The development goal of the professional talent team should focus on what to improve.

The development goal of the professional talent team should focus on what to improve. There are several development goals for the construction of professional and technical personnel in China. The team of professional and technical talents is the team with the largest number, the highest professional level and the strongest innovation ability in China. It is the backbone and backbone of the whole talent team and the key factor to promote the transformation of China's scientific and technological innovation development mode. In recent five years, China's professional and technical personnel team construction has made remarkable achievements, the team scale is growing day by day, policies and measures tend to be perfect, management services are constantly innovated, and the overall quality is steadily improved, which has played a positive and important role in promoting the construction of an innovative country and serving economic and social development.

The scale of the team continues to expand and the overall strength continues to increase.

After years of efforts, the total number of professional and technical personnel in China has reached more than 55.5 million, accounting for 45.6% of the total number of talents in China. The proportion of senior, middle and junior professional and technical personnel reached 1, 654,38+0: 36: 53, with college degree or above accounting for 68.6%, and the structure was continuously optimized. Especially in the last five years, 8.6 million professional technicians, nearly 60,000 postdoctoral researchers, 6.5438+0.0557 million overseas students, and 9.456+0.538+0.5 million professional technicians have been added, and the team development foundation has been continuously strengthened.

The construction of professional and technical personnel team adheres to high-level guidance, attracting, cultivating and bringing up a large number of high-level innovative leading talents, and the team of experts continues to grow. At present, there are more than 500 academicians of the Chinese Academy of Sciences 1.500, more than 5600 young and middle-aged experts with outstanding contributions,1.6700 experts who enjoy the special allowance of the State Council, and more than 4500 people who have been selected for the "National Million Talents Project", and their leading role has been continuously enhanced. From the perspective of innovation ability, the number of R&D personnel per 10,000 labor force reaches 42.3/year, which is close to the planning goal in 2020.

According to the person in charge of the Ministry of Human Resources and Social Security Special Science and Technology Department, under the unified arrangements and requirements of the central authorities, all localities and departments have made great efforts to strengthen the construction of professional and technical personnel in light of the actual situation. The national team of professional and technical personnel has been expanding in scale and optimizing in structure, initially forming a team of professional and technical personnel with large scale, reasonable structure, excellent quality and certain pioneering and innovative ability.

Innovate and improve policies and measures to optimize the talent environment day by day.

In the past five years, in order to promote the scientific development of professional and technical personnel, the state has intensified policy innovation and system reform.

Around the implementation of the talent planning outline, the state promulgated and implemented two special work plans, namely, the construction of professional and technical personnel and postdoctoral and returned overseas students, and issued 18 talent plans in key areas of economic and social development. Twenty-nine provinces, autonomous regions and municipalities have promulgated their own professional and technical personnel plans, and the professional and technical personnel planning system has been continuously improved.

At the same time, the state promulgated the personnel management regulations of public institutions, steadily promoted the post performance pay system of public institutions, deepened the reform of the professional title system, comprehensively carried out the pilot reform of the professional title system of primary and secondary school teachers, and reduced the licensing and recognition of professional qualifications, which achieved important results.

In improving the system of selecting and training high-level talents, the state further reformed and improved the special allowance system and postdoctoral system, strengthened the postdoctoral work of enterprises, and initially established a national expert selection system with the academician system, the young and middle-aged expert system of the "National Million Talents Project" and the special allowance expert system as the main body.

With the advent of the era of knowledge economy, the competition among enterprises is highlighted as the competition for talents. American Business Weekly pointed out in its 2000 special issue Company in 2 1 century: "The economy in 2 1 century is a creative economy, and creativity is the source of wealth and growth." Where does creativity come from? Creativity comes from talent. In the market competition, enterprises should be market-oriented, acquire talents accurately and effectively, cultivate talents, retain talents and give full play to the role of talents. Only in this way can enterprises be in an invincible position in the market competition.

