How to maximize talents in the enterprise

Reprint the following information for reference

How to maximize talents in the enterprise

□ Only by understanding employees can you manage them well

Yes In such an incident, a young chef in a high-end hotel was reported for taking food from the kitchen to the house. The hotel's logistics department reduced the salary of this usually very diligent chef by one level and gave him a warning. The chef said nothing and continued working diligently as usual. When the head chef returned home to do some work, he heard about the incident and immediately approached the logistics manager. The head chef said to the logistics manager: "This chef came home to get food and greeted me. His mother has been suffering from cancer for many years and is now in the terminal stage. He is an only son. He has to go to the vegetable market to buy food after get off work every day and go home. Later, I took care of my mother. There were a lot of customers in our hotel some time ago, and the workload in the kitchen was very heavy. The chef often worked until very late, so he didn't have time to buy food. He told me to take some food from the kitchen and take it home. He will pay for the food when the salary is due. This is the food list he recorded himself." The logistics manager took the list and saw that it was clearly recorded when the food was picked up and what kind of food it was. , I can clearly see how much it is worth. The manager of the logistics department looked at the list and said with emotion: "I know too little about the employees in this department. This is my dereliction of duty!" That night, the manager of the logistics department and the head chef came to the young chef's home. , visited his mother, reinstated his salary, and canceled the sanctions imposed on him.

As a leader, how well do you know your employees?

Even if you have been in the same work unit for five or six years, sometimes you will suddenly find that you don’t know the other person’s true face; especially what your employee thinks of his work, or what he really wants to do. I’m afraid you don’t know what to do! It is not surprising that couples who have been married for a long time sometimes do not understand each other very well.

As a leader, you should always remind yourself that you actually "know nothing" about your employees. Only with this humble attitude can you never forget to observe the words and deeds of your employees. This is the best way to get to know your employees.

Human beings are sometimes unable to understand themselves. Therefore, they are often still strangers to others even though they have been together for several years, that is, they fail to understand each other. It would be easier if we knew each other better. A leader often struggles because he cannot know his employees. There is a saying: "He who knows himself will die", but it is not that easy to achieve this level of "knowledge". If you can do this, then you can be ranked among the first-class leaders, whether in work or relationships.

To understand employees, there is a hierarchy from junior to senior stages.

① If you think you know everything about your employees, you are only in the preliminary stage. Your employee's origin, education, experience, family environment and background, interests, expertise, etc. are very important to you. If you don’t even know these basics, you are simply not qualified to be a leader.

However, the real meaning of understanding employees is not here, but to know their thoughts, as well as their motivation, enthusiasm, sincerity, sense of justice, etc. If a leader can resonate with employees in these aspects, employees will feel: "He really understands me." Only when this level is reached, can employees be considered understood.

② Even if you have reached the first stage, at best you can only say that you understand the employee's side. When your employees encounter difficulties, if you can predict their actions in advance and provide timely support, you will have a deeper understanding of your employees.

③The third stage is to know people well and assign them well, so that employees can maximize their potential in their jobs. As the saying goes: "Give him a job that is arduous enough to test his ability, and give him appropriate guidance on how to bring him back to life" when he faces such difficulties, so that he can continue to exercise in practice. yourself and quickly improve your work ability.

In short, it is particularly important for leaders and employees to understand each other and have spiritual communication and understanding.

□Let subordinates make the best use of their talents

The highest state of employing people is to make the best use of their talents. In this regard, the beliefs of ancient sages are still of great reference to us. When Duke Huan of Qi was hegemonic, there was a prime minister Guan Zhong who played an important role.

Guan Zhong was a resourceful man. As early as the seventh century BC, he put forward several principles for employment. Now I will introduce to you a few that are of practical significance and worth learning from.

1. Don’t entrust large responsibilities to small-minded subordinates

Ordinary people will inevitably be jealous of others. This is also a normal psychological manifestation, because sometimes this jealousy can be directly transformed into motivation for progress, so it cannot be said that Jealousy is always negative. But if your jealousy is too strong, you will easily develop resentment and feel that others are the biggest obstacle to your progress. When this happens, you will often do some extreme things.

As the saying goes: "The prime minister's belly can hold the boat." A person who is too small-minded is definitely not a good general, so he cannot be entrusted with important responsibilities. Zhou Yu during the Three Kingdoms period could not but be said to be a handsome man, but he fell into trouble because of his strong jealousy.

