How do you choose a manager? What is the best choice?

The "secret" of GM and Vanke 0 W; l$ K7 E！ Z8 j4 I "l+ l' i6 C% C+ m) y7 j Before looking for the most reliable method, let's look at two "best practices" of talent management. 1i.d., j1@ 3 [8w4x: O2 x (M5 c # E7m (L2 u *) $ q: p+t% @ Drucker once studied management issues in General Motors. Through investigation, he discovered the secret of many talents in GM: be careful. Si Long himself spent almost half his time on personnel issues. In his notebook, there are 143 memos of personnel decisions in a certain year, and nothing else occupies such a large weight in his schedule. Although Si Long actively participates in strategic discussions at executive meetings, he always leaves the leading role to experts, but when it comes to personnel issues, it must be him. Most of GM's executive meetings are also spent on personnel issues rather than company policies. On one occasion, the meeting discussed the work and work distribution of grass-roots employees for several hours, which puzzled Drucker. In this regard, Si Long's explanation is: "The company gave me such generous treatment, that is, let me make major decisions and not make mistakes. Please tell me which decisions are more important than people's management? " :| X2 h/b % a； V 1 W y/ I) e9 P7 k9 h9 D. N# i+ ~ Vanke is a real estate enterprise. The cycle of real estate projects is very long, generally about five years, and it is difficult for talent teams to replicate and expand as quickly as other industries such as manufacturing. While meeting its own talent demand, Vanke has objectively become the "Whampoa Military Academy" of its peers. What are the reasons for the rapid development of Vanke and the emergence of professional managers? 6 F" O+ o 1 A2 X. B，c % N( E% N/ J# Q" Q( v- L3 B4 Q！ R Vanke's secret can be summarized in two numbers: "50" and "500". Every year, under the leadership of the Group's Human Resources Department, Vanke selects a group of management reserve teams with rising potential from the front line according to the performance of employees, the recommendation of superiors and the audit of the Human Resources Department. This team consists of two parts, one is about 500 people from the grassroots to the middle level, and the other is about 50 people from the middle level to the high level. :Z2 w+ X！ Y "r 'o: L-Y 'B9}: Z+M% H3o) C+S3F * I: x7pFor 500 people, Vanke adopts questionnaire evaluation and feedback, career development dialogue, etc., so as to have a certain understanding of employees' abilities and make targeted development plans, such as job rotation and two-way communication. For 50 people, Vanke develops their abilities through 360-degree interviews, leadership development centers and other training methods. During the implementation of the Leadership Development Center, the general manager of the company and the deputy general manager in charge of human resources will go to the site to inspect the characteristics, abilities and areas that need improvement of these managers. +M-M； |# r0 m% r，B. F5 W# |。 P More importantly, before these potential people are promoted to higher positions, the company has more time to inspect them, and employees can get many practical opportunities. Therefore, when a company employs people, it is easy to find out those candidates who have always performed well and really have management ability and appoint them. Through the continuous rolling of "50" and "500", Vanke has realized the continuation and expansion of the echelon of management talents. 8 ^! \: @) ? % z； X `* Z' o7 P/ M0 G5 G "The most reliable way" 7 k6 j9 w* T, VC & AMPK-O3Y "F * R 'J; The cases of GM and Vanke tell us that the most reliable way to choose managers may be to discover and cultivate future managers in practice. This method may not need to make a decisive decision like in the recruitment interview, and there is no ingenious pen. On the contrary, it requires long-term, sustained, stable and arduous efforts, but it is the most trustworthy because it depends on consistent performance and reliable behavior. T2 k，c# {' w# X 6 Q8 H: D" B# i7 U# X！ W( w: G) is not only GM and Vanke, but also in countless excellent enterprises, we have all seen similar situations. For example, P&G, the president of the company, has a detailed discussion with the company's human resources director about the global manager team in his back garden every weekend. Haier's mechanism that "horse racing is not like a horse, everyone is a talent" is also widely circulated in the industry. This mechanism of cultivating managers gives Haier an unparalleled talent advantage. 6 e6 k3 @( B( f2 ~ t. e8 \" e 8 y，Y； W'd, ``` C8k means that external recruitment is not desirable? In fact, any fast-growing company needs to train a considerable number of managers internally to meet the demand of management talents for business growth. Similarly, any company needs to recruit airborne troops in a specific period to meet specific needs and improve the personnel structure. Therefore, the ability to accurately recognize people in recruitment and the way to examine people in practice are indispensable. Any enterprise should make good use of these methods at the same time, and can't take care of one thing at a time, otherwise it will lead to an unbalanced situation. But obviously, the former is more important in obtaining the long-term competitive advantage of talents. Too much dependence on airborne troops is often the beginning of corporate disasters.

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