The importance of talent to the company

In what aspects is the importance of talents to enterprise development reflected?

Talent refers to the sum of people with intellectual and physical labor who can promote the development of an enterprise. Including physical fitness, intelligence, knowledge, and skills.

The importance of talents to enterprise development:

1. Talents are the most important resource for enterprise development.

At present, enterprises generally have four types of resources: talents, natural resources, capital resources, and information resources. Nowadays, the focus of competition in the 21st century has undoubtedly turned to the competition of technology and knowledge. The competition between technology and knowledge ultimately boils down to the competition for talents. Only with talents can enterprises gain advantages in market competition.

2. Talent is the backbone of an enterprise, the lifeblood of its development, and the most important factor among various factors in an enterprise.

The development of an enterprise mainly depends on three factors: wise decision-making, savvy entrepreneurs, and excellent teams. The decision-making of enterprises comes from talents, and talents are the best among talents; smart entrepreneurs are the company's senior executives and are also talents; an excellent team is a group of talents with strong execution ability. In 2004, Lenovo Group, a well-known domestic electrical appliance company, acquired the personal computer business of the American computer giant IBM. In order to rapidly develop the company and integrate with international companies, Lenovo Group hired former Microsoft Global Vice President Mr. Kai-Fu Lee and his market development team to work at Lenovo in 2005, and made Kai-Fu Lee the CEO of Lenovo. From then on, Lenovo Group The rapid development of high horsepower began. It can be seen that an excellent entrepreneur and his team are crucial to the development of the enterprise!

3. Talent determines the success of an enterprise.

In traditional business management, the factors related to the success of the enterprise are often the company's capital, production factors, etc., and the importance of labor is less considered. Since the 21st century, the business management experience and talent importance of Western developed countries have gradually been introduced into our country, and were first accepted by governments in Hong Kong, Macau and other regions. In the past five years, the mainland has strengthened communication and exchanges with Hong Kong and Macao, focusing on economic exchanges and institutional exchanges. Therefore, the importance of talents to an enterprise and the view that it determines the success of an enterprise are slowly being accepted by some experts and scholars in the Mainland. For an enterprise, success is crucial, and more importantly, surpassing other enterprises in the same industry and having an absolute advantage is the top priority. For entrepreneurs, success is not difficult. The key lies in their positioning and expectations for their career. However, it is not easy to exceed one's goals or make the company bigger and stronger in a very short period of time. Smart business owners, excellent teams, etc. are the talents of the enterprise. Likewise, these non-productive factors are also the key to determining whether, when, how and how successful the enterprise will be.

4. Talent guides the development direction of enterprises. Productivity is the main driving force for human progress and the core force of social development. However, workers have made significant contributions in the process of human progress and social development. Talent provides productivity and promotes social progress. What is talent? Talents refer to people who must have certain professional knowledge or skills, be able to complete the tasks assigned by leaders, perform creative work and contribute to the development of the enterprise. They are employees with higher abilities and qualities among talents.

In view of the current status and common problems of talent management in most small and medium-sized enterprises, the following countermeasures are proposed:

1. The top leaders of the enterprise must personally handle the talent planning work

2. Develop a clear talent planning process

3. Determine the company's core talents according to the company's development strategy

4. Develop a forward-looking and flexible talent plan

5. Establish a three-dimensional talent planning and management model

6. Strengthen the construction of talent management teams

The role of talents in enterprises

1. Talents are the key to enterprise development The most important resource.

Enterprises generally have four types of resources: talents, natural resources, capital resources, and information resources. Nowadays, the focus of competition in the 21st century has undoubtedly turned to the competition of technology and knowledge.

The competition between technology and knowledge ultimately boils down to the competition for talents. Only with talents can enterprises gain advantages in market competition.

2. Talents are the carrier of science and technology, the inventors and creators of science and technology, and the users and disseminators of advanced science and technology. If technology is the primary productive force, then talent is a special factor among the factors of productivity.

Talent is not only a renewable and sustainable resource, but also a capital resource. 3. In modern enterprises and economic development, talent is an immeasurable capital, a capital that can bring huge benefits to enterprises.

