How to cope with talent change in the Internet era

How to deal with talent change in the Internet era

In the past two years, with the popularization of the mobile Internet and smartphones, many inefficient traditional industries in China have begun to be subverted and reconstructed. The new generation of Internet companies no longer rely solely on the dividends of China's Internet population growth, but rather directly touch and eat the cheese of traditional industries that are often tens or even hundreds of billions of market. In Internet finance, O2O, industrial chain e-commerce, smart hardware, China's emerging companies since a wave of unprecedented opportunities. On the other hand, in the IT industry, due to the exchanges and friction between countries, foreign companies are accelerating the withdrawal of the Chinese market, China's enterprise market has also ushered in an unprecedented opportunity, the national team and emerging startups are grabbing this suddenly appeared a huge blank market.

Under such a wave of times, the relationship between each of us and the causes we fight for, the industries we work in, and the work behind us has changed dramatically. The challenge that each of us will face is the change of working relationship. How should a professional manager of a foreign company work when he suddenly goes to a private company? How should a senior talent from a state-owned enterprise suddenly go to a private enterprise and adapt? The employer-employee relationship between talents and companies nowadays is the most unique environmental relationship, an environment that has never existed before in history. Therefore, we need to rethink the relationship between talent and the company. The emergence of The Alliance is, shall we say, a "good rain, when the spring is happening".

One of the things that has been hard for me to get over during the growth of OneAPM is how to get everyone in the company to be fully motivated during the growth period and to believe that they are engaged in a career with a bright future. Most of the advice is that we should be like Ali, adhere to brainwashing, long-term persistent brainwashing, of course, I know that brainwashing is a good thing, do not see today's Ali is the world's third largest company by market value. But this thing, I feel I can not do, embarrassed to do, ashamed, embarrassed. So this thing has always been a question in my mind. But I know this thing in China many enterprises are doing, why the airport bookstore all kinds of low-level management gurus can still be so hot? Why is there still a market for Si-Mou-Da's pyramid scheme style training? Recently, see Feng Dahui Jun trail news counting various companies odd company culture, there are burning incense to worship Buddha, have employees read the traditional culture of "discipleship", have employees read the overseas culture of "parchment scrolls", have to do radio gymnastics, have to do military training exercises. There are radio exercises, military training exercises, and so on and so forth. The reason why, I believe they just do not know how to face the challenges of diversified company talent management in this era of change.

Enough is enough, all is lost. After reading The Coalition, I feel I have found a viable path, one that can be practically applied. The main author of the book "The Alliance" is Reid Hoffman. Hoffman (ReidHoffman), the founder of LinkedIn, and our previous reading of the previous book "Zero to one", the author of this book is also from Paypal, we know that Paypal has a unique company management concept, Paypal's team later founded Tesla, SpaceX, LinkedIn, Yammer, Youtube, Yelp, etc. They are known as the "Paypal Mob" because of their remarkable accomplishments and unique philosophy. Reid Hoffman Reid Hoffman has written a book called "The Alliance" about LinkedIn's thinking on talent, and I think that if there is one person in the world who is most qualified to talk about talent management and human resource management, it would be Reid Hoffman. Hoffman.

Nevertheless, The Alliance is actually a small book, a ****200 page book that can be read in about two hours, a ****that talks about four topics and has very detailed actionable advice on each of them. In fact, I have reason to believe that the book, The Alliance, was originally expanded from three or four internal LinkedIn PowerPoint files, with Reid. Hoffman provided the PPTs and the other two authors of the book provided the rest of the text, so the best way to apply the book after reading it would be to write another PPT in the vein of the book. you'll see, this is very easy.

The book talks about four topics, and I'll give you a brief overview of each one.

