Personnel Management In Fast Growing Enterprises From The Perspective Of "Relocation"

From the "off-site mobilization", the rapid growth of personnel management in fast growing enterprises is what most entrepreneurs dream of. Generally speaking, rapid growth refers to the phenomenon of exceeding the industry's average level.

There are always some industries that will get a good growth rate beyond other industries for some reason, whether they have a macroscopic and forward-looking strategic vision and seize the opportunity of the industry's explosive growth in a timely manner. This is one of the reasons for the rapid growth of many enterprises. In addition, we have to consider that the key success factors needed to compete in different industries are often very different. It is one of the great risks that enterprises must face to establish and smoothly use these core skills and resources in a timely manner. On the other hand, no matter how the growth of enterprises in the industry is, there will always be some enterprises that can achieve extraordinary growth, and the foundation of healthy and efficient rapid growth is one of their main success factors. In different periods of the whole economy,

In fact, the main limitation of rapid growth is not strategy, but whether we can cultivate enough talents to establish the organizational management capacity needed for growth.

Although the level of human resource management is the foundation of rapid growth, it is not the key to rapid growth.

Generally speaking, the growth of fast growing enterprises mainly comes from five aspects: basic market retention, marginal market, market share, market positioning and new market.

If growth comes mainly from the latter three aspects, the contradiction between the large demand for human resources and the rapid growth of business capacity in the short term will be inevitable.

Normal recruitment, training, selection and appointment of human resources management procedures can not solve the problem well. We often see a lot of fast-growing companies in the establishment of new business or the establishment of sub branches, subsidiaries and other subordinate organizations when a large number of recruiting phenomenon.

In fact, due to its huge impact on corporate culture, the lag of organizational control system and the lack of human resource management skills, a series of problems often cause enterprises to be at high risk while not developing rapidly.

One way to solve this problem is to set up a good personnel relocation mechanism.

"Relocation" is a very important module in human resource management. It refers to the goal of disseminate corporate culture, control core resources, gain competitive advantage and cultivate talents through the inter regional mobilization of internal staff.

The "off-site mobilization" mechanism does not alleviate the contradiction mentioned above from the number of personnel, but from improving the efficiency of human resources utilization. Therefore, we should pay special attention to the following three points:

First, we should pay attention to the order and structure of dispatched personnel from different locations.

In order to set up a new project team in different places, for example, the order of establishing a new organization must be human resources, administration, finance and other functional levels first, then the business level. The seemingly simple principle is often ignored by the general managers who have been entrusted with heavy responsibilities to carry out new businesses elsewhere.

They are more concerned about the formation of business teams.

In a real estate development enterprise with high speed growth across the region provided by the author, some of the construction materials for different projects have already entered the field, but the budget manager has not been in place. The reason is that there is no special HR manager to carry out the work.

In fact, it is the first thing that a project manager should do to recruit a competent HR manager to host the team.

The order is right, efficiency is guaranteed, and there will be good results.

In addition, the newly formed team structure must be based on local personnel, and the core and key posts should be appointed by themselves.

The mobilization of a large number of personnel is a relatively large cost, and is also not conducive to the stability of personnel, which is generally not desirable.

Some large multinational groups usually have three things in their team management: finance, brand and risk, including potential legal risks, and others as localized as possible.

For small and medium-sized enterprises in the fast growing channel, according to the different characteristics of the industry and the actual development of enterprises, besides the accounting posts, the key and core posts should be sent to the staff with high trust.

This will help maintain the core competitiveness of enterprises, and make full use of the core skills of enterprises to effectively increase the probability of success in a relatively unfamiliar new environment.

From the "off-site mobilization" to see the rapid growth of enterprise personnel management two, "off-site mobilization" personnel planning and management is mainly concerned about their career development and welfare care.

First of all, those who have been pferred to different places must be those who have performed well in the original positions and have been basically proved to have good potential for development.

One of the common characteristics of these people is that they are eager to be given more responsibility and more challenging opportunities for further growth, and can be greatly motivated by promising opportunities for further career development.

Comparatively speaking, they are not very concerned about the changes in the level of remuneration and remuneration, but they may be more concerned about the stability of remuneration in a certain period.

The interesting point to mention here is that if the relocation brings about a decrease in pay level or a sharp fluctuation, it probably will not affect his strong desire to succeed in his career development.

This depends on whether or not a better career development opportunity is discovered and evaluated in a timely manner. On the other hand, the extent to which the great vision depicted by the soul of an enterprise has infected him.

In the welfare care, we should pay special attention to the personal life and the interpersonal relationship network of the mobilized person.

The Real Estate Company mentioned earlier had such a phenomenon: a lot of potential business leaders lost to competitors.