Retention of Six Famous World Companies

Jan 28, 2020 by admin

Retention of Six Famous World Companies

Talent is the resource of an enterprise, and a resource that can create wealth for the enterprise. This has long been rooted in the hearts of the people.

With the rapid development of the economy, the competition for talent among companies has become increasingly fierce.

At the same time, the frequent loss of talent has caused many previous headaches.

How to keep them, especially their hearts?

There is much to learn from this.

The following are the coups of some famous companies to retain talents. They are also the result of many years of human resource management.

  1. General Electric: The monk in this temple reads the scriptures every year. The president and the head of human resources of General Electric Company spend 160 hours to carefully review their resumes to see if they can replace the management talents needed by future companies.

These candidates are not from outside the company, they are all inside the company.

After careful selection, GE will find the most potential people in the organization, and then invest a lot of money for training and guidance.

Because GE believes that giving senior managers the opportunity to grow within the company can retain those talents.

The 8% brain drain rate proves that GE’s talent strategy is quite successful.

  2. Goldman Sachs Investment: Working at Goldman Sachs shows that you are a top talent. American Goldman Sachs Investment Company has its unique meaning on Wall Street. Being able to work at Goldman Sachs means you are a top talent.

Therefore, the best MBAs often choose to work for Goldman Sachs Investment Company.

Bruce Larson, the company’s head of global human resources, said: Our leadership in the industry determines that we can recruit the best talent.

For leaders, leaving Goldman Sachs to switch to other companies in the industry is tantamount to devaluing yourself.

Therefore, Goldman Sachs’ advantage in retaining talent lies in its own reputation and absolute industry leadership.

  3, Motorola: The contract to be followed together. Motorola advocates a culture of mutual respect, and fosters a relationship of mutual trust and cooperation between employees, employees and the company.

Its employment method is affirmed personal dignity, which is a contract reached by employees and enterprises, that is, both parties must share certain obligations and responsibilities.

  The company’s obligations to employees are: to create real and valuable work; to teach employees the knowledge and skills they need; to provide necessary training; to formulate career development plans; to provide behavioral performance evaluations and suggestions for career development prospects;Eliminate all prejudices; adhere to the principle of high integrity; safeguard the dignity of all people.

  The obligations of employees are to: clear the meaning of work, and strive to achieve success at work; accept established tasks; pursue high standards of performance; continuously learn, enterprising, and update knowledge and skills; design personal career development goals andProspects; discover issues that are not good for business development.

  This contract between the company and employees fully guarantees the improvement of employees’ own development, and also injects new vitality into the company, making Motorola continue to grow despite the storm.

  4. Nortel Networks: Not retiring in one position. Nortel Networks believes that if you want to retain outstanding talent, material rewards are only a temporary policy.

As time progresses, the personal material level of employees increases, and the incentive effectiveness of salaries will slowly decrease.

Therefore, Nortel Networks pays more attention to employees’ career development in terms of motivating employees, conducts development planning for employees, and helps employees to formulate their career plans, such as allowing employees to rotate.

At Nortel, employees often have rotations after two years of work to motivate them to reach their full potential.

Nortel believes that instead of allowing a person to take up a position to retire, the company should provide career development space to retain outstanding talent.

  5. Intel: Dedicated positions for talents currently.

Com companies have hired talent with high salaries and budgets, but these do not seem to have a significant impact on Intel employees.

In Intel, employees have stock subscription rights, and each employee can buy a certain percentage of the company’s stock from the salary.

Intel’s performance has been growing at a rapid rate, and it has been growing. Buying stocks will definitely benefit employees.

This is one of them.

  Second, there are many opportunities within Intel.

An example often seen at Intel is that sometimes an employee is considered to be very good, and a new position is created for him.

Therefore, 20% of Intel’s job vacancies are from internal recruitment.

Intel’s employment principle is that if the employee does not do well, it is because we have not put him in a position suitable for him.

  6, Southwest Airlines: The gold rush from the beginning of recruitment Southwest Air Force’s secret to maintain personnel stability is: from the beginning of recruitment, we must carefully check.

The behavior of the company’s leadership employees has been analyzed and studied for many years, and a set of integrated evaluation systems have been designed so that recruiters can trim whether candidates can successfully adapt to the customer-centric company culture from the interview.

Such a talent strategy has resulted in a brain drain rate of only 9% for Southwest Airlines (6% for upper management), which is significantly lower than other approaches.In fact, Southwest Airlines can maintain a strong and unified culture in the major development process and train management talents within the company.

  Often as much.
An example often seen at Intel is that sometimes an employee is considered to be very good, and a new position is created for him.

Therefore, 20% of Intel’s job vacancies are from internal recruitment.

Intel’s employment principle is that if employees do not do well, it is because we did not put him in a position suitable for him.