Alliances

The first theme introduces the concept of "alliances". In this day and age, the relationship between employees and employers, as well as the position of the strong and the weak, has changed considerably compared to the past, but employees and employers need each other in order to **** with the growth of the two, and the two are not a zero-sum game, but rather a cooperative ****. but rather a cooperative ****-win relationship. Therefore, the book "The Alliance" argues that the new business society needs a new employment relationship framework of mutual trust, *** with investment, *** with benefit. Thus, the new age employment relationship can be viewed as an alliance: a mutually beneficial agreement between two independent parties*** with clear terms and conditions. This alliance provides the framework for managers and employees to build trust and make the investments needed to build strong businesses and successful careers.

So the alliance is based on the idea that the company helps its employees change their careers, and the employees help the company grow and become more resilient. The relationship between the employee and the company is no longer the subservient relationship between a foreign state-owned enterprise and its employees, but more like the relationship between a team and its players, where the team has an overall brand, yet the players are committed to becoming stars and having their own personal brands, and the players and the team are investing in each other *** and benefiting from each other.

In fact, since people with a founder's mindset and ability don't necessarily go into business right away, if you have such pioneering talent, it can work amazing wonders if you are able to combine the innovative impulses of the pioneering talent with the business needs of the company. For example, AWS, the initial Idea for this service was just thought up by an ordinary engineer. It's only because the idea was fully supported by Bezos that it grew to become synonymous with the public cloud. As Intuit's founder told us, the responsibility of leaders is not to develop capable people, but to recognize the talent that people already have and create an environment in which it can emerge and grow.

Tenure

The second theme introduces the concept of tenure. While tenure is derived from the term of service in the military, tenure programs refer to a specific task or arrangement. Soldiers often serve multiple tours of duty during their military careers, just as employees take on many different projects or assignments within a company or throughout their careers. Obviously, business and the military are only partially similar due to the fact that the military has the authority and means, while business does not, and thus the two parties are in an alliance where tenure represents the agreement and moral commitment of the employer and the employee to a particular task.

In Silicon Valley, tenure is usually divided into the following three categories:

Usually, new hires are motivated by a rotation period, for example, Google's standard rotation period is 27 months,*** divided into three phases, each of which is a different position, with each position lasting 9 months; Facebook's standard rotation period is 18 months, also *** divided into three phases, each of which is a different position and 6 months for each position. The permanent period is usually the company's CXO level, and the rest is usually a transition period. Inside an internet or IT startup, 80% of the employees are shift period, while other mature industries rely more on rotational and permanent period employees.

One of the main advantages of tenure is that it allows employees to gradually harmonize their behaviors and values with those of the company -- note that I use the word harmonize rather than align. To make a simple analogy, from Beijing to Hohhot and to Tibet, the section out of Beijing is the Badaling Expressway. In this day and age, a company cannot be the home of an employee for the rest of his or her life. Coordination, then, refers to the fact that managers should clearly pursue and emphasize the ****ness between the company's goals and values and the employee's career goals and values.

In this chapter, the authors offer several very practical tips.

First, managers should take the lead in establishing and communicating the company's mission and values, and a good articulation should be specific and rigorous enough that the articulation attracts those who strongly identify with it and rejects those who don't. For example, Wal-Mart's mission is to save people money and make their lives better. I think this technique aligns well with the V2MOM talked about in the book "behind the cloud". A lot of people think that mission and values are very vague terms, but my personal view is that even if you can't put it into simple terms, what you, as the founder of the company, want to achieve is the company's mission and values, and from the very first partner and employee of the company, they should be aligned with you on this point. If this can be done well, then the values of the text can be naturally generated, if this you do not do well, then when the company grows, such as the number of people to reach more than a hundred people, you will face trouble.

