Space manager recruitment

Personally, I prefer to be promoted from within the company, provided that these two people are competent for the duties of department managers. Briefly say my opinion.

One: Internal promotion can stimulate the enthusiasm of employees.

Who doesn't want a promotion in the workplace? It is undeniable that a salary increase and promotion is the common pursuit of everyone in the workplace. If you see someone being promoted because of their excellent business, it will stimulate their enthusiasm for work, because they all know that the company system is that only those who work well can be promoted, and they hope that their next promotion opportunity is themselves.

Two: internal promotion is also healthy competition, and it will optimize the work content, which is worth recommending!

When the two assistant managers get promotion opportunities, they will certainly show it in their work to win the favor of personnel or leaders. They will constantly optimize their existing work content so that it can be presented to the leaders, which is also an improvement within the company system.

Three: it is no problem for two deputy managers to have no virtue and no talent. If both of them are qualified for the position of department manager, wouldn't it be cold for everyone if the company chooses to hire outside?

If two people really have that ability, and they are eager to wait for the promotion of the leader, then the company parachutes a department manager and thinks about what they think and what others think. If I were you, I would think like this: this company is really LJ, no matter how good it is. Just hang out for a while and leave when you get the chance.

Four: reduce the cost of employing people. External employees have a period of running-in in the new unit, especially in management positions. General companies want external employees to integrate their work ability into their own systems. To put it bluntly, they want to inject new blood and reduce the impact on the company's existing business. So how long is the running-in period during this period? The two deputy managers are familiar with the existing business of the company, and it is easy to take over the related business of the previous department manager.

To sum up: it is best for companies that have the ability or internal promotion and can give employees a sense of expectation to look forward to the future!

The department manager only exercises his functional rights according to the boss's instructions. Does the department manager's behavior meet the boss's requirements? Only the boss knows that the department manager has left, and the boss must know that the selection of the department manager is entirely his personal behavior.

If the original department has a certain performance and is recognized by the boss and continues to use the original model, the boss may choose one of the two buyers to replace the manager in the post of resignation. If the boss is not satisfied with the original manager and wants to change the original management mode, I think he will definitely hire someone else and recruit one outside.

The above only represents personal opinions, right or wrong? Please comment!

Lao Dong's point of view: whether to promote from inside or recruit new people from outside depends on the company's system and whether the two deputy managers are qualified for the manager position. There is no conclusion here, and I don't know what kind of business your company is engaged in. If it is a professional business, it should be promoted from two deputy managers. If it is a mass business, it is not very professional, and it is possible to recruit more experienced talents from outside. There are several views about this ancient winter.

1. The promotion system within the company contributes to the healthy development of the company. What people fear most is that there is no hope and they can see their future at a glance.

In the workplace, too, new employees will still have expectations for the future, but if the internal promotion system of the company is not good, the superiors will not be promoted and appointed from outstanding employees, or airborne, or recruit experienced people, then the blow to employees will undoubtedly be enormous.

Everyone with lofty ideals in the workplace hopes to get promotion opportunities through their own efforts and achievements, and looks forward to the future.

However, if the superior position is vacant, instead of being promoted from excellent employees, then employees will be lost and their sense of professionalism will decline, which will lead to a sudden decrease in work enthusiasm and cause great harm to the development of the company.

For example, in your department, when the manager leaves, two deputy managers are undoubtedly the best candidates for promotion. If you speak with your ability and performance, you can let them go. However, if your company system is not good, or the two deputy managers lack the ability to recruit new people from outside, it will inevitably give other unfamiliar employees an illusion of career promotion, which will have a great impact on their work enthusiasm.

Therefore, a good internal promotion system is conducive to the benign development of the company. See how your boss makes decisions, you can't generalize.

2. The best embodiment of personal professional value is undoubtedly the promotion of position. I don't know about you two assistant managers, so it's not good to comment here.

But as people in the workplace, we all think we are excellent, and we have hope for our work. We work hard day after day, constantly improve our workplace skills, and we are eager to prove our value one day, that is, promotion and salary increase.

However, the promotion of a position often involves many factors. The preference of leaders, personal ability, interpersonal relationship and personal leadership ability are all factors to judge whether to be promoted or not.

Once it is not promoted, internal self-denial will increase and self-worth will not be reflected, which will lead to resignation, reduced work enthusiasm and work efficiency, endangering the company's development.

Therefore, the company should fully consider the self-worth of employees, so as to motivate employees, contribute to the development of the company, and let employees have expectations and pursuits. This is a virtuous circle.

To sum up, I think if the abilities of the two deputy managers in your department are not too bad, the position of department manager should come from these two. As for the final result, it also depends on the system of your company and the decision of the leader. Come on, I wish you success.

If he is the boss of our company, he will recruit another one outside. After all, promoting one of the two deputy managers will have many follow-up effects, which is unfavorable to the management of the company.

In fact, you can also think of this problem. If one of the two deputy managers is promoted, the other will never be convinced, and even make some emotions, which will affect the work of the unit. The two deputy managers may have certain contradictions and even affect the work efficiency.