2． Ambitious subordinates can help you achieve great things

The so-called ambition means a very long-term vision. Different people have different visions. Some people are more eager for quick success and short-sightedness. Although they sometimes behave quite Excellent, but lacks the ability to grasp and plan for the future, and only stays at the current level.

If the leader himself is a far-sighted person, has a clear positioning for the development of his department, and needs assistants, then this kind of person is the best choice, because this kind of person is most suitable for being middle-level Leadership and command to play to his strengths.

A collaborator who can plan big things can often provide fruitful insights on some major issues. Such a person is the leader's "outside brain" and "counselor", not just a leader. Assistants, if leaders can make full use of such subordinates, they will undoubtedly be even more powerful for the development of their careers.

3. Important tasks can be given to subordinates who are diligent in thinking

Subordinates who are diligent in thinking tend to be more rigorous in thinking, can be prepared for danger in times of peace, consider various situations and consequences that may occur, and understand what they are doing; this This kind of person is often very responsible, self-reflective, and good at summarizing various experiences and lessons. His work is generally better and better, because he can always see the shortcomings in every work so that he can improve in the future. Although sometimes such people may appear indecisive, this is a responsible behavior. Therefore, as a leader, you can safely entrust him with some important tasks. But you need to know that this kind of people are not good at taking risks, have no enterprising spirit, and are not pioneering enough.

4． Never reuse extreme subordinates

Excessiveness is not enough. People who are too extreme often lack rationality and are prone to impulsiveness, and they can easily mess up things. Just like people who are too picky about their food will not be healthy, if their thoughts are too extreme, they will not achieve great things. This kind of person always makes things go to one extreme, and when they are blocked or fails, they go to another extreme. In this way, they can never reach the best state. This is just like the relationship between ideals and reality. Ideals are often magnificent and constantly inspire people to pursue them. However, if there is no basis for reality, ideals can only be castles in the air.

5. Don’t easily use subordinates who promise too easily

No matter big or small, there must be various problems. In the final analysis, the purpose of doing things is to solve one or another problem. If a person easily concludes that there is nothing wrong with something, it at least shows that he has not looked deeply enough into the matter. This sloppy style is extremely unreliable. If you ask him to do some important things, you will only get some disappointing results. Therefore, do not trust this kind of person easily, otherwise you will only be fooled.

Unless they are completely sure, ordinary people cannot easily promise anything, because the development of things often does not depend on people's will, and various unpredictable situations may occur at any time, so a Responsible people don't always promise. Also, it is precisely because of his sense of responsibility that he has made comprehensive and systematic considerations, so he will not promise easily. Such people are reliable. Don't not entrust them with important tasks because they have no commitment, as long as they are given sufficient Trust and mobilize their enthusiasm, and things will most likely succeed.

Subordinates who make promises easily when things happen, agree casually and act confident, but in the end cannot complete their mission. Moreover, such people often find various excuses to shirk responsibility for the guarantees they have easily made. Such subordinates who love to make easy promises must not be trusted.

6. Subordinates who stick to trivial matters should try to entrust as few important tasks as possible

When doing anything, there will be gains and losses, and the interests may be big or small. If you want to obtain certain benefits, you must give up some small profits. If a person If you always quarrel over some small details and are unwilling to give up, you will never achieve great things. Just like advertising, it is an obvious fact that the bigger the company, the bigger the advertising. Nowadays, many world-famous brands created by multinational groups are the result of years of advertising effects. Some brands spend hundreds of millions on advertising a year, but their profits are many times higher than that. In a sense, the more informal the details, the greater the rewards.

7. Subordinates who are eloquent and eloquent may not necessarily be able to take on big responsibilities, and such people usually do not have any real talents or knowledge. They can only please others and improve themselves through verbal performances.

Really capable subordinates only speak the necessary words, and often get to the point of the problem as soon as they open their mouths. Such people are often cautious, have no hasty style, and observe problems in depth, meticulously, and objectively. Comprehensive, the decisions made are practical and reliable, and the results obtained are tangible. This is what the saying goes, "A real person doesn't show his appearance, and a person who shows his appearance is not a real person."

So, a leader should pay attention to people who are few words, because their voices are often the most valuable. Don't be fooled by some fancy words. This is also the discernment that a successful leader should have.

□ Matching abilities and positions to avoid waste

Planning people according to circumstances is fundamentally about matching people, abilities and positions, thereby avoiding waste of talents or mediocre deacons among leaders.