Second, managers should understand the core ideals and values of each employee. Sure, it can be awkward to ask employees about their ideals and values, but if you're sincere enough rather than disingenuous, then talking about values is a critical step in cementing trust between employees, managers, and the company. Predictably, the career aspirations and values of each and every member of the workforce are likely to be different and will vary in their degree of clarity, with only a small number of people knowing exactly what they want, and conversations with these people being relatively easy. Others have more abstract ideals, usually focused on the fact that they want to get ahead in certain ways, and that's OK, don't demand total precision. Finally, there are some people, especially entry-level employees, who haven't thought about their career aspirations at all. Here's an easy way to get a quick start on these people. First, have this employee write down the names of 3 people he admires. Then, have this employee list 3 qualities he admires most after each name, so one **** is 9 qualities; finally, have him rank these 9 qualities in order of importance.

Third, collaborate to harmonize the mission and values of employees, managers, and the company. First, it is a collaboration, not a top-down order. It is not only the job of managers, but also of employees. And, this work should start as early as hiring. Brad. Smith's hiring at Intuit starts every interview with this question: Please tell us about your life story and how it made you the person you are in 3~5 minutes... Tell us about a significant moment in your life that helped you find yourself and shape your approach to work and leadership. For this approach to work, Intuit's interviewers will come in first to answer these questions, which provides both an example and a model of candor and relativity for interviewees.

One particular aspect of tenure that needs to be mentioned is the change period plan. An added benefit of implementing a change period plan is that there is no longer a need for boilerplate performance appraisals that are ineffective and ineffective. Knowing that there may be more than one tenure at each stage, we need to do things to determine the minimum commitment between the employee and the company. First, we should determine the overall goal of the tenure, which consists of two parts, one for the company and one for the individual. Second, we should know what the company gets out of it and what the individual employee gets out of it after the tenure is over. Thirdly, we should define the length of the term of office, which should ensure the fulfillment of the objectives of the term of office. At the same time, we should also regularly review and exchange feedback, and, at the end of a term, develop a plan for the next term.

People Intelligence

As Bill. Gates wrote, the best way to separate your company from your competitors, and the best way to separate you from the bumbling masses, is to make the most of information. How you collect, manage, and use information will determine whether you win or lose.

Most people use only the information in their own brains, and smart managers use the information that flows through the brains of their employees, but the best part of the world uses the information in the world to come up with the closest thing to a completed and objective jigsaw puzzle. Many managers already know this, and they often get information from industry reports and close friends in the industry to make better decisions. However, there is a much broader and more useful resource, and that is the collective knowledge and connections of all company employees. Virtually every employee can receive and decipher information from the outside world to help the company be more competitive. For example, what are competitors doing? What are the important technology trends? What technological changes are on the verge of transforming our industry?

In our previous book notes, we introduced the power law, which LinkedIn believes that an individual's career prospects accelerate with the strength of his or her connections, i.e., the power law is obeyed between career prospects and connections. As a result, companies should encourage and help their employees to expand their personal networks and benefit from them. What makes networking intelligence different from other intelligence is that it often comes from the front line, with a lot of detailed descriptions, and as we know, the value lies in the details, and the secrets are only known to a few people. All of this will help a company build a monopoly.

So how do you get employees to bring people intelligence back to the company? Here's a guide to action

First, hire people with connections

Second, teach employees how to uncover intelligence from their connections through conversations and social media

Third, implement programs and policies that will help employees build their personal connections, including encouraging employees to actively use social networks to present themselves, paying for social lunches and dinners, facilitating employees' voices outside the home, and hosting community events at the corporate office. Facilitate community events at the corporate office, etc.

Fourth, share information with the company as employees learn about

Exiting Colleague Networks

The fourth topic of this book is how to build a network of exiting colleagues at your company, and why this is necessary, think of the Paypal mob that this article once mentioned.

Although, in most industries, the benefits of running a departing coworker contact network are uncertain in terms of money and time, which is why most companies ignore the opportunity. However, uncertainty does not equal risk, and unpredictability does not equal low value. In fact, after an in-depth study of the Colleague Connection Network, LinkedIn found that the cost of investing in the network was much lower than imagined, and the returns were much higher than expected.

In fact, ex-employees have an unrivaled contribution to help with things like recruiting, intelligence, referrals, and brand building.