What to learn from "Horse Racing Mechanism"

For example: in terms of personnel resignation. Every year, especially in recent years, resignation has become a common phenomenon in society, and more and more people have experienced resignation. To be honest, among a relatively common phenomenon, taking it for granted or taking it for granted is just a kind of common phenomenon. Normal behavior and thinking. We don’t need to ask about things that happen frequently and hold on to them one by one. However, it is actually very easy to break through this way of thinking, that is, to find out the more representative and more common things. For the special ones, we should seize these and ask about the reasons and find out the root causes. Maybe there will be some new revelations and touches for our work. What kind of people are representative, characteristic, and special, such as: people we recruit specifically at a certain time; employees who do better in daily work and have done better in the past.

Some people resign. The application form is very simple and does not reflect the reason for leaving at all. Even if some people write down some principles, it is not the real reason. If they are working in higher-level management, Or those who work in human resources management, why don’t you ask? Don't you want to analyze the motivation? It is difficult for this enterprise to improve its management level. It can be said with certainty that some resignations are not entirely due to personal reasons. The opinions of some people are a real visit to the company. Through them, we can find some symptoms of poor management. They themselves cannot cure it, but those who can heal it Without consultation, the disease cannot be treated. Sometimes it may be a minor illness or a chronic disease. If not treated in time, it may evolve into a serious or acute disease, or even reach the point of being incurable. ?

This person resigned due to the following reasons: A is a graduate student who has just joined the company and works in a relatively important department of the company. His performance cannot be said to be outstanding, but he is very serious about his work. In accordance with the requirements of the work assigned to him by the department, and combining some research methods from his graduate studies, he put forward corresponding work plans in his work, but his plans failed time and time again, although he believed that some of them It was a useful and even creative opinion, but even though it was not passed, his superiors did not give him any specific suggestions on why it could not be passed. He felt a failure that he had never experienced before, and felt that he had never experienced such a failure before. pressure, so he proposed to resign. He did not say this, and of course no one asked him this.

B, he is an employee with great development potential. Because of this, the company transferred his job from the department where he just joined the company to a very important department. , after working for a period of time, he found that the department was full of very capable people. Since he came a little later, he felt that the pressure on him was insurmountable because others were also very capable and had worked in the department before him, or Many of the people working in the department were his seniors. In addition to respecting them, he considered himself a junior. He felt that he could no longer surpass himself. He likes football and often talks about football with his colleagues. One day he suddenly realizes a truth: why do teams with many stars fail to play well? One of the main reasons is poor leadership and management. On the court, stars love to express themselves and are not very cooperative, which often results in the team losing its fighting capacity; off the court, stars love to make headlines, which sometimes affects the team's image. He felt that he did not need to fight with others in such a team, nor did he need to compete with others for seniority, so he did not hesitate.

Bing, he has reached the position of department leader in a department. This is not only the leader’s recognition of his previous work, but also the result of his efforts. The new position provides him with a better opportunity for further training. A vast stage. But not long after he took office, he resigned. Why did an employee with good development prospects have to resign midway after his position was promoted to a certain position? This is a puzzling question. An interested person learned that he had accepted a promise of a higher monthly salary from another employer, and he was ready to change jobs. Is it just because of better wages? I'm afraid things are not that simple.

Therefore, while supervising, we should emphasize moral constraints and strengthen personal quality cultivation. We must have more faith in those talents who can resist the temptation of interests and recognize the credit value of people. When emphasizing decentralization, it does not mean giving up the supervision and restriction mechanism. The more promising talents, the more contributory managers, and the more newcomers entrusted with important responsibilities, the more supervision must be strengthened. In short, as long as they have power and money, they must be restricted by the supervision mechanism. Blindly emphasizing that "employing people without trusting them and using them without trusting others" is a breeding ground for talents to indulge themselves, and is one of the root causes of absolute power leading to absolute corruption.

When it comes to employing and cultivating people, the main task of leaders at all levels of the enterprise is not to discover who the talents are, but to establish a mechanism that can produce talents, and to maintain the health of this mechanism in a notarized manner. And run persistently. This talent mechanism should give everyone the same opportunity to compete. Horse racing must be notarized and horse racing must be fair, so that everyone's potential can be fully tapped. And the more talented people are and the more important responsibilities they are entrusted with, the more they should consciously accept supervision and pressure. Coexisting with motivation, companies must fully explain this when recruiting employees and educating employees on values, so as to more intensively gather talents with the same or close values ??to work together. ?

What exactly does a company need to learn from the "horse racing mechanism"? Haier's horse racing rules include: coexistence of three jobs, dynamic conversion system; in-service monitoring system; expiration rotation system; dolphin-style promotion system; competitive employment system and relatively complete incentive mechanism, etc. For an enterprise that creates this system, it must have its cultural background. On the contrary, the establishment of these systems also well establishes the culture of the enterprise. However, for other enterprises, it is also necessary to learn from the experience of others. It is extremely difficult to do something mechanically, let alone do it in another way under the guise of learning.

Whether corporate talents are truly selected through horse racing rules can be clearly seen through individual performance. Some people subjectively have no self-control, insufficient self-discipline, and poor self-discipline awareness. The attitude of an enterprise towards such people is very important. It is the basis for establishing credibility. Therefore, when learning the "horse racing mechanism", it should be improved based on the actual situation of the enterprise. Do not simply measure it from hard indicators, but also consider soft indicators. Is expiry taking turns mainly to cultivate people or to prevent cliques or laziness? In fact, there are both. Some people do well in one place, but it does not mean that they can do well in another place, and vice versa.