1． The ancients said: "A gentleman judges three things: one is that his virtue is not worthy of his position, the second is that his merit is not worthy of his salary, and the third is that his ability is not worthy of his official position. These three are the reasons for governing chaos. "Yes." From this, it can be seen that being able to do the job is an important principle for appointing people and the first prerequisite for selecting people based on the situation. And if you want to be able to hold your position, you must first ask for an appointment and you must be qualified.

"Employers must be tested to the end, and when appointed, they must be qualified." The "dang" referred to here refers to the following two aspects:

(1) Employing people must seek adaptability. . Everything is different, and everyone has their own strengths. The key to appointing people is to adapt their strengths to the needs of the situation, so that the business can win people. Once, Wu Zetian asked Di Renjie: "I want to get a wise man, who do you think can do it?" Di Renjie said: "I wonder what kind of talents your Majesty needs?" Wu Zetian said: "I want to use the talents of generals and ministers." Di Renjie said: "Zhang Jianzhi, the governor of Jing, is a genius and can be appointed." Wu Zetian then appointed Zhang Jianzhi as the Sima of Luozhou. A few days later, Wu Zetian asked for talents again. Di Renjie said, "I have recommended Zhang Jianzhi, why hasn't he been appointed yet?" Wu Zetian said, "I have already promoted him to be the Sima of Luozhou!" Di Renjie said, "I recommended him to your Majesty. He is a prime minister, not a Sima!" Wu Zetian then promoted Zhang Jianzhi to the rank of minister. Later he was appointed as prime minister. As far as selecting talents is concerned, it cannot be said that Wu Zetian did not have the virtue of appointing people on their merits. However, in terms of assuming her position, Wu Zetian had no idea of ??appointing people. But precisely on this point, Di Renjie had his brilliance, that is, the talent of the prime minister should not be replaced by the Sima.

(2) "Good workmanship must be used to make utensils." If you want someone to be in his position, you must use someone with "skills". Because "competent" has two meanings: on the one hand, it means "complete the task"; on the other hand, it means "effective", which includes "very original". What people hope for is of course the latter aspect, and to achieve this goal, one must have a "good job", that is, someone who is good at this and has superb skills.

To achieve the above two aspects, two tasks must be done well, namely: career analysis and job selection.

The so-called career analysis refers to identifying and making clear regulations on the types, weight and temperament characteristics of people’s abilities required by each occupation. Personnel psychology believes that no matter which job, not only a general level of intelligence is required, but also certain special abilities that are consistent with the nature of the job. These special abilities mainly refer to certain motor abilities, language abilities, imagination abilities, judgment abilities, etc. The special abilities required for different jobs differ not only in kind, but also in weight. In addition, certain jobs also require people with certain personalities and temperaments to perform them.

For example, work that requires careful and meticulous work is suitable for people with melancholic or phlegmatic temperament; work that requires extensive interaction and strong activity is suitable for people with sanguine temperament. The purpose of career analysis is to determine the type and level of abilities required for each job, as well as the corresponding personality and temperament, so as to serve as a basis for selecting candidates based on the circumstances.

The so-called job selection refers to formulating the selection criteria for each position based on career analysis or position analysis, and using this to select suitable talents. The selection criteria include personal qualities, professional level, education level, personality, ability, experience, age, health, etc. Different positions adopt different appointment forms, such as selection, appointment, appointment or examination, so as to select the required personnel to meet work needs.

2. Appointment should avoid "superfluous functions"

Competency matching should consider whether the person is qualified for the job on the one hand, and prevent "superfluous functions" on the other hand, that is, avoid "overqualification". This is because "overqualifying talents and underutilizing them" will inevitably lead to a partial waste of a person's abilities; it will inevitably lead to a situation where "high positions" have no talent and "low position" talents are accumulated; it will inevitably dampen the enthusiasm of "overqualified personnel and underutilize" personnel, causing them to "horse a horse and look for a horse", and find another high-end position. Just, it's hard to calm down.

So, how to avoid feature overload?

(1) The standards for appointing people should not be too high. If the standards for appointing people are set too high compared to actual needs, it will inevitably discourage people and make people value their careers too high. This is of course a "challenge" for some people who are enterprising and enterprising. It is an interesting job, but if after taking office, you find that it is "easy" and there is no possibility of progress, it will inevitably lead to finding another job. For example, when many companies recruit, they list conditions such as "bachelor's degree, CET-6 or above...". In fact, they are just recruiting a secretary. Of course, we are not opposed to strict employment standards, but we only remind leaders to consider existing objective conditions and objective practical needs, otherwise it will inevitably violate the original intention of selecting people based on circumstances.

