Today's operators not only play the traditional role of communication services, but also stand at the forefront of the digital wave. As a listed company, they shoulder the responsibility to shareholders, and the annual KPI performance review is like an uphill battle, which is not only a test for leadership, but also a challenge for all employees. Such pressures are not unique to operators, but are common across industries.
In recent years, operators have become significantly more attractive in the recruitment market. From the indifference of 985 211 college graduates to the enthusiastic pursuit of carrier jobs in the past, this transformation is behind the success of operators' digital transformation. With the in-depth application of cloud computing, big data, network security and other technologies, operators have an increasingly strong demand for technical talents. The participation of these high-quality talents has injected fresh blood into the innovation and development of operators.
However, this also brings new problems:How to motivate these young talents to be willing to devote themselves to front-line marketing work? Traditional marketing roles are often seen as "front lines" and are more stressful than back-office technical roles, but the career path is less clear. As a result, many young talents prefer to stay in the background and enjoy a relatively comfortable working environment.
To solve this problem, we first need to provide incentives at the institutional level. For example, operators can set up more attractive job promotion and subsidy policies to encourage young talents to work on the front line. At the same time, it is also key to clarify the development plan of grassroots careers. Let talents see that the five years at the grassroots level and the five years in the background have completely different growth paths and promotion opportunities, so as to really stimulate their enthusiasm.
Historically, operators have successfully steered the flow of talent through similar policies. More than 20 years ago, some visionary young executives took the initiative to go to the grassroots level to take on positions such as key account managers, and they also gained more opportunities for growth while enjoying job promotions and subsidies. Such a policy not only promotes the mobility of people, but also stimulates the vitality of the entire organization.
Therefore, in the face of current problems, managers should not simply blame young people's "laziness" or "workplace rectification" mentality, but should deeply reflect on and optimize the existing system design. A good system can make bad people better, and a bad system can make good people worse. Operators need to build an incentive mechanism that can fully stimulate the potential of young talents, so that they can pursue personal growth while contributing to the long-term development of the company.
February** Dynamic Incentive Program