First, the characteristics of talents

1. Enterprise talents generally have corresponding professional expertise and high personal quality. They often have higher academic qualifications and other abilities. They not only have professional knowledge, but also have more business management knowledge. They can quickly absorb the latest professional technology and use these new technologies to create wealth. In creating wealth, the value of talent's mental work is far greater than that of manual work. The labor characteristic of talents is that they are invisible in the process of labor, not limited by time and space, without definite processes and rules, and need teamwork. The fruit of labor is often the crystallization of team wisdom.

2. Enterprise talents have a high demand for self-worth and a strong sense of accomplishment. The employment of enterprise talents is no longer aimed at meeting the demand for wealth. They have a clear direction for their work needs and a comparative advantage. They work in enterprises not only to get high salaries, but also to give full play to their expertise, pursue career success, be keen on the realization of self-worth and expect social recognition. Maslow, a famous American psychologist, pointed out that human needs include five levels: physiological needs, security needs, social needs, respect needs and self-realization needs, which are arranged from low to high. The demand of enterprise talents is often high-level, which is the demand of respect and self-realization in Maslow's hierarchy of needs theory. This compulsive demand is manifested in: not satisfied with passively completing tasks at work, but willing to undertake challenging, creative and fulfilling work, striving for perfect results and remarkable achievements, taking overcoming difficulties as a challenge, a way to reflect self-worth, and expecting high praise and social, political and spiritual honor.

Second, the reasons for brain drain

1. Personal factors of talents. Talents themselves are generally educated, have strong learning ability and ability to accept new things, have a high desire for achievement, and attach importance to the acquisition and improvement of their own knowledge and personal development prospects. Excellent talents in enterprises pay more attention to personal achievements and development. If employees find that they can't achieve their career planning goals in this enterprise for a long time, they may change jobs to enterprises that are more suitable for their own development and learn new knowledge to enhance their value and realize the appreciation of their human capital. This is the characteristic of enterprise talents themselves.

2. Enterprise factors. Enterprises need talents to create value, and talents need enterprises to provide a development platform, so that talents can achieve their own goals in the process of achieving enterprise goals and achieve a win-win situation for enterprise development and talent development. If the talents find that the enterprise does not provide a suitable development platform, they may quit because of dissatisfaction. Various problems existing in enterprises that are not conducive to the growth and development of talents are the main reasons for brain drain, which are embodied in:

(1) Pay blind attention to the work experience of the candidate. When recruiting talents, enterprises overemphasize work experience, seldom consider whether the values of candidates are consistent with those of enterprises, and lack scientific talent selection procedures, which enables enterprises to obtain urgently needed talents in a short time, but in the long run, it increases the turnover rate of employees.

(2) Blind pursuit of highly educated talents. Enterprises have a group of highly educated talents, which is of strategic significance to enterprises. However, if there are too many highly educated talents and there is a backlog of talents, enterprises will not be able to provide more suitable jobs to match talents, which is not conducive to employees to play their own expertise, leading to the failure of talents in enterprises to play their due role and ultimately to retain talents.

(3) Enterprise training management mistakes. The purpose of enterprise training is not clear, the enterprise does not systematically analyze the training needs, and it is not clear about the role of training projects in the future development of enterprises and the promotion degree of training projects to the quality and ability of enterprise human resources. Enterprises fail to design training programs according to the current and future tasks and the differences of employees' qualities and abilities. The results are as follows: on the one hand, it leads to insufficient training, which fails to make employees' ability training reach its due height, resulting in ineffective training expenditure; On the other hand, the training is too high. After employees receive training, enterprises cannot provide jobs that can give full play to their knowledge and skills, so that employees have no platform to display, which leads to the idea of leaving their jobs.