(2) The criteria for appointing people should not be too arbitrary, but should have a certain degree of "flexibility." Because being too arbitrary will make people feel more oppressive, especially for introverts who have an underestimation of their own abilities. The correct approach is to divide the appointment criteria into two types: necessary conditions and reference conditions according to the needs of the job: necessary conditions are the indispensable conditions for doing a certain job; reference conditions are that it is better to have it or not. possible conditions. When there are many candidates, the necessary conditions can be higher; otherwise, they can be lower. However, the principle of "competence for the job" must also be adopted.

(3) Cancel all unnecessary standards. Adding unnecessary conditions and standards objectively narrows the scope of candidates and increases the difficulty of appointing people. It is really unnecessary and unnecessary. For example, it is unnecessary to require a mayor to be proficient in agricultural farming; to require a manager to be familiar with literary creation; to require an electrician to have strong oral expression skills. Although it is not a bad thing to require the mayor to be proficient in farming, the manager to be proficient in literature, and the electrician to be proficient in public speaking, but if it is really listed in the previous item, I am afraid that fewer people will be qualified.

Some people say: "If you want to be proficient in addition, you must also be proficient in multiplication." This emphasizes the importance of broadening your knowledge to be competent at work. It is undeniable that broadening knowledge does have a certain positive impact on work. However, to perform addition, you do not necessarily have to be proficient in multiplication. If you are really proficient in multiplication, the best way is to transfer him from the "addition" position to the "addition" position. "Multiplication" position, otherwise, there will be a risk of "overqualification".

3． Employers should consider negative conditions

Competency and job matching should not only consider the conditions required for the job, but also consider the negative conditions. The so-called negative conditions refer to conditions that are incompatible with the characteristics of a certain occupation. For example, if a certain job comes with many extra trivial details, you cannot select a very creative person; if the job must also take a long time, When answering calls that are of a complaining nature, you cannot choose a person with a hot temper.

The occurrence of negative working conditions is often determined by its own characteristics. For example, if a mayor makes a slight mistake in his work, he will easily be criticized or even abused by the citizens; a material distribution planner will often encounter the test of bribery. Some are caused by conflicts in the roles he plays. The so-called role refers to the function performed by someone in a specific position in a specific social form. Role conflict occurs when a person is in several incompatible positions at the same time, or when a role faces several incompatible expectations.

When a person assumes a certain job position, he plays at least two more roles in society. For example, a geological exploration team member is also the father of a child and the husband of a wife. The conflict between these three roles exposes the negative conditions of geological exploration work, that is, he is away from home for many years and cannot take into account the education and education of his children. Love for your wife.

No matter which job, there are negative conditions, no one is immune. For administrative leadership, in addition to requiring strong organizational skills, management skills and a style of contacting the people, it also has negative characteristics such as being prone to exaggeration and corruption; for military cadres, it requires both strong command capabilities, courage and firmness. In addition to courage, it also has negative characteristics such as a high possibility of casualties and long-term military service. For corporate employees, in addition to high technical requirements, strong business capabilities, and a strong sense of responsibility, they also have to be "bound" by machines and take orders from others. Negative characteristics. Therefore, if you choose people based on circumstances, if you consider things too optimistically, even if the person you choose meets the requirements of the positive conditions of the matter, there is still the possibility of being repelled by the negative conditions.

Of course, the work itself is a lever for adjusting employment, and those who do not meet the needs must be excluded from adjustment. However, it is still better to consider both positive and negative conditions thoroughly in advance.

□ Let various talents complement each other

In a talent structure, it is best to form a complementary relationship between each talent factor, including complementary talents, complementary knowledge, and personality. Complementary, age complementary and comprehensive complementary. With the development of modern science and technology, many research and research projects need to reflect the principle of multilateral complementarity. This requires complementarity in knowledge, ability, age and other aspects. Such a talent structure often requires "generalist" leadership in science, so that each talent element can be put into its proper place and each can display its capabilities, thus being harmoniously combined into a "large band."

Recent foreign research shows that in a management team, it is best to have an intuitive person as a genius strategist, a thinking person to design and supervise management work, and an emotional person to provide liaison and develop a sense of responsibility among staff, and ideally an impulsive person to carry out some temporary tasks. The result of this law of complementarity is that the whole is greater than the sum of its parts, thereby optimizing the talent pool. This principle must be understood when employing people.

