"Abdication", "orthodication" and "replacement"
-- The talent work Group ran amuck
Since the establishment of the first talent work group in Shenzhen in 2017, the establishment of talent work group has become a new exploration for some provinces and cities to improve the marketization level of talent development. Talent work group is an important measure to carry out market-oriented talent work and break the barrier of talent work. However, after the establishment of the talent work group, how to play a role, how to avoid the marketization process leads to a new separation between government and enterprise, the author will talk about my personal views.
I. Background, purpose and tasks of the establishment of the Talent Work Group
"Talent leads development" and "talent resources are strategic resources" have become the consensus of governments at all levels, which objectively leads to high requirements, pressure and fierce competition for talent work. At the level of provinces and cities, the phenomenon of "banding, departmentalization and fragmentation" of talent work exists in different degrees. At the level of districts and counties, talent work involves a wide range of problems, such as insufficient staff, multiple talent policies, high internal barriers, and asymmetric information of talent innovation and entrepreneurship platforms. Different departments in the same region and different parks all have talent policies, talent projects, talent services, talent innovation and entrepreneurship platforms. When people make concerted efforts to recruit talents, new obstacles are brought, resulting in difficulty for talents to obtain information, lack of connection between the talent service department and the park, and high cost of talent implementation. In order to solve these problems, many fruitful explorations have been made. In some places, the Bureau of Human Resources Work (Human Resources Development Bureau) has been set up to coordinate the work of human resources which was previously scattered in different departments. The bureau is responsible for the formulation of human resources policies, the implementation of human resources projects and the implementation of human resources services. In some places, a talent development center has been set up, which, as a public institution, undertakes the regular work of the talent office, effectively solving the problem of manpower shortage. Some localities have become talent associations (associations) entrusted by the government functional departments to undertake the expansion and operation of the comprehensive service platform for talents and to serve talents with talents, or entrusted by the government functional departments to specifically engage in talent service, talent introduction, talent training and other projects. These explorations have played a good role in talent service, talent care, talent training and information integration, promoting the further development of talent work and alleviating some prominent problems. However, due to the limitation of the system and mechanism, the problems of insufficient talent input force, limited resources, insufficient "precise introduction, fine service", narrow talent work channels, single means, low efficiency have not been fundamentally solved.
The establishment of a state-owned talent work group provides a new way to solve the above problems. Talent Group is generally positioned as "talent service operator" and "general contractor of local talent work". It is an extension and expansion of government business environment services, and a platform company for innovation and entrepreneurship ecological environment creation and talent resource exchange and cultivation. As an enterprise, without the constraint of establishment, it can reasonably allocate human and material resources according to the needs, and solve the problem of insufficient investment in talent work force and insufficient energy. Talent Work Group is essentially a human resources company, specializing in talent introduction, talent investment, talent service, talent promotion and other aspects of the work efficiency and effect can be guaranteed. As a state-owned enterprise, Talent Work Group can seamlessly connect with multiple government departments, so that talents only need to face one enterprise rather than multiple departments making various policies, which is convenient to provide talents with the whole process and the whole cycle of service.
However, from the actual operation situation of talent groups established across the country, there are still some problems, such as strong administrative role but insufficient enterprise operation, strong general business of talent market but insufficient professional functions of talent cultivation and service.
The following suggestions are put forward for the development of talent group:
Ii. Enhancing the "Three Modernizations"
-- Development direction of Talent Work Group
After the establishment of talent group, it is necessary to establish a modern enterprise system and market-oriented operation mechanism, step forward to specialization, platform and marketization, constantly optimize the industrial value chain, and cultivate and enhance core competitiveness.
(1) Enhance "specialization"
In the new era, enterprises and public institutions have increasing demand for talents and increasing demand for services from all kinds of talents. As a talent service organization, talent work Group must implement talent policy and embody its professional degree in talent work. A talent work group must first have professionalism. The so-called professional spirit is the complete combination of "focus + dedication", it is the focus and dedication attitude that insist on the green mountain and not relax, is the dedication of the talent work extremely love, extremely focused and dedicated spirit, is in accordance with the law of talent development and professional norms to carry out the work of the rigorous spirit. Secondly, we should have professional ability. It is necessary to deeply understand the spirit of the central talent work, the basic theory of talent study, master the skills and methods of talent work routine. Thirdly, we should gather professional resources for talent work, such as universities, research institutes and overseas talent associations.
Most of the newly established talent work groups are faced with the problem of lack of talents. They should introduce a group of HR related professionals and carry out professional knowledge training to improve their professional service ability. They can cultivate a group of professional personnel by communicating with HR companies corresponding to their professions, levels and positions.
(2) Enhancing "platformization"
Talent demand is infinite, talent work group resources are limited, how to meet the unlimited demand with limited resources? We can only make use of the position of talent group as the general contractor of local talent work, establish the business model of company + platform, and supply the infinite demand of talents by creating a professional platform with integrated functions and introducing various resources into the market.
