Original title: stop outsourcing recruitment: head company's strategy
After American Tutorial, Lagong, Hammer Mobile and other companies were exposed to layoffs, the three giants Huawei, Ali and Jingdong were also reported by the media to stop recruiting or downsizing. Among the various opinions, the three giants also made an official response at the first time, unanimously denied stopping the move. According to the recent social recruitment information released by three enterprises, it is true that the recruitment has not stopped, but focused on the top-notch recruiters.
But the official response to the three giants of HUAWEI, Ali and Jingdong is beginning to show. Outsourcing, consultants and partners have become the highlight of the official response. Behind this storm, as an example of an eco organization, the head company may be playing the next game.
It is not difficult to find out from the three social recruitment websites of Huawei, Ali and Jingdong that, except Huawei, it is difficult to judge how many new social recruitment posts are added, and Ali and Jingdong have recently added new social recruitment posts. The more obvious point is that R & D and experts have the most skilled jobs.
According to China Employment Research Institute of Renmin University of China and Zhilian Recruitment and Release Report of China Employment Market in the second quarter of 2018, China Employment Prosperity Index declined in the second quarter compared with the first quarter, and Internet employment showed negative growth for the first time.
Big data from Zhaolian recruitment platform also shows that in the second quarter of 2018, the number of recruited jobs in IT/Internet industry decreased by 6% compared with the same period last year, showing negative growth in demand for the first time. In addition to the decline in employment demand in the Internet/e-commerce sub-industry, the continuing hot online game industry has also experienced a 7% decline in the number of recruited positions for the first time in the year-on-year period. Recently released the three quarter of the employment industry ranking.
The job index of the Internet industry of Hunting Gateway from January to October 2018 showed a downward trend from the third quarter, although there was no cliff-type recruitment demand, so the form is not optimistic. Let's first look at a set of financial reports, from the proportion of labor costs in the total cost of the enterprise, and analyze its impact on the enterprise index.
Taking Huawei as an example, the 2017 financial report shows that the company's total marketing revenue is 603.62 billion yuan, net profit is 474.45 billion yuan, and the annual operating cost is 556.17 billion yuan. Among them, the human cost reached 14.08 billion yuan, accounting for more than 25% of the total cost, and the human cost exceeding 140 billion yuan is more than three times its net profit.
Zeng Xiangquan, director of China Employment Research Institute, said that the Internet is an important area of "double creation". The Internet industry has been a "big employer" in recent years. At present, the decline in the demand for Internet employees is related to the life cycle of start-up companies.
In fact, not only Huawei, but also in the field of human being as the enterprise's heavy assets, the proportion of human cost is quite high. When the external environment changes, to reduce the total cost, we will first consider cutting some of the labor costs. In addition, at present, changes in the global political and economic environment also urge enterprises to take precautions.
Recently, new challenges arising from the political and economic environment emerge in endlessly, and business scenarios are becoming increasingly complex. Enterprises need to think and explore positive compliance strategies. Manpower is capital, not cost, but when people do not give strength, they are naturally reduced to cost. In the period of promulgation of new administration, economic downturn and industry adjustment, optimization of human cost has become a major strategy for enterprises.
Maximization of talent attraction
Every enterprise hopes to be a talent sucker, attract a large number of talents for their own selection, consolidate their industry status and influence. How can we maximize the talent attraction of enterprises?
1, talent inventory should become a new normal.
Many professional organizations publish annual talent inventory reports. Understanding the trend of talents, understanding the changes of talents, interpreting the status quo of talents and optimizing talent strategies have become the prescribed actions and new normal of enterprises every year.
When experience is becoming more and more worthless, motorists are often not necessarily old drivers. Only by making a good inventory of talents, opening up the self-driving system of talents, adjusting and optimizing the organizational structure, and grasping the matching degree between talents and the current organizational form, can we achieve the strategic objectives together.
In 2015, Alibaba put forward the talent strategy of "extraordinary people do extraordinary things". After the listing, Alibaba put forward higher requirements for talents, facing the future strategy and more complex business scenarios.
Talent pool, talent echelon, talent assessment, high potential talent motivation and training...... When it comes to talent inventory, we will think of the above key words. In the era of change, how to enhance the anti-risk ability of enterprises when black swan and gray rhinoceros come, talent backup is an important lever to pry the restart.
It is a problem for the current enterprises to first welcome the draught or risk first. Through the reverse process, it is not difficult to find that the ultimate backup is the irreplaceability of talent, precisely because it is irreplaceable, but also need to prepare for the rainy day.
2, talent system optimization and upgrading
With the development of society and industry segmentation, the vertical of high quality talents will be stronger. We will find that one side is the cold winter for basic talents, the other is the fierce competition for highly skilled talents.
