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Private enterprises in human resource management 4 disease
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Private enterprises in human resource management 4 disease
C has a six-year course of development is the business. For six years, due to industry trends, company strategy is correct, so the scale of expanding sales continue to double that by 2004, has 6 million in sales. Logically, the company flourished, growing family should be a prosperous day by day only right; But let Z, owner of Mr. C headache for the company’s sector is not the busiest workshop, nor is the sale and supply sectors, but the human resources department. Think about it, apart from routine human resources management, but also to the serving staff do all day departure procedures, and then to the talent market to recruit, can not busy do?
And the C high-level cadres in the company’s extremely stable. Maybe in a sense, especially at the stage of stable development of enterprises, this may be a good thing. However, for high-speed development in an enterprise, it is indeed difficult to understand: when it is a turnover of only a few million when it is a few people in command of this enterprise; when developed to Jige Yi, when, or that leadership in the management of this enterprise. Moreover, Z bosses know that no longer meet the company’s leadership team, and many highly technical manager of the department are not used by professionals. In fact, no move is not a business man and came often unable to retain. As the department manager of the frequent job-hopping, but in order to ensure that each department was leadership, a capability is not strong, an average of every six months a manager from another department to become what will be, and what are not the ‘one size fits all’. This can be to manage this business? What is causing this ‘1000 changes the status quo, the same team’ strange status quo?
Almost as large as a small private entrepreneurs have the same confusion: people not easy to find, with a good team, staff bad tube, obedient can not be dry, capable not obedien
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