Why is Michael Page so mobile?

The essence of Michael Page-running like a machine.

Machines and assembly lines are the products of the industrial era in the19th century, aiming at pursuing high efficiency, simplification, unification and standardization, so as to achieve greater overall production capacity. In the 2 1 century, many enterprises are pursuing innovation and humanization. Because of the promotion of science and technology, society may experience another change in industrial structure. As an old enterprise that has been operating for more than 30 years, Michael Page has benefited from mechanized operation, and may also lose to mechanized operation.

The reason why Michael Page is awesome is that after decades of accumulation and optimization, he has a streamlined and standardized headhunting system and method. The academic point is called ISO, and the popular point is called routine. Thanks to this process system, any student with no social experience, a beginner with industry experience, can be employed immediately after a set of induction training, plus daily strict supervision and micro-management. Anyone who is not too low in intelligence can have a corresponding good output in this position with half of his brain power. Such a machine is certainly a good thing (stable, continuous and predictable) for top managers and the board of directors of listed companies, but what does it mean for employees working in Page?

Adam Smith, when discussing the division of labor at the beginning of The Wealth of Nations, pointed out that through the development of division of labor, workers spend their whole lives on a few simple operations, and their intelligence has not been brought into play, thus becoming the most ignorant people. Workers' monotonous work destroyed their spiritual courage and physical activity.

Marx quoted Adam Smith's viewpoint in Das Kapital. He said: "Workshop handicraft industry has turned workers into deformed people, suppressed their diverse production interests and talents, and artificially cultivated their one-sided skills. In the workshop handicraft industry, the overall wealth of workers in social productivity is conditional on the poor sacrifice of workers' personal ability. "

"Ignorance is the mother of superstition and industry. Thinking and imagination will make mistakes, but the habit of hands and feet activities depends neither on thinking nor imagination. Therefore, the handicraft industry in the workshop is the most prosperous where you think the least. Therefore, you can think of the workshop as a machine, all parts of the personnel machine. "

"Most people are smart and must be developed through daily activities. People who have been engaged in a few simple operations all their lives have no chance to play their intelligence, and his dullness and ignorance have reached an unbounded level. "

These words have opened the door for us to explore the essential laws of human beings and commercial society. Michael Page is a large modern workshop, and its development is based on business processes and standardization. It improves the overall productivity and enables the recruitment of consultants to fully export production capacity. The boss doesn't need to hire experienced and expensive workers, he just needs to grab anyone and train a little to become an assembly line worker.

The strange image of Michael Page-a manager and an ant born on a machine.

Managers selected in an organization must conform to the interests and code of conduct of the organization and the genes that serve the interests of the organization from top to bottom. Combining the essence and characteristics of Michael Page, what kind of manager should be chosen, which is worthy of the trust of the upper level (stable and predictable)?

First of all, this person needs to be the leader of Michael Page's standardized process ISO, from macro to the amount of resumes and phone calls sent out every week, from micro to the structure and presentation skills of interviewing candidates and opening customers. It is best to be consistent with the company's standardized training, and it is best to have a walking script, a small machine and an elongated assembly line. This process is a bit like programming and being programmed. What kind of people can do better? I think it may be a blank sheet of paper. People who lack personality and independent thinking ability are more likely to be programmed. At Michael Page, you occasionally hear your boss say to you: We need doers, not thinkers. At first, I understood that a doer means a doer should have execution, but after analyzing the essence of Page, I realized that a doer originally meant a worker who could operate well at the execution level after being programmed. Thinking too much will inevitably lead to disunity, irregularity and poor management, which is not what Page needs. Therefore, what Page needs and likes most is that an obedient and senior worker leader can copy and cultivate more genetically pure coolies.

If the required abilities of a profession are simplified into two dimensions: IQ and EQ, then a profession can be divided into the following four dimensions (where IQ represents the depth of thinking and the degree of analytical ability, and EQ represents the ability to deal with people and maintain contacts):

A, low IQ and low EQ (employees in process modules such as administrative staff, clerks and secretaries, accounting, finance, code farming, etc.)

B, low IQ and high EQ (general sales, boss tips)

C, high IQ and low EQ (consulting, investment banking, auditing, financial risk control, financial budgeting, financial analysis, IT, product development personnel with high comprehensive ability requirements)

D, high IQ and high EQ (CFO, CEO, sales director, entrepreneur, capitalist)

The first people to figure out Michael Page's inheritable system and process are undoubtedly Class D people. This man is quite awesome. He can summarize such ISO processes, formulate rules and effectively manage such a world-class headhunting company. He is really an entrepreneur, and his capitalist thinking is also very powerful.