The definition of talent is upgrading and evolving. Looking back at the term "human capital", from "human capital is capital", "talent is capital" to "high-quality talent is capital", and in the foreseeable future, the talent who can become partners is capital.
Employees no longer have the psychology of migrant workers, but are partners of enterprises, so their potential and vitality can be fully stimulated. Tianji horse racing is no longer the best choice. We should actively change our thinking, reverse the process, take the end as the starting point, re-evaluate the existing talent system, and timely update, upgrade, refresh and restart.
In January 2017, Alibaba announced an overall upgrading of its organizational structure and embraced the "Five New" strategy. In the following year, new retailing and manufacturing took off one after another, and a strong human resources system became the most important organizational support for the "Five New" strategy.
3, continuity of talent value chain
The continuity of talent value chain exists in different industries and industries. Real talent is often irreplaceable. His value in the workplace will also be determined by its irreplaceable nature. When high irreplaceable talents are absent or lost, the value chain of talents will be cut off. Even if the back-up team members are supplied in time, there will be a loss of costs, such as training, resource input, recruitment costs, team running-in and so on. This is the replacement cost which is easily ignored.
In addition, continuity has another meaning, that is, senior talents consciously comb business logic, can understand the internal links and logic of business modules, and dialectically see the internal links between various links and departments, so as to grasp the overall utilization rate of people, events and processes, for the growth of enterprises in the next 3-5 years. There is a clear and highly unified understanding of where and how to form the growth curve, and there is continuous execution.
Therefore, we have to admit that long-term continuous talent investment determines the continuity of talent value chain, and determines the opportunity cost and sunk cost in enterprise employment.
Steering outsourcing, consultants and partners
In Huawei's official response, it was clearly pointed out that the supplement of external talents mainly through business outsourcing, interns and other ways, and through the introduction of industry experts, consultants and partners to meet business needs. Before analyzing the advantages of outsourcing and partners, we share an online classic case with you.
Let's make an account first. Employing a full-time marketing manager with an annual salary of 500,000 will not have much impact on the final output of business value if he splits up his 200-day working day every year, even if one third of his time is not working (if he strategically and consciously spends the remaining two-thirds of his time on key points). Because he spends more time on managers, processes and meetings than directly creating business value, this part of his time can be erased.
Suppose these key points evolve into several sprint projects, each employing three external part-time jobs: a PR, a media, and a copywriter. Suppose a year sprint six times, a single salary 20 thousand yuan, a year is only 360 thousand yuan.
And the biggest difference between these external part-time jobs and internal managers is that they are market leveraged talents who can not survive without a good job. The constant struggle, grinding and sense of crisis make them usually more professional than those in the same position in the organization. Why not employ fewer full-time employees, lower wage costs, more professional results and explicit business value measured by projects?
Then look at outsourcing. When an enterprise outsources a project or a business, it is not the employees but the suppliers who undertake the tasks. This means that the transformation from B2C to B2B has promoted the transformation of labor relations. Labor relations based on law are no longer in existence, and management costs and policy costs are also changed.
After weakening employment, decentralization, de-leadership and de-bureaucracy, employees will become true partnerships in the enterprise. In this way, the cost of labor not only changes in quantity, but also makes a qualitative leap. More precise restart will directly stimulate enthusiasm and creative potential, and the business value created by individual will also be unprecedented enhanced.
With the advent of the new policy and the rapid progress of network technology, this result-oriented cooperation mode will become the mainstream from individual cases, human resources will be upgraded to platform operation, and will provide strong organizational guarantee for this restart.
In HUAWEI's official response, the "partners" are particularly eye-catching. What are the essential differences between partners and employees? Cooperation, partnership, outsourcing and internal package are the core concepts of organizational restart. Partners mean breaking the rigid organizational structure and replacing the pyramid rule equally. They also mean self-management and self-employment, which is the essential difference between partners and employees.
Employers and employees use wages and salaries to trade labor time and results, while employers also bear employer responsibility, based on the relevant provisions and obligations of labor relations within the scope of the law and the resulting costs. The value exchange between partners is more direct and efficient, and the suppliers and partners that are repeatedly honed by market leverage will bring more direct commercial value.
At the same time, the leap-forward development of network information has also squeezed the space for middlemen to earn price differentials, thus reducing the cost of enterprise suppliers'procurement and holding hands with partners.
Partnership is vigorously promoting organizational change. Business partners are vigorously promoting the transformation of labor relations. While subverting traditional organizational relations, they will thoroughly break the boundaries of organizational development. From employment system to partnership system, from single company to platform, activate fission, and eventually establish the ecosystem of business partners, with a new attitude, new strategies and new relationships working well.
It is better to let the right person get on the bus than the right man-made car, which is the best strategy and path choice for the enterprise to optimize its cost and let the enterprise spend the winter.
(the author is founder of Lao Da laboroot, CEO).
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