Facts have repeatedly proven that this law of complementarity in the talent structure can produce a very huge complementary effect in people's actual lives.

The comprehensive and complementary approach to employing people has played an increasingly important role in the management of enterprises. Only by understanding the law of complementarity among talents can we employ people better. The Danish astronomer Tycho had outstanding observation talents. Over time, he obtained a large amount of astronomical observation data. Despite this, his theory still did not break away from the shackles of Ptolemy's "geocentric theory". In 1600, Tycho hired an assistant, the German astronomer Kepler. Although Kepler's observational ability was not as good as Tycho's, his theoretical analysis and mathematical calculation skills were very outstanding. Not long after the two of them collaborated, Tycho died. On the basis of Tycho's rich observational data, Kepler conducted a large number of theoretical analyzes and research, boldly proposing Kepler's first law that planetary orbits are elliptical, and then proposed Kepler's second law (the relationship between planets and planets). Lines connecting the sun sweep out equal areas in equal times) and the third law (the square of a planet's period of revolution is equal to the square of its distance from the sun). The discovery of Kepler's three laws of planetary motion strongly proves that it is the crystallization of the complementary effect of Tycho's observational talents and Kepler's theoretical and computational talents.

In addition to understanding the law of talent complementarity and knowledge complementarity among talents, employers should also understand the law of personality complementarity among talents. No matter which talent structure there is, there are personality differences between talent factors, and each factor has its own temperament and personality. For example, some have quick tempers and some have slow tempers; some are meticulous and patient in doing things; some are quick and quick in doing things. These different personality traits can have a positive impact on work from different perspectives. If every talent factor is a kind of personality and a kind of temperament, the work will not be done well. For example, if people with hot tempers are together, quarrels and disputes will easily occur. This is very similar to the phenomenon of "same-sex repels" in physics. However, complementary personalities are conducive to doing a good job. The rise of the Chinese women's volleyball team is a clear example. Yuan Weimin, the former coach of the women’s volleyball team, summed it up this way: “A team of more than a dozen members should have their own personalities, so that the team can play with vigor and excitement.

If their edges and corners are polished away, then this team will have no hope. "This is very reasonable. Generally speaking, talents have distinctive personality characteristics. If their personality characteristics are eliminated, it is equivalent to erasing talents. Only by organizing them in a talent structure with complementary functions can we achieve success. Give full play to their great role.

Employers should be aware of the law of complementarity. Don’t forget that age is complementary. Old people have the strengths and weaknesses of the elderly, young people have the strengths and weaknesses of young people, and middle-aged people have the strengths and weaknesses of the elderly. There are strengths and weaknesses of middle-aged people. This is mostly true in terms of human physiological characteristics and talent factors. Therefore, a good talent structure requires a relatively reasonable talent age structure so that this talent structure can be maintained. Creative vitality. After Zhu Yuanzhang, the founding emperor of the Ming Dynasty, took power, his employment policy was to "employ the old and the young." He believed: "After ten years, the old will not be employed, but the young will be familiar with the job." In this way, there will be no shortage of talents, and officials will make people work. "Obviously, Zhu Yuanzhang's employment policy is based on the continuity of ruling talents and the issue of successors. In fact, it also has a higher level of theoretical significance. The complementarity of old and young is essential for doing a good job, including developing ideas, handling things steadily, Improving efficiency is of far-reaching significance.

Five Nobel Prize winners have tried to solve the problem of establishing the microscopic theory of superconductivity, but they have failed to achieve their goals. The final winner of this achievement turned out to be. Bardeen, Compaq and Schriever form a complementary talent structure: Bardeen is old and knows the way, Compaq is young and has quick thinking; Schriever is good at innovation and has flexible methods. It is also a model of multilateral comprehensiveness and multilateral complementarity.

In modern enterprise management, the importance of comprehensive and complementary employment becomes more and more important. The larger the scale, the more important it is to reflect this principle in its talent structure. .

□ Wake up the "sleeping" people around you

Many business leaders pay great attention to talents elsewhere and put great emphasis on them, but they do not know enough about the talents within their own companies. It can be said that such leaders have made the mistake of not knowing themselves. Japanese companies attach great importance to this aspect, and the method they adopt to recruit talents within the company allows them to discover a number of talents within the company.