How can architectural structure design enterprises break through the “talent dilemma”?

In addition, the rotation of human resources department is also very important.

The core lies in the difference of implementation ability.

Why choose the “talent first” corporate culture? In public opinion, it is often regarded as the opposite of “result oriented” corporate culture, focusing on task / business or corporate talents as the starting point of enterprise development.

Under the dual adjustment of policy tightening and economic demand, the growth rate of infrastructure investment has slowed down, the competition among industry participants has intensified, and the “well field system” of design enterprises has been broken.

At the same time, the enterprise can also formulate its own scarce talent plan according to its own talent ability, which provides help..


However, the author believes that the “result oriented” culture advocates efficiency, but ignores the long-term cost.

At present, many design enterprises do not understand their own talents due to the lack of supporting talent inventory, talent career planning and talent assessment system.

Even if design enterprises face transformation pressure, they can start from various talent demand dimensions, Create the basis for the common development of the enterprise and its employees.

However, in the process of providing consulting services for design enterprises, the author found that few design enterprises think that their talent ability and quality can meet their own development needs, and few think that they can rely on their own talent resources to realize enterprise transformation.

It is easier to lead and retain the talents needed by the enterprise, help to form a good talent echelon suitable for business development and improve the probability of realizing the enterprise transformation strategy.

Since 2019, the economic environment has entered the “new normal”.

The loss of personnel due to high performance pressure and the overall rework cost of new employees due to “high efficiency” and low quality not only increase the enterprise cost, but also gradually reduce the customer satisfaction.

At present, more integrated competitive pressure is brought by the own design team of construction enterprises; At the same time, along with intelligent technologies such as artificial intelligence and big data, more and more giants enter the industry across borders, which not only brings the industry gradually white hot competition, but also brings new choices for the development of the industry.

The corporate culture of “talent first” has four characteristics: employees’ work can be found and recognized by the enterprise and take differentiated rewards, employees are regarded as important business creation units and respect each other, enterprises invest resources and pay attention to employees’ development, and employees have a strong sense of belonging to the enterprise.

Further integrate the strategic and business needs, place the appropriate talents in the appropriate position of the enterprise, and establish a business-oriented talent evaluation system.

On the other hand, the number of enterprises that think they can attract talents to meet their own development is also decreasing year by year.

Facing more consistent market development expectations, under this strategic direction choice similar to arrangement and combination, it can be found that the strategic direction of design enterprises is convergent, and even highly consistent in market region selection and industry segmentation.

From the perspective of utilitarianism, “result oriented” advocates short-term efficiency, which is easy to produce results in the short term, and is easier to be accepted by many enterprise managers.

What is the “talent first” corporate culture? “Talent first” corporate culture, as its name implies, emphasizes that corporate culture advocates talent development orientation, forms a benign interaction between enterprises and talents through various measures of enterprises, and improves the sense of belonging of talents to the enterprise while helping talents realize self-ability growth, salary improvement and self-worth, Stabilize the company’s talent hierarchy and improve the company’s overall business development and talent efficiency creation ability.

While realizing the financial goal with profit as the core, talent planning and talent training path are considered in organizational setting and resource investment.

  “Talent first” enables design enterprises to make good use of existing talent resources, and more clearly define the ability of existing talents in the enterprise and the future development direction of enterprise talents.

In order to seek transformation in the context of the current main design business, design enterprises must firmly grasp the traditional advantage of their own human resources, further comprehensively consider the resources required for development, and comprehensively plan and optimize the design.

The transformation strategy converges, but the development results are different.

In which direction? Is the business integrated or specialized? Is the market nationwide or further sinking and regionalization? These have become several core options for the development of design enterprises.

There is an irreconcilable contradiction between the two at the beginning.

In the face of competition, whether to transform has become a problem in front of the main managers of many design enterprises.

The implementation of the strategy relies on the effective joint force formed by the four resources of organization, capital, materials and human resources.

Inter enterprise acquisition, M & A and industry reshuffle have become inevitable.

Halfen Frimeda

How can the corporate culture of “talent first” help transformation design enterprises get rid of the current “talent dilemma”? ▌1.

“Talent first” requires enterprises to pay attention to talent development and corresponding management, and match talent ability with strategic needs, which requires the company to effectively mobilize employees’ enthusiasm and make them become business backbone.

The excellent employees of the human resources department should be sent to other departments to exercise and cultivate their business mind.

  “Talent first” strengthens the attention to talents in the top-level design of enterprise strategy.

At the same time, it is also the resource that is most easy to form core competitiveness.

Why are there so many high-quality talents in design enterprises still in trouble? The author believes that the enterprise culture of “talent first” and talent drainage measures under this culture are the core elements to give full play to the talent advantages of design enterprises.

Among these four types of resources, human resources are the most competitive, the most open resource pool and the least number of effective resources.

In order to achieve its own rapid development, it is necessary to carry out more obvious stock competition.

Reasonably speaking, due to the attraction of industry history and the particularity of business, the talent quality of design enterprises is at a high level in the large construction industry.

When they need talents, they find that “no one is available”, The external introduction is worried that it does not adapt to the corporate culture, so that the enterprise and talents can not be connected in the transformation, the enterprise can not clarify the adaptability of its human resources in the transformation, and the existing talents of the company are worried about unemployment due to the enterprise transformation.

Realize that talent pay is directly proportional to reward, and closely combine enterprise reform with talent development, which can enable talents to see that enterprises attach importance to their pay, reduce the overall resistance to organizational and human system reform, and enable enterprises to see talent pay and their ability.

Thus, the company’s core management team is consistent with the company’s core interests, the interests of the company’s employees are consistent with the company’s development interests, and ensure that the allocation of talent post responsibilities is consistent with the allocation of salary.

This choice of direction is in line with the general trend, and incremental development is difficult.

In this environment, how to form a good development and stand Invincible is an important problem faced by design enterprises.

Build the centripetal force of the core management team, lead the implementation of the enterprise talent plan, and more effectively promote the cultivation and introduction of enterprises to meet the needs of business transformation, organizational change and strategic implementation.

At the same time, high potential leaders from other departments should carry out certain training and experience in human resources posts, so that human resources management ability can become a part of their professional ability combination.

In contrast, “talent first” starts from the satisfaction of enterprise talents with their own enterprises and the value creation of personal value, business value and organizational value.


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