(4) Enterprises lack talent career planning. Enterprise human resource management is backward, and talent career planning has not been included in enterprise talent management. Enterprise human resource management is still in the low-level file management stage. Human resource managers have no awareness of talent career management, and senior leaders of enterprises can't see the investment value of talent career source management. They are worried that enterprises will carry out career source management of talents, improve their skills and enhance their job-hunting ability, which will aggravate the brain drain and make enterprises take great risks. However, enterprise talents can't see their own development prospects and promotion opportunities, and gradually lose interest in work and * * *, and the attractiveness of enterprises drops sharply, resulting in brain drain. It can be seen that the lack of professional source management of talents leads to the disconnection between employee talent development and enterprise development.

(5) The salary system is unreasonable. The unreasonable distribution of enterprises lacks fairness, which is mainly manifested in two aspects: on the one hand, it is internal unfairness, that is, the income of employees can not reflect the size of individual positions, abilities and contributions, and the income gap within enterprises can not reflect the size of labor gap and labor achievements. The absolute and relative income of outstanding talents in enterprises can not reflect their value, and the lack of incentive mechanism for long-term work of outstanding talents makes a large number of talents who fail to enjoy preferential policies lose their enthusiasm. On the other hand, it is external unfairness, that is, compared with other industries or enterprises, employees of enterprises pay equal efforts but get lower material treatment. When the economic income of talents is very low or the economic income cannot reflect personal value, the brain drain becomes inevitable.

(6) Lack of good working atmosphere and working environment. If enterprises blindly emphasize efficiency and effectiveness, adopt a single and traditional method to mobilize the enthusiasm of employees, that is, link benefits with rewards, or retain talents with so-called high salaries, the effectiveness of this measure will become weaker and weaker. Today's talents are eager for the unity of enterprise value orientation and their own views, and expect enterprises to build a corporate culture atmosphere that respects knowledge and talents, and form a working environment in which employees care about each other and communicate harmoniously, which is conducive to giving full play to talents' intelligence. A good corporate culture atmosphere is regarded as the lifeline of accumulating and retaining talents.

In addition, the incentive mechanism, development prospect, personality characteristics, behavior style, leadership style and work ability of enterprise leaders are also factors that affect the brain drain.

3. The social demand of enterprise talents is greater than the social supply. In the market economy society, market competition is ultimately the competition of talents. While enterprises have sufficient capital and material resources, if they have a group of professional knowledge talents and management talents, especially some excellent strategic management talents and non-programmed decision-making talents, they will continue to operate and maintain rapid development for a long time. It can be seen that the competition of talents will be the fundamental competition among enterprises in this century, and talents are the key factor to determine the survival of enterprises, which will inevitably lead to the competition of talents among enterprises, which will provide enterprises with much more career opportunities than ordinary employees.

Third, the brain drain countermeasures

1. Start with the inflow of talents to ensure that good talents are recruited. Talent selection is the information communication between enterprises and individuals. In order to minimize information asymmetry, all aspects of matching are needed. In order to recruit suitable talents, enterprises need to do the following: first, formulate a comprehensive and accurate job description; Second, recruitment should be multi-channel, multi-form, open and socialized, so as to increase the chances of successful matching. The successful recruitment of enterprise talents is mainly manifested in two aspects:

(1) Successful recruitment should not only focus on work experience and years in this job, but should comprehensively consider experience and potential, education and ability, positions and talents, and recruit talents from different levels to different levels to avoid being overqualified and causing talent waste and brain drain.

(2) From the beginning of recruitment, pay attention to the matching of "talents" and "enterprises" and avoid blind pursuit of high education. First of all, we should pay attention to the values of employees, professional interests, comprehensive quality, potential, moral responsibility and other factors and the company's cultural values, and the development of enterprises needs to fit each other; Secondly, the company's salary system, training opportunities, personal development prospects and job challenges should match the expectations of the hired talents, which determines the future performance of employees and their loyalty to the company.

