Although the market is sluggish, the personnel changes at the top of car companies are extremely fierce.
This year, Jochem Heizmann, the "China Expert", was sent away, and Dis, the "Big Mouth", was ushered in. After Ghosn was arrested, Nishikawa Hiroshi, the "anti-corruption general", was dismissed again; In China, Brilliance bid farewell to Qi Yumin's era, Wang Xiaoqiu took charge of SAIC, and Li Bin became the "worst person in 20 19", losing many executives. ......
"Negative growth" has become the new normal, and high-level personnel changes have become accessories. However, compared with these high-level leaders who are very concerned about their "jobs", more and more young cadres are unwilling to rotate their posts, and "Buddhist youth" are not enterprising. Everyone just wants comfort, and the development of enterprises is in a backwater. Compared with Yan Jun in the current market situation, it should be said that most state-owned enterprises generally face a more severe human resource dilemma, which is limited by institutional mechanisms, or will open a longer distance with private enterprises.
Cadres and employees are unwilling to rotate their posts
The reason why it is necessary to emphasize the "difficulty in rotation" of cadres and employees is because rotation, as a mature enterprise management method, is beneficial to the development of enterprises.
The rotation system has existed since ancient times. As early as the Song Dynasty, in order to prevent military commanders from having too much power, they began to implement rotation. Soldiers who don't know generals will not know soldiers, which can not only control the power of military commanders, stabilize the situation in the imperial court, but also improve the management level of the country.
As the saying goes: people move to live, trees move to die. For management cadres, high-performance employees and high-potential employees listed as reserve training targets, job rotation can broaden their horizons, and through the experience of different business fields, they will become "multi-functional" compound talents, and they will be more mature in decision-making when they take up higher leadership positions, which can also avoid the loss of key talents.
In addition, rotation can also reduce internal friction, restrict potential corruption, and avoid too big a tail. It is a gentle and effective means of "downsizing" and eliminate some employees with insufficient ability in disguise.
In Japan, such as Toyota Motor Corporation, job rotation is very common. It takes turns to do other jobs every two hours, forcing employees to think. Toyota calls it "thinking about the production system". For managers, it is a management position from the beginning of the deputy head of class, and it is necessary to rotate posts. With the increase of the level, the scope of rotation is becoming wider and wider. If you want to be promoted, you must have more than 2 rotation experiences.
Under the background of profound changes in China's automobile market, the pressure of enterprise transformation is enormous, and the significance of job rotation is even more significant, such as the head office staff sinking into the business department, the exchange of regional managers, and the transfer of technicians to sell services. This positive empathy can keep the internal vitality of automobile enterprises and better adapt to the requirements of change.
However, everything has two sides, and rotation is no exception. The implementation process is getting more and more difficult, especially in some state-owned car companies, where talents are increasingly lacking in mobility. Then, why are cadres unwilling to rotate their posts?
First of all, whether it is a management cadre or a backbone employee, rotation needs to come to a relatively unfamiliar position. If you can't convert work pressure into learning motivation, you will inevitably lose your mood and have negative psychology, and break the established mindset. Rotation may bring risks to personal performance. In the face of risk and comfort, most people now prefer the latter.
Secondly, after years of rapid growth in the auto market, some management cadres are accustomed to the high performance of "lying and winning", which breeds the psychology of seeking pleasure, lacks the passion for starting a business, is no longer enterprising, and is used to working step by step, so they are unwilling to change jobs again. When the "negative growth" of the automobile market becomes the new normal, some positions are well-known "hot potato". Compared with this passive takeover, it is better to be familiar with the original position and fish in troubled waters than to "show the stuffing" after the rotation.
Third, it must be said that car companies, especially some state-owned car companies, have many interests in the "small teams" of various departments within the company, and the rotation of posts has objectively affected the vested interests.
With the automobile market in China gradually changing from a young market to a mature market, the intensified competition among automobile enterprises is fully spread at all levels, and in the final analysis, it is the competition for talents. Therefore, based on the consideration of evergreen foundation, systematic and periodic job rotation is beneficial for car companies to establish a "big ecological circle" for sustainable development. Of course, car companies should also do a good job of inspecting the cadres and key employees in rotation, adhere to the principle of "the last round is not a round, and the next round is not a round", and "accept" the real risks of cadres' performance decline, efficiency reduction, and even mistakes and losses caused by rotation.
Employees are not enterprising.
The problem of "employees are not enterprising" actually exists in any era, but it is more serious at present.
Most of the post-80s and pre-90s generation did not have a solid family background, but had an inspirational heart. They were not willing to be just a "screw", forcing themselves to step out of the "comfort zone", learn more knowledge and pursue more comprehensive skills. This generation has generally become the mainstay of society, workplace and family.