How to promote a manager needs a certain standard, and the main reason for this standard is decided by the boss, followed by the situation of the work department. Which of the two deputy managers was promoted by the boss can be considered by the boss according to the personality, relationship, work quality, popularity and many other aspects of the two deputy managers.

If one of the two assistant managers is a relative or friend of the boss, the answer is yes. But if neither is based on ability, the boss may not promote any of them, but will go somewhere else to promote another manager, because this is the balance of power.

The boss also thinks about the management and stability of the company. No matter which deputy manager is mentioned, one of them will definitely complain and even choose to resign. In this way, the boss lost a talent, and he should be willing to give two assistant managers a raise, and will not promote another person to affect the mood of others in the company.

In fact, there are many considerations for promoting a leader. It's not that you can get promoted if you have the ability. The assistant manager is the assistant manager. If you really want to be a manager, you need to pay attention to many conditions. At least, there are some overall situations to keep up with the boss's progress.

Some people say that what I said is a bit too complicated, but what I said is actually not complicated, because especially in a large enterprise, promoting a manager is the entanglement of various interest groups, which requires a lot of attention to personality, human feelings and interpersonal relationships. This is not what a boss said can be promoted.

Promoting a manager in an organization needs to consider all aspects. I can give you an example here, so that you can deeply understand the truth. There used to be an assistant manager in our unit. The manager above him retired, and the leader wanted him to take over the position of retired manager, but many young employees below disagreed, because there was only one position for the manager, and many people wanted to be it.

There are many excellent young people in the company. Those young people have strong technical and business abilities, and many of them are even better than assistant managers. The reason why the boss wants to promote this deputy manager is because he has a deep experience and is an old employee of the boss.

Therefore, when the boss wants to promote the manager at the meeting, before he makes a suggestion, the employees below him look like they are opposed, with different voices and different groups.

Although our company is small, there are hundreds of people with different interest groups. The position of this manager is very important. It represents not only the interests of one person, but also the interests of a group of people.

Finally, the boss failed to promote one of his relatives to manager, but no one wanted to say anything. Because after all, people are relatives and direct children, and others can't compare. This is not a question of ability, but a question of relationship.

And finally, the boss gave the assistant managers of some departments a salary increase, because he needed to stabilize the mood of negative managers, and a salary increase was the best way.

Therefore, from this perspective, it is not a process of promoting the deputy manager as a manager, but a process of embodying the boss's own management methods.

Write it at the end. Promoting a leader in any unit needs to pay attention to many aspects, and many aspects need to be considered by the boss. He can't promote a talent as he likes, so he can't be a manager, because the people below will have a lot of complaints and cause him trouble.

In fact, the workplace is a very complicated small society, in which there are various interests disputes. It's easy to say if it's a small company, but it's hard to say if it's a big company. There is not only the contradiction between boss and employee, but also the contradiction between leader and employee, which you should consider.

Therefore, a manager's promotion needs to consider his comprehensive ability, not only himself, but also his emotional intelligence, interpersonal relationship and many other aspects.

I hope my answer can help you. It is suggested to promote one of the two existing deputy managers. The department manager belongs to the middle and senior management of the company, and internal promotion has three advantages.

The internal promotion of the assistant manager who is familiar with the business and has a seamless connection effect belongs to the company's reserve talents in the talent training echelon. If the department manager leaves, the first thing to consider is the ability of the deputy manager in the company. If there is no problem with his ability, he can be promoted. After promotion, the company's business will not be affected by this fault, especially at the critical moment of business progress. Priority should be given to promoting the deputy managers who are familiar with the company's business from within, which can realize the seamless connection of the company's business and minimize the risk of leaving the company because of the department manager.

Internal promotion has a benchmarking effect within the company. Internal talent system is very important. If the boss promotes the department manager, he should consider recruiting from abroad. That is obviously a serious problem for the internal talent echelon. At least it shows that the candidates for the core positions of management in the company are not recognized by the boss, and the talent echelon may become an internal burden for various reasons, but it is necessary to consider external recruitment to solve the problem.

Promotion within the company is a kind of information transmission for all employees of the company. Communicate the value of talent echelon in the workplace. Let everyone have the possibility and opportunity of promotion.

Ma Yun said: "Employees leave their jobs: 1, giving less money, 2, feeling wronged."

Internal promotion, from top to bottom, can play a positive role in promoting department managers from the inside, leaving a deputy manager vacant, and promoting a deputy manager will leave a supervisor vacant. From top to bottom, all the way to the grassroots employees. Faced with the opportunity to motivate all employees from top to bottom, I think it is a very effective and beneficial choice for the company. Internal selection is the measure that can achieve this effect.

Internal promotion, competition between deputy managers and department managers, competition between supervisors and deputy managers, and competition between employees and supervisors. The formation of orderly and healthy competition within the company will improve the departmental performance of natural companies. Nothing is more difficult to manage in the workplace than people. Only by inspiring everyone's autonomy and letting everyone generate motivation from the heart can employees achieve the company's goals.