2. Make a reasonable match between talents and positions. While doing a good job in talent recruitment, enterprises should pay attention to the reasonable matching of talents and posts, and use talents of different levels to complete different tasks, so as to better play the role of talents and tap their potential to serve enterprises. Reasonable and scientific talent matching can not only give full play to talents, but also make talents develop their expertise, stimulate their interest in work, enhance their confidence in work, enable them to work with a positive and enthusiastic attitude, achieve enterprise goals with high quality, and meet the needs of employees to realize their self-worth. In addition, with the development of enterprises, talents themselves are also growing. Enterprises should combine the static and dynamic matching of talents and positions and make adjustments in a planned way. If the comprehensive quality and working ability of talents are improved through work-study programs, enterprises should match them to higher-level jobs in time to better play the role of talents.

3. Conduct internal training. The internal training and promotion of enterprise talents will be lower than the strategic cost of talents paid by direct external talents, and the effect is remarkable. For example, Chuck Lussier (Honorary Senior Vice President of Booz Allen), Rob Squitt (Global Vice President of Booz Allen Amsterdam), Xie (Global Vice President of Booz Allen and President of Greater China) and others pointed out in the ninth issue of Human Resource Development and Management in 2005 that shareholder radicalism is spreading-a survey report on global CEO's resignation, that the equity benefits brought by externally recruited talents within one year are more than those brought by CEOs selected from within the company. It can be seen that the talents cultivated inside the enterprise have more advantages than those recruited from outside. One of the ways to cultivate talents within enterprises is enterprise training, which is expected to cost a lot. This requires enterprises to make clear the purpose of training, select suitable and flexible employees for training, make the contents and methods of enterprise training adapt to the post requirements of employee training, and set personal career development goals for employees to prevent employees from improving their abilities too fast after receiving training, and their quality is far from meeting the requirements of the original post, so that employees are no longer at ease in the original unit, or even the second way is to cultivate talents, select and allocate talents, and implement application systems within employees in the process of enterprise production and operation.

4. Design the personal development plan of talents, that is, the career plan of talents. The enterprise's career planning for talents is of positive significance for retaining talents and maintaining their stability. Talent career design refers to that after employees enter the enterprise, according to their personal conditions, education and qualifications, employees and enterprises negotiate with each other to set career goals, make development plans for employees, help employees develop all kinds of knowledge and skills, let employees clearly see that personal career design can take into account their own development requirements, clarify the development direction of employees in the enterprise, provide opportunities for employees to realize their personal expertise, form interaction between employees and enterprises, and enhance their abilities. Therefore, managers should regard employee development planning as a necessary investment for the company's survival and growth, and realize that the personal development and satisfaction of "talents" is the foundation and guarantee for the company's development.

5. Establish a reasonable salary system. Salary and welfare are important factors for enterprises to attract talents, and material benefits are the basic conditions for people's survival and the basic motivation for work. For most talents, salary is the most effective incentive, and reasonable use of salary system can effectively retain talents. Enterprises should determine the salary of talents based on the market value of talents in accordance with the principles of distribution according to work, giving priority to efficiency and giving consideration to fairness. The salary system is often closely linked with the performance management of enterprises, and performance appraisal is linked with salary incentives, which requires the establishment of a reasonable salary system, which not only reflects the gap between labor quality and labor achievements, but also keeps this gap within a moderate range, so as to give full play to the role of enterprise talents in long-term active work. The design of salary system should listen to the opinions and suggestions of employees of all departments and units of the enterprise extensively, so as to improve its rationality and employees' sense of participation and let employees know the basis of their income. In addition, adopting various salary incentives is also an important way for enterprises to attract and retain talents.

