Detailed explanation of 70% employment law

Detailed explanation of 70% employment law

Seventy percent of the employment laws are very detailed, and companies of different cultures have different employment systems. Panasonic uses 70% employment method, and the following is 70% employment method. I hope it will help everyone!

Kōnosuke Matsushita, the founder of Panasonic 1, is called "the God of Management" in Japan. He has a unique understanding of employing people. We can sum up his thought as: the wisdom of employing people in a muddled way-the 70% principle.

This management thought is the development of China's "golden mean" thought. Through the 70% rule, the balance and development can be achieved at the level of 70%, and the unique human resource management products can be derived and designed, which can effectively handle and solve the contradiction of employment.

"Clear water means no fish, and perhaps the 70% rule can solve the contradiction of employing people more effectively.

First, the 70% principle employs talents.

Panasonic prefers middle and upper-class talents with 70 points or so. This is related to the development of Panasonic. At the beginning of Panasonic's business, the company was not well-known and could only attract unwanted people from big companies such as Mitsui, Sumitomo and Mitsubishi to become employees.

Panasonic believes that the rapid growth of his career is the result of these people who are regarded as inferior talents.

In fact, the "70-point talent" has its unique advantages.

First, they are generally easy to integrate into the team.

People who are "top talents" are brilliant and knowledgeable, and it is inevitable that they will feel superior. He often takes himself as the center, looks down on the people below and doesn't listen to their opinions, so he often can't integrate into the team well. Unlike the "70-point talent".

They often bow their heads and think about their own shortcomings, hoping to let themselves grow with the help of the team, so as to complete the tasks arranged by the supervisor well. So that they can be well integrated into the team.

Second, they have the motivation to pursue the "top".

In the company, it is definitely a good phenomenon that you chase after me, whether in work, management or business. "70 points of talents are aiming at the" top "and struggling to catch up.

They often have a mentality of competing with the top, and this clear goal and mentality will generate strong motivation to reach the top. Just like a marathon, the runner who runs in front of the first runner is long and empty, so he often looks back to see where the people behind him are.

The second contestant is different. Their eyes have been fixed on the first place. They can hide behind the first place, and when the time is right, they can surpass it.

Third, they are grateful and more loyal to the company.

Supervisors often have the feeling that "top talents often complain that the work is not suitable for this or that, and it is difficult to manage or does not know how to manage." Once the motivation is not strong enough and the methods are improper, many negative factors will appear.

He doesn't seem to be particularly grateful to you and the company for training him to be an executive, because he will think that this is the result of his own talent.

However, 70% of the middle and upper class talents are different. They think that they can achieve today's achievements without the cultivation and esteem of their superiors and companies. So they are grateful and more loyal to the company.

I found this in Zhejiang talent market. There is a medium-sized private enterprise owner in Shaoxing. He gave up a graduate of a famous university when recruiting and chose a self-taught candidate.

He said, I want to train him to be the marketing manager of the company. Both of them are excellent, but I think he will be more loyal to our company if he is trained as a self-taught candidate.

Second, the 70% principle uses talents.

Supervisors often have doubts when employing people, because it is not clear whether this person is qualified for the job. Panasonic believes that judging whether an employee is competent for a job can only be 70% at most, and the remaining 30% can only be found when he is doing it.

Just like falling in love and getting married, falling in love can only know 70% of each other at most, and the remaining 30% can only be discovered slowly after getting married.

In that case, why should the supervisor worry about not knowing whether the employees are 100% competent for this job? If he knows that 70% of the employees are qualified for this job, it is already very good, so he should be allowed to do it, and the remaining 30% should be inspected in the process of doing it.

Third, the 70% principle trusts employees.

Supervisors are often troubled by one or two black sheep among employees, so they are wary of all employees, distrust all employees, think that all employees want to steal company secrets, and make strict rules to restrain employees and prevent them from participating in company decision-making.

