How to distinguish ordinary employees from talents?

The theory of enterprise identification of talents - the four quadrants of talent

1. Utilitarian type (high utilitarian and low normative)

Located in the first quadrant, this type The model can well solve the problem of corporate interests, achieve corporate profits and achieve strategic goals. It has low normativeness and thus lacks group integration ability. Taking Lu Bu, the famous general of the Three Kingdoms, as a reference, Lu Bu had super strong force, but he successively killed two "adopted fathers", Ding Yuan and Dong Zhuo, and was known as the "house slave with three surnames" in history.

2. Ideal type (high utility, high standardization)

Located in the second quadrant, this model can handle external development issues well and achieve good results. At the same time, it has good normativeness, conforms to moral expectations and group recognition. Referring to Zhuge Liang, he not only had outstanding political and military talents, but also conformed to social morality and humanistic ideals. Therefore, he became an independent and important minister and a prime minister through the ages.

3. Useless type (low utilitarianism and low standardization)

Located in the third quadrant, this model can neither solve the company’s survival problem nor complete internal integration well. Hence it is called "useless". Most useless people have no names, so they are referred to as "passers-by".

4. Normative type (low utilitarianism and high normativeness)

Located in the fourth quadrant, this model has good normativeness, loyalty and stability, but lacks enterprising ability. , there are too many standards but not enough abilities. Using Lu Meng to refer to it, under Sun Quan's advice, Lu Meng read a lot of books, which became a good story that "a scholar should be treated with admiration after three days apart".

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Having worked in corporate human resources management for ten years, I have seen too many situations where employees are forcibly recognized and classified by the company. When I was the human resources director of a catering group in Chengdu, I once set the criteria for talent evaluation for the company ~ 1. Agree with the company (some people are very capable, but there is no point in leaving such people if they don’t agree with the company’s values) 2. Agree with the company Myself (everyone only has a different position, but everyone’s ability itself is not very different. For this reason, I prefer to see employees clearly identify themselves) 3? Integrity and efficiency (responsible for the company and work) Coveting the interests of the company and not procrastinating on work)? In fact, leaders, don’t we ourselves also have to be graded and evaluated by others? I have always adhered to a principle in my life: not to suppress others or belittle others excessively, because thirty years ago or so, who can decide me? His survival is uncertain. So being kind to every employee and colleague around me is a habit I will never forget.

How to distinguish ordinary employees from talents?

I think it can be distinguished from work efficiency, personality, and emotion:

1. Ordinary employees have low work efficiency.

It is ordinary employees who are slow in completing tasks.

It is ordinary employees who like to procrastinate at work.

2. Talents are those who are withdrawn.

Talents are those with a proud character.

It is talents who guard against arrogance and impetuosity.

Usually it is the talent that is slow.

Careerists are usually talented people.

It is ordinary employees who blame problems on others.

Talent is the one who remains calm when faced with strong winds and waves.

3. Ordinary employees are the ones who are easily afraid of difficulties.

It is talent that can control emotions in emergencies.

Talent is what never shows off its face.

Talents are those who are good at regulating emotions.

Those who love to be heroic and boastful are ordinary employees.

Talents are those who respect their leaders and can withstand criticism even if they are face to face. Summary

In the workplace, we can always meet all kinds of people. It is crucial for us to improve ourselves by paying attention to the advantages of talents, fully absorbing their strengths, and making up for our own shortcomings.

How to distinguish ordinary employees from talents?

I think it can be distinguished from several aspects such as work ideas, work attitude, work execution, work problems, work emotions, work personality, etc.!

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Ordinary employees procrastinate at work, need supervision, have poor self-consciousness, love to complain, and are not interested in work. Care about every detail, rely too much on your boss, and cannot think and solve problems independently!

Talents are those who can identify problems at work, analyze them and propose solutions, accept criticism from their superiors with an open mind, work quickly and well, and work efficiently! In short, we must be good at discovering talents, even if they are withdrawn, unruly, and aggressive at work. Then we must also be tolerant, give full play to the advantages of all types of talents, and do a good job.

Thanks for reading!

In fact, my idea is: The key to judging whether a person is an ordinary employee or a talent lies in whether he is actively working, based on his contribution to the company and the way he handles some things.

I recently met a client who discussed with me whether all employees in a company are "talents"? He didn't think so. In his mind, the sweeper aunt could also be called a talent, which he found hard to accept. In his view, talents do not represent all employees. Talents are workers with higher abilities and higher quality in the company's human resources (the part of employees with higher abilities, skills and higher quality among all employees). If so, we really need to define "talent" first, which leads to today's title. Nowadays, many human resource service providers propose talent management, and many companies propose talent team building. Is it only for a certain category? staff? I still remember twenty years ago when I switched from marketing consulting to human resources consulting. Someone joked that "human resources is the first resource of an enterprise" and said: "If there is no second and third, how can we talk about being first? It can be seen that human resources are not the first. Not the most important thing”. In my industry practice over the years, I have indeed found that human resources are not the most important resource in most enterprises. The budget goes first to raw materials, followed by fixed assets that can be depreciated, then marketing and promotion, and finally human resources. In terms of resource management, front-line employees with a few thousand yuan can easily make employment decisions, but employees with tens of thousands of yuan cannot easily make decisions. They are all employees. Why are some people so expensive? How do you measure whether it is worth it? Many companies have trouble settling accounts for a while, which leads to the previous definition differences!