6. Create a good working atmosphere and organizational environment. First, establish good interpersonal relationships. Good interpersonal relationship is the basis of group cohesion, and cohesion is the premise of group work efficiency. Interpersonal relationships often have a positive or negative impact on employees' behavior. Good interpersonal relationships can promote mutual respect, trust, support and understanding among employees, so that individuals in the group can get emotional and moral satisfaction, have positive work enthusiasm and improve work efficiency. This enthusiasm will be enhanced with the improvement of emotion and morality. Secondly, realize seamless communication, increase the opportunities and motivation for employees to communicate with each other, increase the opportunities and motivation for employees to communicate with each other between superiors and subordinates and at the same level, enhance mutual understanding and care, make the enterprise present a harmonious atmosphere, encourage employees to deepen contact through socialization and contact, enhance confidence and cooperation, increase the fun of work, create a low-pressure and relaxed environment for talents, increase their job satisfaction, and enable talents to engage in and enjoy their work with a positive attitude. Thirdly, we should give enterprise talents the opportunity to participate in the discussion and decision-making of various major issues, so that they can feel that they are the core members and owners of the enterprise, have a sense of identity and belonging to the core values and business philosophy of the enterprise, and stimulate their greater enthusiasm for work.

In order to prevent the brain drain of enterprises and reduce the brain drain rate, enterprises can take other effective measures in addition to the above work:

(1) Make a good backup of talents, for example, key technologies will not be monopolized by one or two employees; At least two or three people are qualified for cutting-edge technical posts, and personal backup enterprises can start from internal backup and external backup. Reasonable talent reserve and moderate checks and balances can cultivate the cooperative spirit of enterprise talents, reduce the cost of recruiting talents, enhance the talent reserve capacity and reduce the losses caused by brain drain.

(2) reputation management for personnel, integrity constraints, a good professional reputation is the bargaining capital of talents in the market, prompting employees to maintain a good professional reputation, even if they leave, they will keep corporate secrets;

(3) Establish a good internal competition mechanism within the enterprise, get rid of the idea of seniority, establish a smooth internal selection channel, create a good internal environment of the company, effectively communicate employees' thoughts and feelings, and integrate employees' ideals, beliefs and sentiments. In short, enterprise talent management institutions should constantly explore countermeasures to curb brain drain, replace the traditional labor contract personnel management system with modern talent management based on resource development, create a good working, living and development environment for talents, and gradually form a team with harmonious structure, level matching and stable talents.

What is the development goal of the enterprise? The development goal of an enterprise must be to make money.

The unprofitable enterprises are going to close down.

The boss is not a philanthropist.

Company development strategy?

Our company always adheres to the core values of "humanity, science and technology, learning", always adheres to the market-oriented, science and technology-supported, honesty and trustworthiness as the fundamental criterion, constantly improves its technical strength, provides customers with the best power solution, and strives to become a domestic first-class and internationally renowned power supplier. ?

Carry forward the enterprise spirit of "pursuing Excellence and creating perfection", adhere to the business philosophy of "people-oriented, sustainable management", adhere to the talent strategy of "unity, harmony and common development", and form a strategic advantage of cost leadership by improving the technical level of production research and development and perfecting the management system; Through clear product market positioning, stable marketing channels and unique and efficient sales management system, we will build differentiated competitive advantages. ?

Company development plan?

In order to achieve the company's strategic objectives, the company will always focus on globalization strategy in the next three years, supported by brand strategy, refined marketing strategy, technological innovation, talent strategy and information warfare, and achieve the following objectives: optimize customer structure and strive to integrate into the global industrial chain of multinational enterprises; The company will continue to adopt active marketing strategy, pay attention to market development and form a nationwide sales network; Continue to increase investment in scientific research, increase the introduction and training of all kinds of talents, and research and development of new products and new processes. It is estimated that the company will have more than 65,438+00 invention patents in the next three years, and more than 20 invention patents are being applied. The investment in R&D has doubled, and will reach 5% of the sales revenue. ?

1, overall goal?

Insist on making mid-to high-end products, take the high-end brand development route, continuously improve the industry position, expand the scale of marketing network, establish a multi-channel and multi-level comprehensive marketing network system of large group network, chain store network and international trade network, improve market share and market position, maximize brand value and channel benefits, and develop the company into a leading enterprise in China power industry and a competitive and influential enterprise in the world power industry. ?