Panasonic believes that supervisors should have a broad mind, and they should not be depressed all day and lose trust in all employees because of one or two black sheep. If 70% of the company's employees are trustworthy, then the supervisor should trust the employees as a whole and manage the company on this basis.

Panasonic believes that regulators need not worry too much. Business management is completely artificial. In order to develop business and cultivate talents, it should be based on mutual trust, and business development should not be affected by a little secret.

It's not that we don't trust the remaining 30% talents, but that the company needs constant supervision and supervision, so that they can develop the habit of spontaneous work before they can boldly let go and delegate.

Fourth, the 70% principle of discovering the advantages and disadvantages of employees.

To appreciate your subordinates, a supervisor should look at the advantages of employees with 70% eyes and the shortcomings of employees with 30% eyes.

I often play an interactive game with my classmates in class: Dear classmates, please raise your's right hand and point a finger at the classmate in front of you. Did you find a strange phenomenon? That is, no matter which finger you point at others, there are four fingers pointing at yourself.

This tells people not to criticize others' shortcomings and shortcomings blindly, but also to know how to criticize and review themselves. As Wei Yuan, a thinker in the Qing Dynasty, said, "If you don't know people's shortcomings, strengths, weaknesses and strengths, you can't employ people or teach people.

We might as well draw a line with the 70% principle, look at the advantages of employees with 70% eyes, look at the shortcomings of employees with 30% eyes, and look at people in the sun, which will make everyone more sunny.

Verb (abbreviation for verb) is authorized by the 70% principle.

The 70% principle authorizes, that is, 70% is released and 30% is controlled. Panasonic believes that after being authorized by the supervisor, it should not interfere excessively and should be tolerant to 70%.

However, if it is found to be inconsistent with the overall direction, it is necessary to remind. Otherwise, it is equivalent to giving up your carefully selected talents, not paying attention to their growth, and not taking the ultimate responsibility after authorization by the supervisor. So the supervisor should take care of 30%, otherwise it is very irresponsible.

Authorized by the 70% principle, the appointee can not only exert his subjective initiative, but also avoid being completely out of control and making big mistakes.

Six, get the 70% principle of employee satisfaction.

Six out of ten things in life are unpleasant. The same is true for supervisors to obtain employee satisfaction. Panasonic believes that, generally speaking, two of the ten subordinates are very congenial to us; Turn with the wind and obey the general trend; Of course, it is inevitable that one or two people will object.

Some people may think that the opposition of subordinates will affect the development of business. But in his view, this is worrying. Moderately accommodating different viewpoints can promote the work to proceed more smoothly.

The supervisor always wants all employees to be satisfied with themselves. This idea is good, but it is difficult to realize in real life.

In the end, the supervisor will become a good person, commonly known as a "rotten person", giving people a feeling that they have no opinions and cannot bear heavy responsibilities. Besides, if all good people say you are a good person and all bad people say you are a good person, then there is something wrong with you as a good person.

Therefore, if the supervisor's work is recognized by 70% employees, it will be very good and the work can be carried out smoothly. Of course, if a supervisor has 70% employees against him, then his job will be very difficult and he will deeply reflect on himself.

Seven, the 70% principle is closely related to the salary strategy.

There are three kinds of enterprise salary design strategies: leading, following and lagging. There is no doubt that Microsoft, IBM, Hewlett-Packard and other companies have adopted leading compensation strategies, and of course their standard requirements for talents are also leading.

Panasonic's salary strategy may not be 1 in the industry, but it is absolutely competitive and attractive, and it is more attractive to talents with 70 points.

People with 70 points have great development space and opportunities for learning and training, so they don't care much about wages. The key depends on the realization and value affirmation of career development and personal achievements.

Panasonic's follow-up salary strategy not only saves costs, but also makes the ability of talents match the salary reasonably. This is a cultural orientation, never satisfied with the cause, satisfied with the treatment, which is a realm.

The above seven 70% principles are a partial summary of Panasonic's muddled wisdom in employing people and the author's understanding. They are essentially a concept of employing people, a summary of practical experience and an extension of China's doctrine of the mean. Explain that corporate executives are rarely confused sometimes, which may be more effective in solving problems.