The development of talents as resources is inevitable for economic development. Only by relying on the innovation and transformation of human intelligence factors, relying on scientific and technological progress, conducting planned human resource development, and tapping and utilizing human intelligence as a huge resource can enterprises achieve scientific and technological progress and economic development.

4. Talents are the backbone of an enterprise. Especially in the fierce market competition, competition among enterprises has transformed into competition for talents.

For many companies, the work environment and nature of the industry. There is no advantage in attracting or retaining talents, but if a company wants to survive and develop, it must attract a group of outstanding talents and make good use of and cultivate existing talents.

Therefore, under modern enterprise management, it is very important to revitalize existing talents, implement talent management strategies, and reduce talent management risks. 5. Talent guides the development direction of an enterprise.

Productivity is the main driving force for human progress and the core force of social development. However, workers have made significant contributions in the process of human progress and social development.

Talent provides productivity and promotes social progress. 6. Enterprises must create a good environment suitable for attracting and cultivating talents, and establish a talent resource development mechanism that recruits people based on their integrity, gets paid based on performance, and trains as needed, so as to attract and retain talents and meet the economic development and competitive needs of the enterprise. meet the needs of talents, thereby achieving rapid economic development of enterprises.

Extended information Talent types: According to international classification, it is generally believed that talents are divided into four categories: academic talents, engineering talents, technical talents, and skilled talents. According to the level, it can be divided into junior talents, intermediate talents, senior talents, etc.

According to age groups, they can be divided into middle-aged and elderly talents, retired talents, young and middle-aged talents, etc. Talent standards: Have good character, have expertise in a certain field or certain fields on the basis of extensive knowledge, be efficient, know methods, have strong insight, be hard-working, and have creative thinking

Reference: Baidu Encyclopedia - Talent.

The important role of talents in enterprise development

The only way to manage is to employ people.

Talent is the foundation of a career. Outstanding leaders should be good at identifying and utilizing talents.

Only by adhering to the principle of meritocracy and merit can we be invincible in the fierce social competition. "A thousand armies are easy to come by, but a general is hard to find." In real life, maybe we can't build a "golden platform" like King Yan Zhao, but can't we borrow a corner of newspapers and periodicals to build a "recruitment platform" to recruit talents? What? Talent is efficiency, talent is wealth.

Those who win people will win the world, and those who lose people will lose the world. In today's era, talent can be said to be the most important. If a company wants to grow bigger, it must pay attention to talent.

Hong Kong Experience takes the recruitment and training of talents as its top priority. Uncle Li in the movie "A World Without Thieves" has a classic dialogue: "The most valuable thing in the 21st century is talent!" If you build the Great Wall, talent is the cornerstone; if you build a building, talent is the pillar; if you start a business, talent is the success. ensure.

If you want to make your company bigger and don’t want to be a small workshop owner, you must pay attention to talents. No matter what career you are doing, talent is the guarantee of success.

In ancient and modern times, at home and abroad, whether it is governing a country or an enterprise, those who win the hearts of the people will win the world, and those who lose the hearts of the people will lose the world. This is a truth that no one can deny. Liu Bang defeated Xiang Yu, unified the world, and established the Han Dynasty. He was very happy.

One day, he held a banquet for his officials. During the banquet, he took advantage of the wine and asked the officials: "Do you know why I was able to conquer the world, but Xiang Yu lost so many troops?" The ministers talked a lot, some said: "You are strict in running the army, even harsh; Xiang Yu is too benevolent and righteous." Some said: "Your biggest characteristic is that those who have meritorious service are rewarded and those who are guilty are punished; but Xiang Yu is jealous of the virtuous. Those who are capable will be harmed, and those who are capable will be doubted.

This is the reason why you win the world and Xiang Yu loses it." Liu Bang smiled and said, "You only know one, but you don't know the other. /p>

The main reason why I can conquer the world is that I am good at knowing and employing people. When it comes to strategizing and winning from thousands of miles away, I am not as good as Zhang Liang; managing the country, appeasing the people, and providing logistical support for the army. I am not as good as Xiao He at work; I am not as good as Han Xin in commanding millions of people, winning battles and capturing attacks.