2. Brand goals?

On the basis of the existing company brand, make high-end products and build high-end brands. The long-term brand strategic goal is to become an internationally influential power supply enterprise. Strive for new breakthroughs, new developments and new contributions to the industry every year, and finally achieve long-term brand strategic goals. ?

3. Marketing network objectives?

Establish a multi-channel and multi-level comprehensive marketing network system with three major sectors (large group network, chain store network and international network) as the core. ?

4. Management objectives?

Introduce and implement the management system based on quantitative management in stages, constantly improve the existing assessment methods, and build a quantitative management system covering six standards: brand management, channel management, terminal (service) management, organization management, product research and development, and human resource management.

The development goal of Zaozhuang tourism is to develop Shanting, Longzhuang Reservoir and Baodugu, which are also being further improved.

What is the development goal of Qiu Jin industry? The goal is to become "the leading integrated supply chain service provider in China".

What are the outstanding characteristics of the development goals put forward by the specialized talent plan? Generally speaking, there are three outstanding features:

-Very instructive and enlightening. The plan puts forward that by 20 15, a group of innovative talents with world-class advantages will be built and a team of experts active in the forefront of world science and technology will be trained. By 2020, "a number of scientists and engineers with world-leading level will emerge". The setting of this goal fully embodies the guiding and leading significance of planning for team building, which is very enlightening.

—— Highlight foresight and moderately advance. Planning1* * put forward 8 sets of data, designed the development of the whole team from multiple angles and sides, and put forward corresponding requirements. For example, it is proposed that by 2020, the contribution rate of talents to scientific and technological progress will reach more than 60%. At present, this indicator is only 40% in China. /kloc-whether the contribution rate of talents to scientific and technological progress can achieve leap-forward growth in 0/0 requires the joint efforts of all parties. However, since it is a long-term plan for team building, it is necessary to be forward-looking and moderately advanced in goal setting.

-reasonable and feasible. According to the plan, the number of scientists and engineers engaged in research and development will reach 2 million by 20 15 and 2.5 million by 2020. According to statistics, the scale of this high-level technical talent team in China was 690,000 in 2000 and soared to 654.38+0.59 million in 2008. Based on the talent development momentum and internal and external environmental factors, the goals of 2 million and 2.5 million by 20 15 and 2020 respectively are determined. We insist on setting reasonable goals on the main indicators such as the scale of team building, and repeatedly measure and demonstrate, instead of blindly chasing high, to ensure that it can be achieved.

How to set the development goals of small enterprises? 1. Small businesses also need corporate strategies.

Only when you have a goal can you generate motivation. Website users think that the strategy is instructive and feasible, and make feasible strategic planning according to the market environment of small enterprises. Risk and stability are also one of the characteristics of the strategy, but it can be adjusted a little according to the changes of the external environment and internal capabilities.

It is necessary to formulate a development strategy. As a developing small enterprise, we need to look at the problem from the perspective of strategic preparation for enterprise development, not just normal operation, but also have a specific understanding and consideration of the future development direction and goals of the enterprise.

Second, talk about development after survival.

In fact, small enterprises have no real retreat. After all, small enterprises mean fewer people, fewer levels, equal relations, and no barriers to positions and division of labor. Therefore, most work exchanges and development discussions are directly completed, and there are few pure exchanges of ideas, visions and missions.

Of course, it doesn't mean that small enterprises don't need to pay attention to the development direction. Small enterprises must pay attention to the future with certain energy, at least look for benchmark enterprises in the industry, and constantly pay attention to their trends and language, so as to judge and test the direction of their own enterprises.