Judging from the characteristics of talent work itself, the industrial chain and value chain of talent work are particularly long, which runs through every link of talent training, introduction, use, service and incentive. Every link requires professional service. Only by building a talent work platform, providing project management, demand analysis and service management, will the talent work Group carry out more projects in a modular mode, so that different types of human resource companies, talent service agencies, universities, scientific research institutes, investment institutions, business consulting companies and so on form an efficient value chain. To provide professional services and at the same time achieve higher resource utilization efficiency and operational efficiency. For example, the construction of a comprehensive platform for talent information, so that different types of talent demand information and talent supply information of different institutions can be released and exchanged on the platform. Through such a platform, information exchange efficiency is greatly improved, transaction costs are greatly reduced, and various resources on the market are leveraged for the development of this region. For example, the one-stop service platform of the whole chain of talent development enables talent resource companies, talent service agencies and intellectual property service agencies with different core competitiveness to give full play to their advantages on the platform and provide professional services for various talents in different cycles of talent development.
(3) Strengthening the "market"
The core purpose of the establishment of the Talent Work Group is to activate talent and related resource elements through market-oriented means, activate the ecology of industry, capital and technology, enhance the vitality of the development of talent work, so as to promote the continuous improvement of talent work. First of all, the talent work group should establish marketization concept and enhance marketization thinking. The essence of market-oriented thinking is that both government departments and talent work groups should realize that talent work is market-oriented and let the market become the "baton" of talent work. It is not easy to do this, which means to break the existing structure of talent work institutionalization and standardization. It requires the joint efforts of the government and enterprises to strengthen market-oriented reform, clarify the functions of the government and talent work groups in talent work, and establish the right orientation. Secondly, the talent work group should introduce market-oriented mechanism and use market-oriented methods to hunt and recruit talents. Use the market standard to connect talents, use talents, evaluate talents; Use market salary to retain talents and motivate talents. Third, it is necessary to activate the power of the market, give full play to the decisive role of the market in the allocation of human resources, and realize the precise connection between talents and enterprises, talents and policies through the headhunting companies, talent resource companies and talent service agencies in the market.
Three, a good "three passes"
-- Three relationships to be handled by the Talent Work Group
(1) The relationship between short and long term
For Talent Group, as the general contractor of local talent work, it is the mission and responsibility of Talent Group to fulfill the responsibilities entrusted to the enterprise by the Party management of talent, to do some basic and long-term work for the cause of local talent, and to provide market-oriented and professional talent services to employers. At the same time, talent group is a state-owned enterprise, shouldering the responsibility of maintaining and increasing the value of state-owned assets, facing the pressure of business performance evaluation, and the effect of talent work needs a relatively long period to be highlighted, how to find the combination of social benefits and economic benefits, how to balance short-term interests and long-term interests. This is a test for the Talent Work Group.
(2) Relations with other personnel service agencies
The essence of talent work group is a human resource company that undertakes the mission of expanding and strengthening local talent work, and more cooperation or dislocation development with other institutions engaged in talent work and market-oriented human resource companies and service organizations. Talent work institutions and talent work groups are complementary relationship, mainly undertake public welfare, service work. Most of the city's market-oriented talent service agencies are characterized by dispersed talent resources and fierce homogeneous competition. Their positioning is very close, and they tend to focus on labor dispatch with weak core competitiveness. Talent work group should give full play to its advantages of high starting point and large platform, and form upstream and downstream cooperation and dislocation development of the industrial chain with market-oriented talent service agencies. To be specific, the talent group should not compete for profits with the businesses commonly carried out by human resource companies in the market. The talent group should make effective use of local policies, talents, resources and other relative advantages to develop some services that are not available in the market but are badly needed in the local market or products that are not perfect in the market, so as to form industrial clusters with the existing talent service agencies in the market. As the leader of the industry to drive the local human resources industry to develop hand in hand, jointly build the regional talent work characteristic brand.
(3) Relations with talent work groups in other regions
At present, there are talent work groups at provincial level, municipal level and county level. The positioning of these three types of talent work groups is different. Provincial talent work groups often need to explore the path of talent work innovation, build a large platform, and do some long-term work to lay the foundation for the talent work of the province and make up for weaknesses. The municipal talent work group needs to integrate resources to carry out specific work on talent introduction, talent service, talent promotion and project cultivation, while the county and district talent work group mainly operates the local government's talent service platform, provides various talent services and undertakes the affairs of the county and district talent department. The talent work group among provinces, cities, regions and counties is more about resource integration and collaboration. In the future, it can develop into a national human resource group by means of merger and reorganization with capital as the bond. Each city or district or county talent group should develop talent business in line with its regional capabilities and needs according to its regional talent demand and its own comparative advantages, so as to form its own scale advantage and brand in the province and even the whole country, and form positive interaction and communication with other cities, districts and counties. In the future, it can also take business as the link and integrate into a regional talent group through equity replacement.
