communication efficiency, the lax and even more serious consequences.

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< p > enterprises should formulate detailed employment plans according to the development needs and combined with human resources analysis.

It is clear what jobs need to be imported, and the timing, quantity and mode of talent introduction.

In order to reduce blindness and frequent use of emergency measures.

When introducing talents in batches, we must give full consideration to the basic platform and digestion ability of enterprises, so as to reduce the violent conflicts and excessive personnel shocks.

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< p > 5., improve the talent selection mechanism and select the right talents in appropriate ways < /p >

< p > what kind of person is qualified for the needs of the company? In the face of a large number of talent flow and supply, and the lack of credit mechanism personnel environment, how to effectively find the real needs of enterprises is a difficult problem faced by private entrepreneurs.

Due to the limitations of personal experience, private entrepreneurs often lack the necessary experience and means in selecting suitable talents. The imperfect human resources function in the enterprise makes it impossible for the human resources department to give entrepreneurs the necessary help in the selection process.

Private entrepreneurs must improve their ability to identify and select talents, or improve the success rate of candidates through headhunting companies.

But the most fundamental thing is to establish and perfect the recruitment and selection mechanism of talents, and reduce and avoid the risk of employing enterprises from the system process.

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< p > 6., establish a reasonable incentive and restraint mechanism < /p >

< p > there is no emotional bond and trust basis between professional managers and entrepreneurs. Entrepreneurs often lack authorization due to distrust, or because of their excessive trust. The result is that they either restrict the development of normal business or take inappropriate personal actions by professional managers.

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< p > professional managers are partners of private entrepreneurs. There must be corresponding incentive and restraint mechanisms to clarify the rights and obligations of both sides and safeguard the interests of both sides.

Generally, we can clear the direction by establishing common goals of short, medium and long term, and restrain and avoid the bad behavior of professional managers through reasonable authorization and reporting system. We can correctly evaluate the contribution of professional managers through effective performance management and performance evaluation system, reduce the risk of enterprises and maximize the motivation of professional managers through the way of pay and performance linked risk payment, and ensure the mutual benefit and common development of professional managers and enterprises through the establishment of career planning and long-term incentive system, so as to maintain long-term cooperative relationship between the two sides.

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< p > 7. maintain appropriate expectations < /p >

< p > private enterprises are mostly caused by the deep reasons such as the employment mechanism and the limitations of entrepreneurs. It is the result of the accumulation of corporate criticism. If the headache is painful, the pain may be seen in the short term, but it can not solve the problem fundamentally, or even delay the timing of the treatment.

The ability of professional managers is also limited, just like doctors can not cure all diseases.

Therefore, it is very blind and unrealistic for private entrepreneurs to hope to solve all problems by introducing one or several professional managers in the short term.

The higher the expectations, the greater the disappointment, so the expectations must be reasonable and appropriate.

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< p > 8. reasonable use of talents < /p >

< p > after the introduction of an enterprise by professional managers, how to determine jobs and responsibilities, how to ensure the moderation and effectiveness of monitoring, and how to give appropriate incentives in time?

The above problems are important subjects for private entrepreneurs involved in business management.

Private entrepreneurs should learn to make good use of incentive and restraint mechanisms, make rational use of talents, and maximize the space and room for talents to achieve the goal of rational use of talents.

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< p > 9. necessary, timely and effective communication < /p >

< p > private entrepreneurs must often communicate with professional managers about work objectives, empowerment, work progress, performance and motivation, timely solve problems, give timely incentives, and give timely control and correction to deviations.

In order to avoid the accumulation of problems and intensification of contradictions, we should minimize the risk of employing.

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< p > 10. encourage and restrain professional managers < /p > with culture and values.

< p > enterprise is a collection of different stakeholders. It is bound to be full of conflicts of interest and contradictions. The most important thing is the management of people's heart.

In depth, the entrepreneurial team is composed of like-minded people with common ideals and values. Private entrepreneurs should fully recognize the strength of corporate culture and encourage and restrain professional managers to share risks and create the future through good corporate culture.

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< p > < strong > five. Private entrepreneurs must correctly assess the employment risk and risk taking ability of enterprises. < /strong > < /p >

< p > human resources are different from other material resources. They can accurately assess and measure and maintain a constant output. Private entrepreneurs must fully realize this.

Under the condition that modern professional managers are not mature and lack effective credit mechanism, private entrepreneurs must be able to correctly assess the risk of employing enterprises and have corresponding risk bearing ability.

In the long run, private enterprises must reduce their dependence on individuals by establishing a sound internal management system and talent echelons, so as to fundamentally reduce the risk of employing.

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