Talent strategy: "dig" and as "dependents"

Xie Wen Yahoo China to resign because of "sick"

Xie Wen, former president of Yahoo China, "Lightning left for personal reasons", public opinion generally believes that the corporate culture and conflict Yahoo China has become the primary cause of their Guayin.

Xie Wen was not the first embarrassing departure of the "airborne", "airborne" in the business of "survival" time mostly very short, as many as in 2012, more that half a year left. More statistics, China's private enterprises to introduce "airborne" failure rate of more than 90%.

Regardless of the length of time, "airborne" is often interpreted, "South Orange North trifoliate" story, not fit the corporate culture has become a step not the last Kaner.

On the one hand is the frequent occurrence of "airborne miscues", on the other hand, corporate culture, "their own" talent is becoming more common enterprise.

"Airborne" easily acclimatized

Senior management personnel shortage has been a troubled business problems. Shortage of talent in-house and training was too slow double mind, companies have imported talent from the outside, which is commonly referred to as "airborne."

As the saying goes, a monk from a good chanting. However, the majority of "airborne" and "after" is not a good idea. On the one hand, they were too confident control of their own enterprises, do not want any business has to adapt old customs; the other hand, companies are always wary of the newcomers, it is difficult for them slightly outrageous or different from the old business act regulations are somewhat inclusive, knowledge of the collision, personality is always conflict with each other can not avoid the problem.

Try to change the professional manager can not help the enterprise adopt the practice of the past negative attitude. Negative in the past, actually denied the company's success, rejected the entrepreneurial credit and elbow grease, it will undoubtedly stimulate older workers already airborne foreign natural wariness and resentment, the "airborne" after work more difficult.

Therefore, the "airborne" Most of facing such a dilemma, or not suited to cultural differences to be sacrificed, like the former president of Yahoo China, Xie Wen, or compromise the existing regulations without success in business.

"Dig" and as "dependents"

Write, "Everlasting," the well-known management scholar James Collins (James C. Collins) is very respected, "the manager from the parents as people." Collins, after the study found that "18 great companies a total of more than 1700 years of history, only four CEO from outside." And "airborne" in comparison, "since the parents as" the manager familiar with the corporate culture, more likely to lead companies to change.

Many among the Fortune 500 list of world-renowned multinational companies such as Universal, IBM is very keen to cultivate a "home" talent, but like in-house promotion of senior management personnel, and provide rich opportunities to encourage them positive. Motorola selected every two years, as 40 potential senior managers to enable them to participate in a two-year MBA course for the future of general staff to become outstanding managers of their company to create the conditions for the laying of the road.

In the train "their own" talent, P & G made to set an example for all of the company. Former CEO of P & G's are from the beginning when a manager of the company, to start, and they are familiar with P & G products, but also familiar with P & G's operating mechanism, more importantly, they have 100% P & G's culture of loyalty. They grow together with the P & G's growth, this sense of pride and ownership is well to keep the company's cohesion.







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