High-paying employees and paying a high salary are the common strategies adopted by hardware companies to cope with the problem of labor shortage in the industry. However, this is an expedient measure and can only achieve short-term effects. Considering the long-term development of enterprises, it is necessary to retain talents for a long time. , it is necessary to build a standardized human resources management system. The following eight aspects need to be noted and grasped . Establish a “performance-centered performance management system” From the planning of corporate goals to the formation of an effective performance guidance, performance evaluation and performance coaching improvement system, and the establishment of a suitable compensation incentive system, personnel training and development plan , personnel advance and retreat promotion system and the formation of corresponding workflow procedures. Enterprises must establish these standardized institutional systems and operational procedures. 2. Establishing "people-oriented human management" For the micro-level human resources management operations of the enterprise, most hardware companies are the most lacking, there is no specific operational strategy, and the best concept is just a concept. We must pay attention to the fact that different businesses and different organizational forms of enterprises determine that the specific operational strategies of human resources management in these areas are different and cannot be copied. Too much neglect of human nature is a major failure of management. Think about the corporate philosophy of “respecting people and caring people” by many foreign-funded enterprises. Isn’t it just under the call of this idea that talents are flocking? Respect for talent means that talent is not only a partner in work, but also a friend in life. They are equal in personality. It also means that the work itself is not forcing managers to obey. For talents, they are no longer simply used, but on the basis of voluntary negotiation between the two sides, they choose work projects and problem-solving methods that are more conducive to talent growth. In this way, managers and talents are no longer simply commanders and passive recipients and implementers, but they can easily form career partners, and work becomes a value platform for talents to pursue self-realization. The human resource management policy of the enterprise will naturally consider the needs of talents, and it is easy to win the recognition and approval of talents. On this basis, choose appropriate incentives to ensure the creativity. 3. Establishing a “Human Resources and Marketization Matching Mechanism” Without a market, it is impossible to establish a competition mechanism and achieve no efficiency. The market here has two meanings: one: including the internal human resources market of private enterprises and the external human resources market. The requirement of standardization is to let enterprises choose market choice as the way to solve the "import" and "export" of enterprise personnel. Second: Although the enterprise mechanism enterprise has marketed the employment mechanism, the labor value of the enterprise is not really marketized, some enterprises have low remuneration, the employees' legal rights and interests are not guaranteed, the enterprise insurance is not implemented, and the employees' worries are not satisfied. To solve, coupled with the lack of scientific management, and so on, does not reflect the treatment of people, career retention, emotional retention, affecting the enthusiasm of employees. 4. Establishing “innovative contractual employment methods” Some hardware companies in China have a so-called “inside the system” and “outside the system”. If this is the case, companies should also establish how the personnel within the system can “go in and out” in the internal human resources market. Otherwise, how can the balance of those “outside the system” be balanced? Either break the constraints of the system and the concept to establish a unified contractual socialized employment method. Some human resources managers of private enterprises have told me that the multi-system personnel management method makes them feel distressed. Of course, the state needs to completely liberalize the management system of enterprises and institutions. In addition, in order to ensure the efficiency of talent use, the market price signals of different levels of talents will become an important reference for enterprises to establish salary levels. 5. Increase employee skills development and ability development
5. Increase the skills development and capacity development of employees. Increase the skills development and capacity development of employees. Increasing the skills development and capacity of employees The highly competitive talent market has already made job seekers feel that continuously improving their skills and abilities is fundamental to their foothold in society. When selecting companies, they will not only look at the eyes. The salary and benefits should also be based on the importance attached by hardware companies to personnel training and development. Training and development has become one of the most important factors in attracting talents in private enterprises. For private enterprises, they do not pay attention to the training and development of personnel. First, they will not be able to adapt to the commercial competition challenge based on human resources competition. At the same time, they are also irresponsible and unethical performances for employees. For such enterprises, employees do not have to Instead of establishing "loyalty." Standardized construction requires enterprises to establish a series of enterprise training and development systems. In particular, the continuous development of key talents and the cultivation of reserve talents should be the top priority. Is it true that the "people-oriented" that we often talk about is really implemented? What is the status of talents in enterprises? Is it a working status of "when to be a horse?" It is necessary to know that loyal and outstanding talents are completely developed by enterprise-oriented training, but the entrepreneurs have not paid enough attention to them. 6. Establish “Employee Career Planning Mechanism” Implement the planning of the career of the employees of the enterprise. The purpose of design and management is to meet the needs of the long-term strategic development of the enterprise, seek the consistency between the development goals of the enterprise and the personal development goals of the employees, and fully grasp the personal life of the employees. The relationship between the cycle and the life cycle of the enterprise development, the development and configuration of human resources for the enterprise. Let employees understand the relationship between their personal career and corporate development, set personal goals on the premise of taking into account the interests of the company and the personal interests of employees, so that the goals of employees and enterprises are consistent, behaviors are consistent, entrepreneurship, sharing success, and Develop a career based on your specific situation. 7. Establishing “Enterprise's Core Competence System” The core competence system of an enterprise is a dynamic system. It is not static and needs continuous improvement and development to ensure that this system can enable enterprises to gain competitive advantage and achieve their strategic goals. . In both cases, the company is required to make adjustments to the core competence system of employees: as the environment changes, the strategic goals of hardware companies and the ways to achieve strategic goals will also change, and the core competence system of employees must make corresponding changes. Even after the successful transfer of private enterprises, due to the follow-up and imitation of competitors, the core competence system of the employees is no longer unique. At this time, the core competence system of employees must make the necessary changes. In short, the establishment and development of the company's core competence system is to gain the competitive advantage of the enterprise, achieve the strategic goals of the enterprise, and complete the mission of the enterprise. The establishment of the core competence system of the enterprise and the continuous development of it can enable the enterprise to gain more competitive advantages and better achieve its goals and mission. 8. Refining the “identity of corporate culture” In order to shape their own cultural image, some enterprises have summed up a set of business ideas or entrepreneurial spirits in the absence of actual business management. Since these concepts or spirits are not recognized by employees at all, this kind of corporate culture has actually become an empty talk from the actual situation of the enterprise. Although the uninformed person for the outside may have a temporary packaging effect, but for the company itself, it is purely a beautiful vase, its role can be imagined. The lack of cohesiveness and identity of enterprises shows that a set of accepted values ​​is very important for enterprises. It can help employees to establish common ideals and beliefs and work hard to achieve common goals. At the same time, it is the basis of the unity and harmonious interpersonal relationship. Please pay attention to the "corporate culture". It is always the culture that determines the development of a company. Culture is always the core of all business management activities. In short, hardware companies must rely on the advanced methods and techniques of modern human resource management to establish a standardized human resource management system, form an efficient human resources platform, and be in line with international standards in order to obtain the opportunity to compete with foreign companies.

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