Originally thought that the post-1995 generation grew up in the era of rapid development in China, enjoyed a better material life, received a better education, and should be more passionate and dare to challenge. But in fact, at present, many auto companies, especially some post-1995 employees of state-owned auto companies, are becoming more and more "Buddhist", willing to be a screw, not enterprising, and unwilling to invest energy to seek higher-level personal development.
Even in falling in love, getting married and having children, they are quite Buddhist, leaving more time for individuals and friends; For the greater realization of personal value, it is quite indifferent to assume greater work responsibility, family responsibility and social responsibility.
For performance appraisal, some post-1995 employees who basically don't rely on wages usually "don't care", and even those who have never seen salary slips are abundant, and they are more concerned about job stability. For the leaders of state-owned enterprises who have no personnel rights, it is indeed an embarrassment, which is "why is people fear not death afraid of death?" Anyway, some parents buy houses, cars, repay loans and even subsidize themselves every month, which also makes some young employees feel that "it doesn't matter if the salary is 500 yuan less than others, 1000". In fact, the leaders directly under the state-owned enterprises generally have only so much authority in salary allocation, and there is no final elimination system, as long as they are comfortable and happy.
Near the end of the year, many small departments of automobile enterprises routinely prepare an annual meeting with high enthusiasm and high atmosphere. Compared with the employees who actively participated in the program before 1995 and expected to win the grand prize, the participation of the younger generation of employees is getting lower and lower, and most of them are unwilling to participate in the arrangement of any programs. Some employees prefer to take time off to go home for dinner and just want to enjoy their own quiet time.
After years of development, China's economy and society have made great progress. Many parents born after 1995 have enjoyed the dividend of reform and opening up, providing their children with a relatively high-quality living environment and unlimited care, so that they can enjoy a superior life without hard work and high-intensity work pressure. Therefore, the pursuit of salary and growth is no longer strong, and they only want to be "quiet and secure in the world".
It is true that the high housing price, education and child-rearing expenses make some young people fall into "confusion", but the low desire society and minimalist life obviously cannot satisfy the realization of young people's self-worth. When the younger generation loses their desire to struggle, it is unacceptable pain for car companies and the whole society. As a whole, China's automobile industry is in a critical period of industrial transformation and catch-up development. Facing cadres who are unwilling to rotate their posts to young people who are not enterprising, China's automobile industry can't let people see a brighter tomorrow.
Ironically, even in the face of such "Buddhist" employees, the direct leaders of state-owned car companies and even middle-level management cadres are helpless. Because there is no relatively independent personnel right, it is impossible to take the initiative to eliminate them. In addition, the role of performance appraisal "baton" is further lost, personnel complexity and low morale will make the whole enterprise mediocre, and the degradation from top to bottom will further highlight the institutional shortcomings of state-owned car companies.
The era of rapid popularization of automobiles in China has come to an end, and the automobile industry has entered a high-quality development. Many self-owned brand automobile enterprises are facing transformation, upgrading and even survival crisis, which means that some automobile enterprises with poor performance will be eliminated by the market. "Survival of the fittest" will also make automobile enterprises adjust their internal personnel more violently, and "Struggler-oriented" will become the motto of many automobile enterprises.
The same is true for individuals, who have no long-term worries must have near worries.
In the long run, the "35-year-old phenomenon" will become a hurdle for most young people who have no mines at home. If you don't make progress and lose your learning ability, by the age of 35, when your parents are old, you will have to support your parents in turn. If children grow up and need to become parents to take care of their children, the pressure of work and life will suddenly increase.
At present, the trend of "new four modernizations" in the automobile industry is getting worse and worse. The graduates of vehicle engineering who were originally full of superiority have encountered difficulties in finding jobs. Most salespeople and engineers are facing transformation and finding a new way. For most post-95 generation youths, no one knows what kind of environment they will face in the future!
Write at the end:
A rolling stone gathers no moss. Focusing on transformation and upgrading, facing the "new four modernizations" of automobiles, and standing at a new starting point, human resources management should also be adjusted and optimized simultaneously. Car companies, especially state-owned car companies, especially need to promote the growth and internal and external mobility of car companies' personnel through more flexible systems. Only in this way can we stimulate vitality and kinetic energy. If we don't solve the problems of difficult rotation of cadres and young employees who are not enterprising from the institutional mechanism, car companies will not be able to break through the status quo, but can only find reasons to comfort themselves in the whirlpool of high-level personnel adjustment indefinitely.
This article comes from the author of Chejia, car home, and does not represent car home's standpoint.