These three people are outstanding among men, and I can use them boldly; but Xiang Yu has. Fan Zeng cannot be used. This is why I can win the world and Xiang Yu loses it." What revelation did Liu Bang give us? As a leader, you don't necessarily have to have deep professional knowledge, but you must know leadership knowledge, especially the knowledge of recognizing and employing people. The more proficient in the knowledge of identifying and employing people, the better.

Liu Bang was a man from the market who didn't like reading and didn't know martial arts, but he was proficient in knowing and employing people, and finally conquered the world. Xiang Yu was born in a family of officials. He was well-informed and courteous, and had strong martial arts skills, but he did not know how to recognize and employ people. In the end, he had to perform a performance of "Farewell My Concubine" to get rid of the problem.

Aren’t the lessons of history worth pondering for us? Looking at the numerous companies today, we can see that some of them were once brilliant, but they were short-lived. Why? I remember a master who studies marriage and family said that happy families are all happy, and every unhappy family is unhappy in its own way.

To change this sentence, successful companies are all the same, and failed companies have their own reasons, but one thing is the same, that is, they all use people. loser. "Thousands of sails pass by the side of the sinking boat, and thousands of spring trees grow in front of the diseased trees."

In front of the crumbling enterprises, batches of corporate giant ships set sail. Following the successful footsteps of these enterprises, they will undoubtedly Successful people who are not selecting and employing people are undoubtedly not gathering a group of strong talents. The nine-year development history has made us realize that the greatest wealth of Hong Kong Experience is to have a young, professional and knowledgeable workforce that is full of youth, vitality, dare to fight hard, and is good at fighting hard battles. Hong Kong Experience has a complete In the employment mechanism, as long as you have abilities and expertise in a certain aspect, the experience will transport you to the most suitable position, where you can freely and fully demonstrate yourself.

Experiencing the diversified training system will allow you to fully absorb knowledge in your position and use it in your work. The team as a collective is the core force for the development and competition of an enterprise. The key to competition between enterprises is the competition between teams.

How to build its own characteristics and dynamic team is a key to the long-term development of an enterprise. In the past, we often emphasized the leading role of individual leaders, but after all, one person cannot support an enterprise. The key is to rely on the strength of the team.

The most important thing for an excellent team is to be complementary. The team must be a complementary group. Including complementary member compositions and complementary personality types. If someone is aggressive, someone should be steady. If someone is wild, someone should be down-to-earth. If someone is ahead, someone should stay behind. Through mutual love, mutual respect, mutual encouragement, and mutual comfort. , mutual concession, mutual understanding, mutual help, mutual learning, gradually running into each other, forming complementary advantages, learning from each other's strengths, overcoming each other, stimulating each other, and ultimately achieving the highest work efficiency.

With the excellent development environment brought by Win in China to Hong Kong Experience, the experience is now in a spring of vigorous development and vitality.

During this period, we need a large number of outstanding talents even more. Let us move forward hand in hand and work together to create a better tomorrow for Hong Kong.

The importance of talents to enterprises

Reprint the following information for reference

The importance of talents

In today's era, talents can The most important thing is that if a company wants to grow bigger, it must pay attention to talents.

If we build the Great Wall, talents are the cornerstone; if we build a building, talents are the pillars; if we build an enterprise, talents are the guarantee of success. If you want to make your company bigger and don't want to be a small workshop owner, you must pay attention to talents. No matter what career you are doing, talent is the guarantee of success.

In ancient and modern times, at home and abroad, whether it is governing a country or an enterprise, those who win the hearts of the people will win the world, and those who lose the hearts of the people will lose the world. This is a truth that no one can deny.

Liu Bang defeated Xiang Yu, unified the world, and established the Han Dynasty, and he was very happy. One day, he held a banquet for his ministers. During the banquet, he took advantage of the wine and asked the ministers: "Do you know why I was able to conquer the world, but Xiang Yu lost the world with so many troops?" Some said: "You run the army harshly, even harshly; Xiang Yu is too benevolent and righteous." Some said: "Your greatest characteristic is that those who have meritorious service are rewarded and those who are guilty are punished; while Xiang Yu is jealous of the capable, and those who are meritorious are harmed. The wise are doubtful. This is the reason why you won the world and Xiang Yu lost it." Liu Bang smiled and said, "You only know one thing, but you don't know the other. The main reason why I can win the world is because I am good at knowing and employing people. . When it comes to strategizing and winning battles thousands of miles away, I am not as good as Zhang Liang; in managing the country, appeasing the people, and providing logistical support for the army, I am not as good as Xiao He; in commanding millions of people, I am sure to win every battle and capture every attack. Not as good as Han Xin. These three are outstanding men, and I can use them boldly; but Xiang Yu has Fan Zeng but cannot use him. This is why I can win the world, but Xiang Yu loses it."

