Click the image for details Private Enterprise Internal Management Research/Pan Wenfu In the vast majority of private companies: the first employee is the boss himself, the second is the boss's wife, and the third is often a relative, classmate, acquaintance, comrade-in-arms, neighbor, or former colleague. As things gradually increase and the boss finds himself too busy, it becomes necessary to hire external employees to replace some of the boss's execution work. As the company enters different stages of development, the boss's philosophy on employing people must also be adjusted accordingly.
I. The first stage of employing people: pleasing to the eye and handy! Those who look good, are handy to use, have strong execution ability, can quickly and effectively carry out assigned tasks, and can accurately gauge the boss's intentions. They understand what the boss says, and they also know the implicit execution standards for most tasks, so the boss does not need to explain every detail. This is the employment philosophy that bosses advocate in the early stage of the company, and it is also the standard used to recruit people.
Such employees are of course good, but they are too few, and it is rare to encounter one. When an employee experiences major personal changes such as getting married, having children, or moving, they may resign and never return. Moreover, employees who are handy to use are only at the level of current transactional execution; if they rise to a higher level, they may not be capable. For example, a handy assistant may not become a middle-level manager, and a handy salesperson may not become a sales director.
II. The second stage of employing people: the talent pipeline! When the company grows a bit larger, it begins to set up departments and establish corresponding positions. The use of employees inevitably begins to require diversification and specialization. At this time, it is very necessary to build a talent pipeline for the employee team, which should not only cover the current positions but also consider the company's expansion and the employees' own growth space. That is to say, future new positions and the internal cultivation of middle and senior management must be considered in advance. After all, the internal cultivation of personnel requires sufficient time for observation, testing, confirmation, and continuous training to ensure the company's future needs for middle and senior employees.
III. The third stage of employing people: batch replication! When the company grows even larger, several situations will naturally arise:
- Old employees or those with certain historical contributions will inevitably begin to become inflated;
- The relative employee turnover rate and numbers will rise;
- The speed of employee recruitment and training may not keep up with the company's expansion rate, and there may even be situations where there are positions but no personnel.
To solve or prevent these problems, one should not rely on the stability of the current employee team. One must have the crisis awareness that all employees may resign at any time. Use people, but do not depend on them. Shift from dependence on specific old employees to the batch replication of subsequent new employees. Through measures such as reserve recruitment, job descriptions, work execution manuals, and internal training mechanisms, the specific execution content of each position and task can be broken down into details and quantified and fixed, enabling rapid modular training for new employees. This can meet the personnel needs caused by current employee turnover or company expansion. Moreover, the company can achieve rapid training and onboarding of new employees, gradually reducing dependence on current employees, which also effectively avoids the self-inflation psychology of old employees. The company does not fail to operate without you; the professional skills you possess will be quickly and systematically transferred to new employees. To survive and develop in the company, one cannot rest on past achievements, but must continuously improve oneself and create new achievements.
Private business owner background, operated a family-owned distributor company for many years, during which he also served as business manager and trainer in several production enterprises. Research direction is internal management of small and medium-sized private enterprises, with main topics including personnel management, cost control, management backend construction, and the integration of retired military personnel into private enterprises. He has continuously broken down more than 400 topics related to internal management of private enterprises and maintains the collection of materials and updates of solutions.