But from the middle level of Michael Page, from the capitalist's point of view, what is needed is not strategic thinking and intellectual input. We already have a good ISO system. If all countries can implement it well, as a whole, my world-class money wringer can also operate well, as long as middle managers can implement it well. Thinking too much is not good for us, even harmful to our machines. What we need is to get in position. How to inherit without unification? Therefore, due to the reduced demand for intellectual input, Page fell from middle-level managers to quadrants A and B.

What kind of pain will there be in the case of a and b-level bosses? You tell him about business and the business model of a company. What's the use of knowing this? You tell him the challenges you meet at work, and he tells you your KPI；; You told him that I wanted to find the right person for this client, and he said that if you send more resumes, you will always meet the right one. You expect him to help you solve a difficult problem and find that he can only use that old-fashioned rhetoric; You said you wanted to get more help from your boss, and his help was to tell you ISO carefully, send you some candidate visit scripts or make a visit list for you ... It's sweet ... Sometimes you feel dumbfounding. There is an old monk sitting still and standing still, so that you can cope with all kinds of changes! What is the reason behind this model? People who lack deep thinking know what it is, but they don't know why. They can't give customized solutions according to different situations and can't be flexible. Not to mention as a team leader, what market analysis ability and strategic thinking …

In Michael Page, only A-level and B-level people are really willing to stay. Not everyone likes to think. A company has designed all the processes for you. Just follow, and you don't need to use your brain to make a living. How nice! How do people in C and D feel?

I wonder if anyone has read the book "Flying over the Madhouse". At the end of the book, the madhouse forced Murphy, a normal person pretending to be a mental patient, to remove his frontal lobe. Each hemisphere of the brain is divided into four lobes, and the frontal lobe is the largest one, accounting for about 1/3 of the volume. After excision, people will lose many functions, such as independent thinking ability and a large part of their personality. A few days after the operation, Murphy can get up safely and eat and talk in the madhouse every day, but he is no longer Murphy.

To exaggerate, when I work at Michael Page, I often feel that you are talking to someone whose brain has been removed, or that someone always wants to have your brain removed. Whether it is an organization or an individual, in the process-driven mode, high efficiency must be based on the premise of sacrificing creativity and diversity.

From the perspective of a headhunting consultant, the disadvantage of Michael Page's mechanism is that due to the high refinement and streamlining of business processes, consultants can only be locked in front of the assembly line and work day after day, and their comprehensive ability cannot develop healthily, so their value is very low. Because of this repetitive mechanical labor, workers have also lost real learning opportunities, and the skills they have mastered are only applicable to this platform. People are lazy. When a person is used to repetitive work and there is no need to think, he gradually loses the ability of in-depth analysis. Just like a bird with its wings cut off, it becomes a broiler and eats and lays eggs every day. Some Michael Page consultants are always confused, unhappy and want to leave here, but they don't know what to do. Yes, a screw that was turned into a big machine left the big machine. Where should it live? What role does it play?

Interestingly, Michael Page seems to feel that his employees have been a little mechanized in the past year, asking employees to answer the smartest and most creative things in their recent work ... I think it's quite funny. It is true that it works like a big machine, and there are indeed employees who are willing to work on the big machine day after day to make a living. But it's your fault that you trained your employees as broilers in a low-demand way and now you need broilers to fly. Michael Page always requires employees to have high-level contacts. Yes, this is the ability and trait that a good headhunter should have, but such a person is unlikely to appear on Michael Page, and he may leave if he does. Why? A headhunting company that requires few employees, fast and economical, doesn't even pay attention to broilers cultivated in the commercial environment. What can it talk to a senior candidate?

This headhunting company, which flaunts itself as a "consultant", only fulfilled the role of "intermediary". Michael Page often said that quality is not important, quantity is important, and you should do a case with a lucky attitude. Its so-called high-end and professional, only stay in the shallow shell of appearance, consultants can wear appropriate clothes, use professional tone and words to say their cliches for many years, but can they really recommend the right people to the company and have the ability to help candidates analyze their career path? Or what they say, how much information and content can there be? Dig deeper, it tastes like chewing wax.

Perhaps foreigners don't really care about being headhunters, what impact their model has brought to China's business, and whether they can really find talents for China companies that can help them. What foreigners are after is to get a lot of money from China. Therefore, the headhunting industry in China really has a long way to go.

I hope it will help you to some extent ~