Talent Flow Has Become A Normal Financial Parachute. Are You Ready?

With the popularization of career two-way selection, the flow of talent has become the norm. Employers are no longer looking forward to "one move for ever". Job seekers are no longer in a position to find jobs, so there is a job hopping.

At present, public servants who have "iron rice bowls" in administrative institutions also frequently hear rumors of leaving the sea. As a personnel engaged in financial accounting work, they are no exception. Changing jobs is also a normal thing.

Air parachute is generally defined as the recruitment of senior management personnel from outside by employing units. Today, the financial parachute discussed by Dapeng and everyone discussed is the financial personnel who have many years of experience in financial accounting work (not limited to financial executives), leaving the originally familiar units and hopping to work in a strange company.

This time Dapeng and everyone talk about financial parachute.

First of all, for the "airborne" financial personnel, whether ordinary accountants or chief financial officers, from a very familiar unit to job hopping into an unknown strange company, even in the same industry or field, there will be a lot of unsuitability, which are mainly manifested in several aspects.

First, the staff are not familiar with it, even if the airborne financial personnel have worked in the original unit for several years, but when they arrive at the new company, you are a "new person". It takes a certain time to know the internal staff from the financial department to the rest of the company, and if you want to reach the level of familiarity, you will need more time.

Two, business is not familiar with, there are rules and regulations. Every industry and field has its own characteristics. Even in the same industry and field, the accounting and financial control modes vary from company to company.

Three, it is easy to "stand in the wrong team". Because of different management and management ideas, each company has more or less faction disputes. The newcomers are not familiar with the company's situation and are easily "victims" of the faction's dispute.

Secondly, for companies recruiting "airborne troops", even through "headhunter" or intermediary, there is a certain understanding of the recruited financial personnel, but airborne finance and companies.

There are also some differences in corporate culture identity.

First, the sharp increase in manpower costs. Generally speaking, companies will spend more money to recruit talented people, regardless of whether they are entitled to "value for money", but the cost will certainly increase. If they encounter the paratroopers with a high price, the increase in labor costs is also inevitable.

The two is the "exaggeration" of talents, because the company's expectations for recruiting talents will be very high at a high price. It is thought that "foreign monks are good chanting classics". It turns out that actually recruiting talent is not like that, but also shows no superior skill in daily work. The HR Department has a sense of being cheated and spending money wrongfully.

The three is the emergence of the "Butterfly Effect". If the level of personnel introduced is high, setting up a good example can lead other employees to make progress together, otherwise, it will bring disaster to the company.

In fact, as far as ROC sees it, the above lists are only the main problems caused by financial parachuting caused by financial personnel and employing units, but there are still many other problems.

For example, when ROC recruited financial personnel, he didn't like that too much.

In particular, even if he has a very high level of professional skills, but intensive job experience, it shows that there are some other problems with the airborne force.

The reason for changing one or two units may be that the employer has problems, but the frequent replacement of five or six work units in a short time is not only a matter of employing units.

As a financial department of an important functional department of a company, the stability of its personnel is very important because of its sensitivity and particularity. If a company's financial personnel are frequently changed like market or sales personnel, it must be taken seriously, especially if some large or listed companies, if the financial executives are highly variable, will cause external or public doubts about the company's financial situation, even if the company has no financial problems.

So, how to solve the problem of financial airborne, ROC puts forward the following suggestions for reference.

First of all, for airborne preparations.

In order to make decisions, we should make preparations for several aspects.

First, if we want to know the reason for the airborne, and plan to change jobs, is it really because the original units have already been unable to stay, or because they are temporarily out of control? If you are airborne to the new units, and have the same problem as the original units, have you already thought of the solution? If not, then think again.

Two, we should foresee the consequences of airborne, and airborne new units will face problems such as unfamiliarity, unfamiliarity and complex relationship. These problems will directly affect the effect of the new unit's work. If the decision is improper, it will lead to "habitual job hopping", and frequent changes in the short term will be unfavorable to the future career development.

The three is to balance the gains and losses of parachute and airborne. On the one hand, it means that we can get better remuneration and better development opportunities in the new company. On the other hand, it means giving up the possible promotion opportunities and familiar environment of the existing companies.

Secondly, for the employing units that are preparing to recruit airborne finance, they should also make relevant preparations.

First, it is necessary to consider the risk of recruiting recruits who are not interested.

The actual performance of financial talents who may be recruited may be too large to meet the requirements of employers. Employers need to recruit people again because financial positions are relatively sensitive and need to be prepared for public opinion.

The two is to ask ourselves whether the relevant preparations for airborne finance have been made. Is it really to give full support and assistance to raise the level of financial control and management, or to recruit a vase as an ornament, just to let the outside world see that the company has introduced talents? If it is the latter, it needs to prepare for the departure of the airborne finance at any time.

In short, the financial parachute, for financial personnel and employing units, has many advantages, but it may also contain relevant risks. They do not know each other before and are not familiar with each other. If we want to cooperate smoothly, we must go through a certain period of time. If we cooperate tacit understanding, there will be a win-win situation. Otherwise, it will cause the two sides to go away in a different way, causing each other to leave the pain of airborne.

Dapeng reminds the financial personnel and the employing units that there is risk in the airborne area, and the decision must be cautious.

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