How to build a core talent team accounts for about 10% of an organization. The organization's resources are limited, so the investment in people can't be played evenly. We should pay attention to the management of core talents, including selection, use, training, motivation and retention. For those talent-driven enterprises, compared with their competitors, they are ahead in the construction of core talents and occupy an advantage, which lays the foundation for business competition. Compared with international best practices, most enterprises in China are not systematic and institutionalized in the construction of core talents, and more are guided by scattered actions or ideas. For example, some units use the evaluation center technology to select reserve cadres, but they lack systematic training after selection, and only use it without training. Other units spend a lot of consulting fees to make leadership models, but they are shelved and rarely apply the models to practical work. The basic work of core talent team construction is competency behaviorism. In the process of building the core talent team, there is a lot of work to be done, but the most basic work is competency behaviorism. In other words, the competency standards of core talents should be described by specific and clear behavioral indicators, rather than abstractly summarized. If an enterprise regards honesty as the essential quality of core talents, it needs to tell everyone what honesty is. Everyone has his own psychological dictionary in his mind. In fact, he has different understandings of what honest behavior is and what high-level honest behavior is. Therefore, enterprises need to define their own capabilities, and the best way to define capabilities is not definition, but behavior. Behaviorism has two levels of ability. The first level is the most basic, with 5-6 behavioral indicators to describe the ability. The second level is a more detailed and in-depth definition, and all enterprises that have built a good core talent team have entered this stage. Here are two examples to illustrate the difference between these two levels. Examples of competency behaviorism (the first level): planning and organizing ability: make necessary preparations, accurately give priority to key tasks, ensure the effective use of all resources, arrange time reasonably, flexibly adjust in case of emergency, plan and arrange various task monitoring procedures in advance, ensure the realization of tasks and objectives, and predict and raise the issue of resource allocation in advance. Relying too much on rules, procedures and structures may neglect the consideration of humanization in work and may be inflexible. It is very important to behaviouralize the ability to adapt to rapid changes and choose core talents. Some abilities and qualities are difficult to improve through training, and more depend on scientific evaluation during selection, such as systematic thinking, which cannot be cultivated in a short time. For another example, it is not easy for some people to look at difficulties with an optimistic attitude. It is a special thing that can be improved step by step, but it is difficult to change in essence. When selecting core talents, everyone has their own model, not a unified selection model. In this case, it is likely that everyone can't reach a consensus, or the wrong person is chosen according to someone's subjective criteria. After job analysis, it is the key link to clarify the core competence required by the candidate. In order to clearly define the required core competence, it is necessary to describe the behavioral indicators at different levels as mentioned above. Only in this way can the evaluator have a clear scale as a reference when evaluating whether the candidate is competent. At the same time, only through the comparison of behavioral indicators can we classify the behavior of candidates in interviews or scenario simulation tests, and infer which level the candidates' ability has reached. Behaviorism of ability and the development of core talents are very important, but this does not mean that people are not cultivated. On the contrary, cultivating and developing talents is the key task of building a core talent team. The selected talents may have the potential to engage in a certain job, but it does not mean that they are perfect and nothing can be changed. With the change of the environment, people's ability requirements are getting higher and higher, and it is difficult to adapt to the requirements of the environment without examining their own behavior patterns and changing accordingly. Therefore, organizations should make great efforts in cultivating core talents. The behaviorism of ability will make the core talents review themselves against the behavior description and choose the direction of their behavior efforts against their career development goals. For example, as far as honesty is concerned, some people think they have done well enough before there is a hierarchical behavior description, but compared with the four-level description, they will see that they have only reached the second level. The description of the third and fourth grades points out the direction of his efforts, and when he reaches it, he will also evaluate himself. Only by behaviouralizing the ability can the organization design targeted experiential training, so that students can show their ability level in the practice of scenario simulation. Therefore, the trainer's goal will be very clear, that is, to make students aware of their own level and set new goals. The starting point of competency behaviorism is the strategy and culture of an organization, which embodies the core values of the organization and will inevitably have an impact on many competency behaviorism. An organization that advocates learning and innovation will certainly encourage planned risk-taking, which is also advocated by the organization.