People-oriented breakthrough in the "bottleneck" of talents in security companies

After 30 years of development, China's security industry has achieved brilliant achievements. However, as far as the current development status of the industry is concerned, the levels of security professionals are uneven and, in addition, the competition for talents has intensified, it is common and prominent for the same industry to “cut corners” or “group change”.

As China's security industry started relatively late and the overall level of competition is not high, the structural contradictions in the security industry are particularly prominent. According to statistics, in the security personnel recruitment position, the number one demand is marketing talents, accounting for about 40%; followed by management and technical talents. “Being scarce and expensive”, in the domestic security industry where human resources are extremely scarce, comprehensive security talents have long been together with capitals, channels, and other advantageous resources, and are considered by many security companies and entrepreneurs as "materials" for military strife. The reality is that with the increasing shortage of talents in the security industry, many domestic security companies are increasingly suffering from talent "bottleneck". On the one hand, the lack of total supply of security talents on the market and structural imbalances make it difficult for companies to find the right talents. Second, core employees who are painstakingly trained in the process of growth often leave their talents to stay.

For security companies, core talents are just like the backbone of the company. Under the condition that short-term external talent market supply is difficult to meet the rapid development of enterprises, talents are more like non-renewable resources for enterprises. Once the talent balance structure is broken, it is very short-term. Difficult to restore, it is self-evident that the losses caused by the company's continuing operations.

People-oriented is the only way to break through the "bottleneck" of talent. Today, "the talent is hard to stay" seems to have become a common phenomenon in the security industry. Not only do professional managers run away, but also some senior managers or technical R&D personnel are waiting in the wings. After these executives or R&D personnel left, most chose to start their own businesses, and some became direct competitors of the company. The negative impact on the company was obvious.

Analysing the reasons for the retention of talented personnel, besides the influence of the external security environment (thinning of industry profits caused by the intensified competition in the security industry) on the orientation of personnel development (turnover), there are two main reasons: First, the value of talent is difficult to reflect in enterprises. Second, after the foreign companies entered the implementation of localization strategy, resulting in a large number of outstanding talent flow to foreign companies. Under the background of the lack of talents in the entire security industry, due to the fact that security companies do not have an accurate positioning for senior personnel, it has also led to the development of human resources in security companies.

Given that it is difficult for either the government or the enterprise to change the reality of scarcity of security personnel in the short term, for security companies, if they want to make breakthroughs in the “bottleneck” of talents, they must follow the scientific concept of employing people and build human resources based on the value chain. The resource management system is the fundamental way to maximize the value of internal human resources.

In the value chain-based human resource management system model, value is the focus of security companies. Security companies must develop and manage human resources around value creation, value evaluation, and value distribution, rely on advanced concepts and culture, and improve systems and mechanisms to establish a talent team that can support the sustainable development of enterprises and avoid trapping talent.

To shape and implement the concept of talent-based values, and allow high-level talents to take root in the 21st century. With the opening of capital to dominate the prologue, the era of “talent of talent” has come. Talents, especially senior professional managers, have become the main body of corporate value creation. Enterprises must recognize their values ​​and contributions. The era of relying solely on compensation incentives is over.

From a long-term perspective, the success of security enterprise marketing services will depend on the company's overall competitiveness, and the most critical factor of comprehensive competitiveness is ultimately the talent team. Any successful company needs the support of a strong team, especially those who know how to work under various restrictive factors. Also, just like most successful security companies, setting up reasonable compensation incentives, business structures, and management processes is a prerequisite for improving service quality.

The "people-oriented" slogan is often greeted by many corporate executives, but can it really be implemented? The answer is often negative. The impact of the perfect talent concept and strategy of foreign security companies on domestic security companies is obvious. It may be that domestic security companies can only gradually recognize and establish the concept of the value of human resources only in the pain of competing for talents with foreign companies, and implement the talent strategy to take root.