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I have just finished reading "Alliance: Talent Transformation in the Internet Age" recently, and I feel that the changes in the relationship between the company and employees mentioned in the book are still quite enlightening.
In particular, the book tells that many Silicon Valley companies have begun to implement alliances in the 21st century to establish new types of employment relationships with their employees.
I feel that in terms of the current development speed of the Internet and the life cycle of a company (according to statistics, the average life span of a company is about 3 years, and there are not many companies over 3 years) that the establishment of new alliances between companies and employees is indeed It is necessary, and in the Internet era, especially the mobile Internet era, it is also an era of the rise of individuals. Everyone wants to build their own personal brand and want to have their own influence.
Perhaps this relationship of the alliance can adapt to the requirements of the new era.
In fact, the background and reasons for the transformation of talents in the Internet age and the establishment of alliances are the two points I mentioned above:
The company’s life cycle is short, and it is no longer an era of lifetime employment;
In the new era, in the era of the rise of individuals, it is impossible for every employee to work for a company for a lifetime. They want to have their own personal influence.
So, we have all talked about the background, so what exactly does the book "The Alliance" talk about?
In fact, this book essentially talks about the establishment of an alliance between the company and its employees in this era of self-employment.
Among them, the establishment of the alliance relationship, the most important are three points:
Tenure system
Contacts
Establish an employee network.
Yes, this book focuses on these three points.
1
About the tenure system
In fact, in this era, it is impossible for employees to work for the company for a lifetime, and the company cannot guarantee to provide employees with a lifetime job. Job-hopping is becoming more and more commonplace.
Therefore, because we don’t trust each other, many companies don’t like to train employees by themselves, because just after training, employees will change jobs and will only do wedding dresses for others.
The tenure system mentioned in the book means that the company and employees should communicate frankly with each other, build trust, and use the tenure system to establish an employment relationship.
The tenure system is a way of designing progressive commitments to form alliances.
Now it is true that many employees want to build their own personal brand and enhance their diversification of professional capabilities.
Nowadays, a modern company cannot count on its corporate goals as the only goals for its employees. Unless the employee is in the (rare) basic period, he will want to explore and cultivate interests outside of his job. The most innovative employees want to build a "personal brand" that is different from their employer. This is a rational and necessary response to the end of the lifetime employment system.
In fact, the purpose of the tenure system is to achieve a certain task of the company during a tenure, while helping to achieve a certain ability that employees want to improve. To put it simply, the company and its employees communicate frankly and promise that within a certain period of time (term of office), what platform and resources the company can provide for the growth of employees to help employees grow, and employees must also promise to be able to What value is brought to the company through personal growth and hard work. Once the term of office is reached and the commitment takes effect, everyone should fulfill their commitments during the term of office.
Of course, if you encounter problems during your tenure, you still have to communicate frankly. Both parties must work hard to solve their own problems and help the goals during the tenure have been achieved. By working together to complete a specific goal, the tenure system reduces the problem of coordinating values and goals to a controllable range.
There are three types of tenure:
During the rotation period, the overlap between employee benefits and company benefits may be relatively small;
During the transition period, the values and interests of both parties need to overlap more;
In the base period, the overlapping part accounts for a considerable part.
From the rotation period to the transition period, to the basic period is a progressive relationship. The rotation period is the same as the probation period. It is a stage of mutual communication and experimentation. At this stage, the goals can be adjusted at any time, and the company and employees must communicate closely.
The transition period is the achievement of goals between employees and the company, adapting to each other, and establishing a better relationship. And the base period? That is, the values of employees and the company are more consistent. Employees who can reach the basic stage indicate that they have the ability to enter the company's management.
Remember, this is a two-way conversation: the company is talking about the contributions of the employees, and the employees are talking about whether the company can help them achieve their career goals.
The goal of the tenure plan is to build trust through honest communication and build long-term relationships on a voluntary basis, rather than confine employees to positions they don’t like or let inefficient employees drag the company down.
This is about the alliance’s tenure system.
2
Network
Expanding professional contacts helps employees change their careers, and employee contacts help companies change themselves.
As Bill Gates wrote more than ten years ago: "The best way to distinguish your company from your competitors, and the best way to distinguish you from the masses, is to make the most of information. How do you collect and manage And the use of information will determine your winning or losing."
Employees can use their contacts to expand their contacts. With more contacts, employees' own vision and pattern will naturally be different. Not only have they improved their abilities and changed their careers, they can also use contacts to help the company grow. Contribute to the company.
Contact information uses the personal contacts of company employees. It is the most effective way for a company to interact with and learn from the outside world.
In "Vital Relations," it is written that personal career prospects will accelerate as the network becomes stronger-we call this principle the "we" power (iwe) of "I".
Of course, one obvious “risk” of allowing employees to show themselves and establish external contacts is that they will be discovered by potential employers and their recruiters. This is a reasonable concern, but there is no one-way mirror that allows you to benefit from the outside world without exposing yourself. For many companies, the benefits of contact information are higher than the potential loss of employees being poached.
Networking has three functions:
It can provide access to "hidden data"—information that is not publicly available.
Bringing unexpected discoveries, it is the main driving force of innovation.
Help you discover opportunities that you will miss.
Many opportunities are obtained by employees from communicating with their friends. Using contacts to establish an intelligence network can obtain a lot of unavailable information, which can help the company innovate and help the company gain more opportunities.
Remember, the foundation of the alliance is: the company helps employees change their careers, and employees help the company change itself and improve resilience.
3
Staff Network
What does that mean? In the era of free employment, it is very normal for personnel to resign and resign. The company must learn to establish a network of employees, that is, the company must establish a good relationship with its employees, and even the former employees who have resigned should maintain a good relationship. To maintain these employee relationships.
Even if employees who leave the company can also be a company for the company, introduce businesses and opportunities to the company, and help the company grow. The cost of maintaining employee relations is low, but the benefits they get will be very high.
If more companies study the company's colleague network, they will find that the cost of investing in the colleague network is far lower than their imagination, and the return is much higher than their imagination. This is why the creation and maintenance of a network of colleagues is an interesting proposition and a key element of alliances.
Consolidate lifelong alliance relationships when employees leave. You should emphasize during the exit interview that although this employment relationship may end, the alliance will continue to exist, not only between the two of you, but also between him and the company. Although sometimes this kind of conversation revolves around emotions, you should treat it as an opportunity. Because the lifetime employment system has withdrawn from the stage of history, the lifetime alliance will still exist.
Former employees can recommend excellent talents for the company, and they can also provide useful information. Former employees are an important source of personal network intelligence-information from competitors, effective business practices, emerging industry trends, and so on.
Take a look at the current domestic companies, how many maintain a network of employees? How many employees have left the company and the company is still in trouble? In fact, the relationship between employees and the company is a cooperative relationship, and this relationship should be maintained, instead of staying out of touch with each other after leaving the company and becoming an enemy.
I feel that at this point, our domestic companies are indeed not doing well, and should learn from Silicon Valley companies.
Remember: a company without employee loyalty is a company without long-term consideration. A company without long-term consideration is a company that cannot invest in the future. Companies that cannot invest in future opportunities and technology are companies that are dying.
4
At last
For most of us, the lifetime employment system is over, but a valuable relationship should continue.
If you have left the company and are in good standing, we will invite you to join our company’s colleagues network.
The company and you as a former employee will form an alliance, and uphold the same principles: mutual trust, mutual investment, and mutual benefit.
As a current employee, please feel free to use the network of colleagues to solve current business challenges.
This is the talent revolution in the Internet age. What do you think?
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