You can't avoid competition anywhere in the end. Of course, in the workplace, nothing is absolute. If there is a fault in the talent echelon, it is not impossible to recruit from outside, but we must be clear that promotion from inside is our top priority and must be considered. External recruitment is the last choice.

Hello, I saw your question about promoting the department manager. No matter from the perspective of management or psychology, I think you should promote one of the two existing deputy managers, which is the best way to maintain team stability and enhance team enthusiasm.

0 1 Importance of internal promotion A good internal promotion mechanism is an important condition for the long-term development of an enterprise. The benefits of the internal promotion mechanism are as follows:

Airborne leadership problem airborne leadership is generally a helpless choice without suitable candidates within the organization. At present, your company has two deputy department managers. It is not recommended to recruit department managers from outside.

The problems caused by airborne leadership are generally manifested in the following three aspects:

How to promote from the inside and how to promote from the inside is also an important choice we have to face. I think this problem should be dealt with from two aspects first.

To sum up, I believe that through the above steps, you will first see the importance of internal promotion, then you will find the harm of airborne leadership to the team, and finally give specific internal promotion methods. In this way, you can choose a more suitable one from the two deputy department managers and then be promoted to the department manager.

From the point of view that it is beneficial to the construction of enterprise talent echelon, individuals prefer the way of "internal promotion".

Because:

1. The enterprise has set up two deputies in this department. From the organizational structure, these two deputies were originally trained as full-time substitutes in addition to their respective division of labor;

2. Internal recruitment is more conducive to the construction of enterprise talent system and provides certain space for employees' career development;

3. Internal recruitment is more conducive to the smooth handover and transition of work and ensures the normal production and operation order of enterprises.

Whether to promote one of the two existing deputy managers or recruit one from outside has its own advantages, depending on what purpose and effect the company wants to achieve.

Select and analyze the advantages of interpolation 1.

It is helpful to enhance the sense of belonging and centripetal force of existing employees and encourage their internal growth.

Reduce the running-in cost of trusting managers to be familiar with the company and business.

In order to reduce the labor cost of the company, there may be a probation period for internal promotion, during which the original salary level will be maintained and the salary will be raised after it is proved to be qualified.

2. The purpose and effect of internal promotion.

Internal promotion can ensure the stability of company personnel and business.

3. Disadvantages of internal promotion.

If you choose internal promotion, management members can easily fall into isolation.

Analysis of choosing foreign tactics 1, advantages of foreign tactics.

Reduce the training time cost of talents through acquisitivism.

Introduce new ideas and technologies from the outside and iterate the existing conditions of the company.

Forming a catfish effect among employees will increase the sense of tension at work.

2. The purpose and effect of external recruitment.

Foreign recruitment can attract talents who are more powerful or differentiated than existing company personnel.

3. Disadvantages of external recruitment.

Choosing external recruitment is easy to hit existing members, especially those who are interested in recruiting positions, and may also lead to staff turnover.

Specific to this case, if the existing two deputy managers are very good, then it is better to directly promote the existing personnel; If the existing two deputy managers are not competitive, or the company needs to take this opportunity to innovate and change, it is better to recruit directly.

I'm Brother Hua, and I'm honored to answer this question. Here, I offer an idea to solve this problem.

We agreed that plan A is to be promoted from the existing deputy manager, and plan B is to re-recruit from outside.

A, the department manager position should have the ability. Generally speaking, the department manager belongs to the middle management and is the head of the front-line executive team, so the most important abilities required for this position should at least include:

Second, analyze the advantages and disadvantages of the two candidates. The advantage of Scheme A is that the promoted deputy manager is familiar with the situation of the department, closely related to the team and has certain front-line management experience, but the disadvantage is that the overall situation is not enough, and promoting one of the deputy managers may cause dissatisfaction with the other.

The advantage of Scheme B is that a person with stronger professional skills and rich team management experience can be selected through recruitment. The disadvantage is that it is very challenging to recruit new people, unfamiliar with the team, especially to face two deputy managers.

Third, find out the optimal plan For the appointment of the position of department manager, we should mainly consider it from the perspective of the direct leadership of this position and find out an optimal plan. Need to assess the status of existing teams:

The above is my opinion, for your reference, I wish you success in your work!

This situation will cause two situations:

1. Recruiting a department manager, the original two deputy managers will "hold a group to keep warm", which is easy to form a United front and jointly resist the recruitment of managers, which is not conducive to the company's development.

2. If one of the two deputy managers is promoted, the other will definitely be emotional and unconvinced, which will often undermine the development of the company.

Reasonable solution:

1. Promoting one of the two deputy managers and transferring the other to other departments will avoid many contradictions.

This has two advantages. First, promotion from deputy manager has many advantages over external personnel. They are very familiar with department personnel, business processes and the overall situation of the company, which is conducive to business convergence and will be more enthusiastic after promotion; Second, a deputy manager can be promoted from the best in the department, which is conducive to mobilizing the enthusiasm of all employees in the department and can form a benign development cycle.