It is very important to recruit and retain excellent employees and managers.

This is because the possibility of improving operation efficiency and improving sales and profit is twice as high as that of ordinary people.

Top talents have great influence on the performance of enterprises, but enterprises can not afford to pay the price of neglecting the contributions of other employees.

Therefore, we should appropriately emphasize the valuable contributions of other staff members: these capable and stable employees constitute the main body of any enterprise's workforce.

Enterprises should implement the strategy of managing "most important people", and not risk alienating most employees, only focusing on the best performance.

Research on social capital has also highlighted the importance of inclusiveness: top talents are more efficient in working with all kinds of employees' dynamic internal networks.

When such a social network is missing or isolated, performance will also be impaired.

A strong network helps to keep capricious young professionals.

It is important to formulate and convey a strong employee value proposition. This value proposition is that senior management explains why a smart, energetic and ambitious person is willing to work for an enterprise instead of working for another.

Many enterprises are using this value proposition, but most enterprises have only one value proposition - this is an increasingly outdated way of doing things.

Considering the demographic situation and other trends, successful companies are adjusting their employer's brand to different subgroups with different values, ideals and expectations.

Sometimes this group distinction must be more detailed.

A group can provide better customer service, have a higher team morale and a lower staff turnover rate.

Companies must tailor their staff value proposition to highlight opportunities to participate in real decision-making, career development, housing and educational benefits, and learning.

The path of autonomy and development is not only persuasive in recruitment, but also a reason for many people to remain in a company.

In fact, a more targeted career path can also bring benefits to the competition of new talents.

Previously, HR professionals focused on developing and managing standard processes, especially recruitment, training, remuneration and performance management.

Now the human resources department should maintain its influence on the business strategy, and provide credible and positive suggestions and support for the manager of the company and the department managers of each business unit.

Only the human resources department can pform the business strategy into a detailed talent strategy: for example, how many employees do the company need to implement its business strategy?

Where do we need these employees?

What skills should these employees possess?

Such a human resource department is competent.

Unfortunately, the human resources department lacks the necessary ability to formulate a talent strategy that meets the business objectives of the enterprise.

HR leaders need to expand their focus from senior management to better meet the needs of the front line.

In the same spirit, HR departments need to have a better understanding of employee segmentation and internal marketing to create and define a variety of employee value proposition.

It is hoped that aspiring HR managers will either work in a factory or work with a key account manager to understand the actual situation of the business unit and get the trust of the business unit manager.

Other department managers can also work in the human resources department for two or three years to cultivate professional skills of human resources professionals and make human resources departments more believable for business units.

Business unit leaders and department managers must establish a deep-rooted belief in the importance of human beings. Leaders must develop their capabilities, promote their career development and manage their personal and team performance.

At the same time, human resources professionals need to improve their ability to pform business needs into talent strategies.

Top performance companies instilled the concept and culture of effective management of personnel on top of the company.

A strong talent strategy culture is indeed a key part of strengthening the value proposition of employees.