Are Employees Worthy Of Enterprise Attention?

　   “人力资源是企业的第一资源”已成为所有企业的共识。人的确重要，就如 “企”字的结构一样，去掉“人”就剩“止”了。既然人如此重要，企业该如何做呢？在企业里，人按作用一般分为三类，一是高层领导；二是中层管理者；三是一线员工。企业管理现状是人们过于重视管理者的带头示范作用，却忽略了与顾客、市场或产品直接接触的员工。许多企业都在不惜重金招聘高层领导，也不惜重金培养中层管理者，但是对于一线员工的投入却是少之又少。然而在企业里数量占80%的一线员工究竟值不值得企业重视呢？

H is a textile enterprise of 3000 people. Enterprises attach great importance to the management of employees. Not only do they produce large sums of money every year for staff training, but also greatly reduce the failure rate of finished products. A series of activities are also launched to give full play to the ability of employees to reform and innovate.

Every quarter, the company will gather some outstanding employees to hold tea party meetings. At the meeting, employees can speak freely about their life and work.

Enterprise leaders can collect many useful information every time, and implement them in time, so as to improve the staff's satisfaction with the enterprises and reduce the turnover rate.

At the same time, enterprises also carry out proposals for improvement activities, which are collected once a month. Due to the fairness and impartiality of the selection, and the timely bonus of bonuses, the enthusiasm of the staff has been greatly enhanced, and hundreds of proposals have been received each time. The proposal involves management, workflow, maintenance, and the utilization of waste materials. In this way, the improvement made by the annual staff proposal can create millions of dollars worth for the enterprise economy.

The achievements of front-line staff are obvious to all. Therefore, enterprises must pay attention to front-line staff, not only to spend money to employ their physical strength, but also to manage their mental power.

　　企业该如何重视员工呢？可以从以下几个方面入手。

First of all, enterprises should regard their employees as partners, especially the human resources department of enterprises, and take the actual action to get the trust of their employees.

The Ministry of human resources has double roles in the enterprise. On the one hand, it should consider the interests of the enterprise, on the other hand, it is the spokesman for the employees' voices. The enterprise human resources department must deal with its role flexibly, while ensuring the interests of the enterprises, it must also have a long-term strategic vision, upload the voices of the employees to the leaders in time, help the leaders to analyze and implement them, and let employees feel the importance they attach to them.

Secondly, enterprises should strictly recruit personnel, and try to choose those highly qualified employees.

High quality employees have the ability of observation, thinking and innovation. If they choose employees who have no academic qualifications or ability, they will not be compatible with corporate culture and will eventually become a stumbling block for the development of enterprises.

Just like Haier, what is the purpose of implementing "horse race not to match horse" and "final elimination" mechanism is to enable high-quality people to become employees of enterprises.

Thirdly, enterprises must create a platform for their employees to display themselves.

Staff seminars, proposals and other activities can be carried out.

Some enterprises also set up internal publications, and employees can understand the latest developments of enterprises through periodicals. Leaders can also understand the employees' state of mind, and thus bridge the communication between top executives and front-line employees.

SONY's "internal job hopping" system also provides a broad platform for employees to further tap the potential of their employees.

　　创办了卡耐基管理的安德鲁。卡耐基有一句管理名言——“带走我的员工，把我的工厂留下，不久后工厂就会长满杂草；拿走我的工厂，把我的员工留下，不久后我们还会有个更好的工厂”。因此，企业一定要采取一系列措施，留住优秀地一线员工，让他们在实现自我的同时，为企业做出更大的贡献。