4. Avoid the "three taboo"
-- Problems to be avoided by talent groups
1. Separation between government administration and enterprise management
What the talent work group needs to be wary of most is the separation of government and enterprise under the new situation. In the name of marketization, the practice of administration will destroy the order of the entire human resources market. At present, the leaders of talent work groups in various regions are basically leaders with experience in talent work departments, and the backbone members of talent groups are basically from the public institutions of the member units of talent Office. In terms of working habits, they are more accustomed to using administrative means to carry out their work. Talent work often requires local efforts to coordinate the joint management of various departments. It is difficult for the Party committee and government departments of talent work to completely clarify their responsibilities with talent groups, which objectively tends to lead to the separation of government and enterprise. Marketization mechanism has formed a fierce impact on the original management mode and work path, but also put forward new requirements for the positioning of talent groups. If there is no fundamental change in the way of thinking and working mechanism, the talent group will be alienated into a government office, which will lead to its own core competitiveness and become a "setter". To undertake tasks from Party committees and government departments, and then outsource business to other enterprises in imitation of administrative agencies, and make profits by charging management fees and channel fees, is actually to reverse course in the name of marketization, which will seriously affect the image of the government and the market environment, and also runs counter to the original intention of the establishment of talent work group.
Talent groups need clear responsibilities, clear assets and financial independence. Party committees and government departments of talent work mainly guide the operation of talent groups through macro and policy guidance and market-oriented means, such as the mode of government purchase of services, and do not interfere in the specific business of talent groups. In the ecology of talent work, Party committees, governments, institutions and enterprises each have their own roles and missions. If each role performs its own duties, talent work will run orderly, effectively and healthily.
(2) Vicious competition
In the past few years, the war of talent competition has spread from the first-tier cities to the second and third-tier cities, and the regional talent competition has gradually entered the white-hot stage. Talent work groups should avoid competing for funds, policies and resources in talent introduction under the cloak of marketization with the endorsement of the local government, which will lead to vicious competition for new talents, which will not only increase the cost of their own talent introduction, but also interfere with the healthy operation of the market.
Talent groups should make use of the advantages of their dual identities to play a flexible role, as the help of the government to promote the implementation of policies and ecological optimization, as the main body of the market to promote market activity and integration of production and talent. In view of the pain points in the introduction, cultivation and training of talents, a bridge should be built between the market and the government, and the vicious competition should be broken out by striving for services, platforms and ecology, so as to form a vivid situation of precise introduction of talents, reasonable allocation of resources and precise and accurate services.
3. Blind diversification
Generally speaking, talent groups have many business segments, involving all aspects of talent work, and different modules differ greatly, so it is easy to carry out blind diversification in the name of all-round service talents, and expand their business in the field that is not highly related to their goals and missions. When the talent group is not bigger and stronger, it is difficult to form brand aggregation effect, and many projects are not easy to form a commercial closed loop, which cannot produce economic and social benefits in a short period of time and maximize the value. Instead, they consume the company's manpower, energy and financial resources, but affect the basic work of talent introduction, cultivation and ecological environment building that really need in-depth efforts. For example, in the case of talent service, many cities now provide whole-chain talent service of "managing the senior personnel at the top and managing the junior personnel at the bottom" to effectively solve the worries of high-level talent development. As the talent group that implements these works, does it mean that the talent group needs to set up nursing homes and kindergartens to take care of their parents and educate their children? This is worth discussing. The talent work group should act as a bridge of communication between talents and nursing homes and kindergartens, use administrative and market-oriented methods to mobilize the enthusiasm of all aspects to do a good job in the service, in which the talent group more work is coordination, and make timely adjustment suggestions and proper arrangements according to the actual situation, rather than every work must be done by the talent group.
In terms of organizational structure design, diversification often adopts divisional system or sets up second-level subsidiaries to be responsible for the operation of a certain type of business unit. Objectively, the setting of these levels is highly likely to lead to the institutionalization of talent groups, breed various formalism and bureaucracy, and eventually cause low efficiency, which is further and further away from the needs of first-line talents. Therefore, the talent group must focus on the main business of talents to build core competitiveness, adopt the flat management mode, and refrain from diversification.
Talent Work Group was born just a few years ago, Guangdong, Shandong, Zhejiang, Hubei have made a lot of exploration and fruitful attempts. In short, according to the requirements of the law of market economy, talent group to do something, something not to do, from the "offside" of the place "abdicate", in the "dislocation" of the place "position", to the "absence" of the place "fill", so as to play a more and more important role.
Article source public number: global talent
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