The Problems With Zhenjiang Media Group Talent Management And Regarding Measures

It is well known that human talent is the most important resource for the fiercely competitive cultural industry. As an important member of culture industry, Zhenjiang Media Group is a large enterprise focusing on cultural products. In order to maintain sustainable development, our group must be equipped with essential elements, which include scientific technologies, artistic level, information and schedule management, business administration, human resource, market share, etc. Generally speaking, these elements can be broken down into two kinds, which are natural resource and social resource. So which of them is the prevailing one? For an entirely new era flavored by knowledge-based economy, it is obvious that knowledge should be the key. Considering that it is human talents that generate and utilize knowledge, there is no doubt that talents should occupy the most critical position in the human resources, which means they are also the most valuable asset for the growth of the culture industry. What is more, it should be also noted that talent are also the most scarce resource, so how to make the best of it becomes the most urgent issue for the culture industry. There is an old saying that he who got talents could win the world. The rule also applies to our group, so it really matters for us to locate the problems with the talent management, which will have a significant meaning for the short-term and long-term development of our group.But it should be pointed out that the present situation of relatively weak talent resource of our group could not guarantee the sustainable development. The irrational structure, serious brain drain, talents being misplaced and other issues are the underlying problems to be handled as soon as possible. All those problems can also serve as a warning that our group fails to update our management concept of modern talents and neglects the gradual growth of human resource. The excessive attention is diverted around how to attract talented personnel but fail to retain them, around how to satisfy their physical needs rather than their spiritual demand, around immediate benefits but not long-term planning. What is more, each enterprise has its own policy of talent management and performance culture. The current talent-driving culture should be based on the value, task and strategy of the company, but not compatible with established organization and operation ritual. So if our group aims to promote talent management, there are some measures to be taken, which are management perspective and grassroots hierarchy. In order to form an efficient talent management policy, researches on development of science and technology, effectively employ talented personnel, attract and train talented personnel should be strengthened. We must believe that our group will make a big leap in the talent management as long as we are ambitious enough to make the change.