However, we are not trying to tell you that you must learn and apply Panasonic's 70% employment principle. I think that the establishment of enterprise employment mode and human resource management system must follow the culture and core values of the enterprise, and the management rules that are suitable for the company management system and can be recognized and implemented by employees are the best.

So Peter, the management guru? Drucker put it well: "There is no right or wrong in management, and the right is the best."

Detailed explanation of 70% Employment Law 2 Many enterprises are faced with many misunderstandings and problems in employment and recruitment:

1, it is difficult to recruit people, and talents are willing to run to large enterprises, thinking that the stage there is good.

2, merit-based admission! The boss and the interviewer are holding a lot of resumes in their hands, comparing them repeatedly, always trying to find the best one with the least money.

3. Obviously, the enterprise has paid a lot for its employees, but it can't be understood by employees, and even it will be rejected and opposed by employees.

Faced with this situation, enterprises may wish to follow the "70% employment law" of Panasonic, a well-known Japanese company.

I. What is the 70% Employment Law

Generally speaking, it is a kind of vague and confused wisdom. This way of employing people can be compared with China's "golden mean", and the effect of this way of employing people is often very remarkable.

Second, look at 70% when recruiting.

At the beginning of the establishment of Matsushita, Japan, it was also faced with the problem of recruiting. Most employees come from unsuccessful talents in major companies, and most of them are middle-level talents with 70 points or so.

3. Why does Panasonic employ 70 employees?

Only people with a score of 1 70 can better integrate into the team.

For the appointment of talents, many bosses will have such embarrassment: capable people are "high-spirited" and want generous salaries and benefits; Often complain, at the same time, strong self-awareness, lack of cooperation ability, disobedience to management, can not be well integrated into the team.

For people with only 70 points, there are often no such thoughts and actions. Most of them are modest and can recognize their own shortcomings. They also work in the team with a learning attitude and actively cooperate with the instructions of managers. Such talents are also the easiest to integrate into the team.

People with a score of 2.70 are more motivated.

The progress motivation of employees with 70 points is the most needed development motivation for enterprises, because they only have 70 points. If they want to make progress and rise, they can only keep trying to catch up with people with a score of 100. What enterprises want is the self-motivation of "chasing after me"!

3, 70 people know more about gratitude and loyalty.

"I have the ability, I deserve it!" Many bosses like to listen to this on the surface, but from the perspective of an enterprise manager, most of their work achievements are actually the product of teamwork. ...

For employees with a score of 70, they will appreciate the help of the company and the team, and feel that when their abilities are not enough, the company is willing to give opportunities and take the time to cultivate themselves, and only hard work can repay them.

In contrast, employees with a score of 70 tend to be more grateful to the company and have higher loyalty to the company than employees with a score of 65,438+000.

70% of employees

Many managers can't completely judge whether an employee is qualified for the position. Panasonic's management philosophy holds that managers can only judge 70% of employees' post competence at most, and the remaining 30% can only be verified after entering the post.

70% trust

As a manager of an enterprise, we must have a broad mind and not lose confidence in the whole team because of some employees.

Panasonic's managers believe that there is no perfect team. If 70% of employees in an enterprise are trustworthy, then this team is a very good team, because this 70% is enough to prove the team's ability, and some decisions and actions can be made by these 70% people, while those 30% people need supervision and training.

70% authorization

Power and responsibility and salary are two things that many employees are most concerned about; On the issue of "decentralization", Panasonic's approach is to put 70% and manage 30%. Let employees do it boldly, and 30% of managers are mainly used to guide the direction, remind employees to correct their mistakes and provide help.

70% satisfaction

Managers must not think about "a bowl of water is flat". What employees are satisfied with is often what the boss is not satisfied with. If 70% of employees are satisfied, then the work can be carried out smoothly. If 70% of a manager's employees reject him, then the team will lose its vitality and people will feel depressed. ...