So I think basically we need to distinguish between ordinary employees and excellent employees. It can be determined from the attitude towards work. Ordinary employees work step by step and in a disciplined manner, while excellent employees will work in a step-by-step manner. Continuously learn, discover problems, and solve problems.

Schwarzman, the founder of Blackstone Group, once shared his view on talent: Enterprises need to recruit 10% talent. What is a 10-point talent?

Talents with a score of 10 are self-motivated. They will treat work as a career, take the initiative to discover problems and seek solutions.

Ordinary employees are the 8-point talents mentioned above. They perform tasks, but have some ideas of their own and do not think about better strategies. There are also some employees who are lazy at work and refuse to put in more effort. They are content with the status quo and eager to succeed, and spend the whole day in self-pity.

Such employees are harmful to both the company and individuals.

During the interview, Schwarzman had an inner test: it was an evaluation: If the plane was delayed, would he be willing to wait at the airport with this person?

If we are willing to wait with this person, it means that we are willing to get along with him. There must be something in him that is worthy of our deeper understanding.

The above is my sharing. Welcome to follow Dianmolou to share with you practical workplace experience and help you get promoted and get a salary increase!

Thanks for the invitation to answer this question. I believe that the question "How to distinguish ordinary employees from talents" is a vision that every successful company owner should have. Let me share my views below.

In the economy and society, proving a person's value is that his or her scope in a certain field is obviously greater than that of ordinary people. The higher the value of a person, the higher the market efficiency it can drive. As the boss of the company, he will use values ??to evaluate the level of each employee.

Criteria for distinguishing employee levels.

Let us assume that the employees of a company are divided according to the degree of business ability, and they can be divided into four levels: A, B, C, and D. Level A is the highest level and level D is the lowest level. Then we can call the A-level group a talent concentration camp, the B-level group is the group of people with potential talents, the C-level group is the mediocre employees, and the D-level group is the group that is about to face unemployment.

1. A-level employees: refers to those employees who may have average performance now, but have great development potential, especially students who have just graduated from school or employees who are comprehensive and flexible in business. Such employees can be classified as cultivable talents;

2. B-level employees: refers to those employees who are performing better now and have good development potential. Companies hope to have many such employees. Employees can be called future stars or talents;

3. C-level employees: refers to people whose current performance and development potential are above average. They are a group of Reliable and hard-working employees, but although such employees are hard-working and hard-working, they cannot bring greater economic benefits to the company in terms of business, that is, they are relatively mediocre;

4. D-level employees: current performance Very poor and with no development potential, companies should pay attention to such employees and give them advice.

Regarding talents, we can also subdivide them into four types of talents.

1. The first type of talents: No need for leaders to say anything, they already have their own opinions and can make up their minds to do what they decide to do;

2. The second type of talents: Only occasional reminders from leaders are needed to do things correctly and achieve certain results;

3. The third type of talents: those who have expertise in a certain field and can solve different problems encountered in a certain field. ;

4. The fourth category of talents: those who have team awareness and can assist others to complete their work well.

It is not difficult for us to determine the four levels of employees A, B, C, and D mentioned above. In fact, level A is the talented employee that a company boss is willing to need, while both levels B and C can be Classified as ordinary employees, Class D refers to employees who are not suitable for the development of the company. The former Apple founder, Uncle Jobs, once discussed this point of view: One type A talent is equivalent to twenty ordinary employees.

To sum up, in fact, the standard that distinguishes ordinary employees and talents of a company is only your business level and value. "Natural selection, survival of the fittest" makes no sense at all. If an employee wants to achieve great development, he must work hard to learn and cultivate his own business capabilities, so that leaders can pay attention to you and appreciate you. Although the starting point may be different, it is not impossible for latecomers to catch up. Destiny is always in your own hands!

Hello everyone, I am Wang Changjian. I am very happy to answer this question.

I hope my answer can help everyone. Thank you.

I am very happy to answer this question.

"Jack Ma said in a lecture at Hupan University that salary is when I buy your time and your talent. What is a bonus? It means that the thing I bought is better than I thought, and I want to reward you. But bonus It’s not a benefit, not everyone has it.”

This passage has two meanings. First, those who work according to the contract and receive a monthly salary are ordinary employees. Second, if you do better than others, are better than others, and exceed the boss's imagination, the boss or the company will give you a bonus, and those with bonuses are talents.

I don’t know if you can be satisfied with this answer?

As an enterprise, it should attach great importance to the cultivation and introduction of high-level talents. For example, master's and doctoral degrees in high-tech talents are the driving force to support the enterprise's advancement and innovation, and become stronger and bigger.

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