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MindMap Gallery The Underlying Logic of Business Su's underlying logic of attracting Chinese talents

The Underlying Logic of Business Su's underlying logic of attracting Chinese talents

"The Underlying Logic of Business" Su Yinhua's underlying logic of talent, what is talent, Su Yinhua systematically elaborated on it, how companies select talents, use talents effectively, and retain talents is crucial!

Edited at 2024-03-05 07:01:56

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The Underlying Logic of Business Su's underlying logic of attracting Chinese talents

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Outline

"The underlying logic of business" Su Yinhua The underlying logic of talent

Section 1 Why we need talents

Talent is the most important resource for an enterprise to achieve its goals, and it is also the core competitiveness of the enterprise.

A word from Ren Zhengfei: Talent is not Huawei’s core competition The ability to manage talents is Huawei’s core competitiveness

Section 2 What is talent?

Broadly speaking, anyone with a certain skill can be called a talent

From an enterprise perspective, only those who can help the enterprise achieve its goals are talents.

Section 3: How to select, train and retain talents

90% of small, medium and micro enterprises apparently lack human resources Talent, but essentially there is a problem with the organizational structure

Only by clarifying the organizational structure, division of responsibilities and affiliations can we truly realize that people can make the best use of their talents.

1. Four common problems in setting up organizational structure

Problem 1: No organizational structure

① Look at the industry: In the entire industry, which regions have markets that are relatively easy to develop.

② Look at competitors: There must be market demand in the area selected by competitors.

③ Look at resources: Sort out the corresponding regions based on existing resources. Compared with unfamiliar markets, there are still advantages.

Problem 2: Horizontal division of labor

It refers to the allocation of enterprise resources. All the company's resources are professionally allocated on this line and ensure that business departments can receive support. Unclear horizontal division of labor will lead to some things being left unfinished and some things being done repeatedly, leading to serious internal friction.

Issue Three: Vertical Division of Labor

It means that in order to effectively implement the company's strategy, the company's top managers choose the appropriate management level and the correct span of control, and explain the relationships that connect the company's managers, work, and functions at all levels.

Question 4: Combination of horizontal division of labor and vertical division of labor

2. Things to note when setting up organizational structure

Management span and level

Set up posts according to the situation and allocate people according to the posts

Only by staying close to the present can we adapt to the future

3. Three major ideas for setting up organizational structure

Idea 1: Determine the type of organizational structure

linear organizational structure

An organizational collaboration model with top-down management and control

functional organizational structure

The advantage is that management has a fine division of labor, which reduces the burden on upper-level managers so that they can concentrate on performing their responsibilities.

The disadvantage is that there are many managers, which can easily lead to management confusion and it is difficult to clearly define the division of responsibilities.

Line functional organizational structure

Development and extension of linear and functional organizational structures

The characteristic is that an auxiliary decision-making department is set up below senior managers to help senior managers complete the functions of decision-making, supervision and feedback. Most of these auxiliary decision-making departments are the strategic planning department, legal department, finance department, etc.

Business unit organizational structure

It is a model of centralized policies, independent operations, and separate accounting.

The biggest feature of the business department is that it is "complete" and can have its own R&D department, technology department, production department, sales department and other functional departments

matrix organizational structure

The application scope is narrow and is generally common in real estate companies or project-based companies.

Idea 2: Sort out the business value chain and core departments, merge or split

Idea 3: Continuously optimize the organizational structure as the enterprise scale and business change

Start-up enterprise organizational structure

Growth stage enterprise organizational structure

Enterprise organizational structure during expansion period

Mature enterprise organizational structure

Group company organizational structure

4. How to set job responsibilities

Job responsibilities refer to the work content that a position needs to complete and the scope of responsibilities that it should bear.

Job responsibilities have four major functions:

① Maximize the scientific allocation of employees and improve work efficiency and work quality

② Effectively prevent work wrangling caused by overlapping duties and place the responsibility on everyone.

③ Enhance the vitality of internal competition and better discover and utilize talents.

④ Provide important basis for personnel promotion, salary reform and performance appraisal.

three steps

First, clarify department functions

Second, list the work content

Third, comparison and improvement

① Look at the industry

② Look at competitors

③ Look at outstanding employees