"Digging People" Is Better Than "Raising People".

The reason is that these enterprises only think that the cost of "raising people" is huge, and it is better to save time and effort than "digging people".

People who job hopping constantly, many companies like to bait with high pay and high pay, and do everything possible to extract senior management talents from other enterprises, especially in the same industry. The reason is that these enterprises only think that the cost of "raising people" is huge, and it is not as time-consuming and labor-saving as "digging people".

Is this really the case? Not to mention that we have heard many stories about "airborne troops losing the Mai Cheng" and "Nan Guo Bei Zhi". From the perspective of human capital, "digging people" is not as good as "raising people".

The so-called enterprise human capital means learning, going to school and in-service training And so on, so that enterprises can gain and realize value added. In addition to monetary income, such value-added and income also include non monetary income such as job promotion, job satisfaction and corporate culture.

From the end of last century, Wyatt began to trace the relationship between human capital investment and shareholder returns of 400 listed companies in North America, and found that human capital input index is directly proportional to shareholders' earnings. Under the index of human capital investment below 25%, shareholders' income is very low, and some are even negative income; the index is between 25% and 75%, and the return of shareholders is increased by 30%; if the index is above 75%, the maximum income of shareholders can be 150%. Wyatt also works on Europe and Asia Pacific Region The survey conducted by the listed companies is consistent with that in North America.

In addition, in 1990s, the US enterprise survey and statistics analysis showed that the employee training cost of $1 could get us $50 in economic benefits. In 1992, the company increased its funding for staff training by 4 million US dollars, with 100 new training subjects, and the company gained a profit of 500 million dollars.

It is undeniable that the efficiency of internal recommendation is very high, and generally speaking, the period of running in between people and corporate culture will be very long. Therefore, if it is not a shortage of talents, internal training is more cost-effective. Some people have calculated this account: if the enterprise provides an environment for entrepreneurship, the stage for giving them talent is equal, and the rate of return is equal. High and low differences At the beginning of the appointment, the headhunting company made a yearly salary of some tens of thousands or hundreds of thousands of yuan, and the cost was obviously too high.