What kind of talents is needed in today’s society? How can we create more talents and make the best use of them? These topics are often talked about and are often new. Please contact reality and talk

What kind of talents is needed in today’s society? How can we create more talents and make the best use of them? These topics are often talked about and are often new. Please contact reality and talk about yourself.

For enterprises, talents are those who identify with the company's core values, have professional qualities and high work skills, and can continuously create value for the enterprise. A cleaner who can sweep the floor to a world-class level for a long time is a talent. An employee who can work with peace of mind and continuously improve work efficiency is also a talent. Measured by this standard, everyone in the enterprise is a talent, and everyone can become a talent. What our enterprises lack is not talent, but the mechanisms and systems to cultivate and guide people to become talents. The utilitarian nature of an enterprise determines that talents must be those who can create value for the enterprise, and academic qualifications/professional titles/experience, etc., are not directly related to a person's value creation.

A senior consultant from FiberHome headhunting warned that while enterprises value the value creation ability of talents, they must also see the reaction force of talents on enterprise management. In the face of management, in a sense, the more knowledge, the more reactionary it is. . Talent is a double-edged sword. If used well, it will enhance the core competitiveness of the company and become a sharp tool for corporate competition; if used improperly, it will destroy the management system of the company and become a thorn in the side of the company. Talent is also like U235. If nuclear power is used properly, it will produce huge energy; if nuclear radiation is not used properly, it will produce huge destructive power. Therefore, although it is important to introduce talents, there is also the risk of attracting wolves into the house. Some talents have no choice but to leave in a hurry, and some talents become mediocre. Managing talent is more important. Enterprises must not set up management special zones for talents. Everyone is equal before management.

According to popular standards, there is a shortage of talents in enterprises: first-rate talents have traveled across the ocean and left for other places, second-rate talents have entered government departments to seek senior officials, and third-rate talents have already started a new business. Boss dream. Those who can enter the enterprise may be fourth-rate talents. If these people can achieve great things, they can only work together to conquer the world. Once they truly unite, they can achieve first-rate results. It would be terrible for an enterprise to rely on a few talents for survival and development. Not only will it cause the loss of employees with talent potential, but the management of the company will inevitably succumb to talents, and the company will enter the dilemma of valuing talents but having to accommodate them. On the other hand, once the talents in the enterprise cannot withstand the temptation and loneliness, they will leave the enterprise, and the enterprise building supported by the so-called talents will collapse.

From another perspective, our country does not lack outstanding talents. What it lacks is the soil and stage for the growth of outstanding talents. What it lacks is a high-quality ecological environment for human resources. What it lacks is good human resources management. and patterns. To attract talents, you need to build a nest first. Whether a company can attract/retain and effectively use talents does not depend on whether the company is generous, but on whether it can build a mechanism for talents to stand out and whether there is a stage for talents to play their role. The correct choice is for enterprises to introduce people from the external labor market and then rely on their own mechanisms and systems to make them successful.

Therefore, during many years of human resource management teaching and practice, the author is very taboo about using the word "talent", and prefers and uses the word "talent" more often.

Some people say that the most important thing in the 21st century is talent, and the competition for talents has become the top priority of enterprise competition. The hoarding of talents by enterprises has formed the talent pool of the modern era, and subsequently a large number of talent websites centered on network talents have been produced. For example, the well-known domestic ones are Duncai.com, China Talent Network, Zhaopin.com, Hunan Talent Network, Heilongjiang Talent Network, etc.