What inspiration did Liu Bang give us? As a leader, you don't necessarily have to have deep professional knowledge, but you must know leadership knowledge, especially the knowledge of recognizing and employing people. The more proficient in the knowledge of identifying and employing people, the better. Liu Bang was a businessman who didn't like reading and didn't know martial arts, but he was proficient in knowing and employing people, and finally conquered the world. Xiang Yu was born in a family of officials. He was well-informed and courteous, and had strong martial arts skills, but he did not know how to recognize and employ people. In the end, he had to perform a performance of "Farewell My Concubine" to get rid of the problem. The lessons of history are worth pondering.

The importance of talent training to enterprises

Over the past 20 years of reform and opening up, the private economy, with family-owned enterprises as its main content, has developed rapidly.

In the reform process, since the modern enterprise system and management model have not yet been established, the family system in private enterprises naturally assumes the role of integrating social resources. Some basic principles of the family system are in the process of business operation and management. It has been fully utilized and adapted to the development needs of enterprises at a certain stage. This is because: (1) So far, the commercial credit of individuals and enterprises in my country is insufficient. The establishment of financing relationships often requires the support of family blood relationships. Financing objects are mainly within the scope of family, relatives and friends, and investors are mostly from within the family. , The trust relationship within the family reduces the management transaction costs and supervision agency costs within the enterprise. Fund-raising can solve the problem of insufficient funds for enterprise development at low cost. (2) In the start-up stage of the private economy, operations are often not standardized and the management system is also inconsistent. If the family is not sound, it is easier for the family, a community of interests, to support small businesses through difficulties in the initial stage; (2) The more flexible characteristics of family-owned enterprises' centralized decision-making can enable enterprises to seize development opportunities, and the information closure within the family is conducive to the enterprise. The confidentiality of the actions does not give competitors an opportunity; (3) Faced with the public opinion that "operators hold large shares" and "entrepreneurs (operators) create profits", owners of private enterprises do not require management Enterprises must be more doubtful and cautious.

Under this kind of public opinion, it is difficult for professional managers to form healthy professional ethics. However, after the completion of primitive accumulation, with the further development of enterprises, the inherent flaws of family management have become the biggest obstacles for private enterprises to reach a higher level.

The disadvantages of family management include: First, operators have a narrow choice and cannot meet the company's demand for talents. The choice of management personnel for family-owned enterprises is often limited to family blood relationships. In fact, it is difficult to ensure the continued development of the enterprise by continuing to rely on the individual family members of the business owner.

The corporate family wall weakens the cohesion of non-family members to the company. The phenomenon of "internal reproduction" in family businesses is serious. Management rights are mostly passed down to descendants but not to talents. There is always a sense of rejection and abandonment. The narrow scope for selecting outstanding talents will inevitably affect the operating efficiency of the company.

Second, the centralized management model can easily lead to mistakes in corporate strategic decision-making. The business owner's personal decision-making is arbitrary and arbitrary, which affects the quality and scientific nature of the decision-making.

Especially when some private business owners achieve modest success, they take it for granted that they have become entrepreneurs. They are blindly confident and are more likely to follow the successful experience and decision-making methods of the past. This type of family-owned enterprise has flexible decision-making, low standardization, and is based on experience and intuition. Information collection, processing, and utilization are irregular. Information communication methods are mainly informal encounters. The accuracy and operability of information results are poor. For Modern information services such as market research, policy analysis and management consulting are very unfamiliar.

Rough decisions often do not affect their success, but in the long-term development of the company, such decisions will bring endless consequences. Third, there is a lack of scientific and reasonable restraint management mechanism and lack of cohesion for people outside the family.

The rights of operators are unrestricted and there is a lack of effective supervision. Enterprises do not rely on sound mechanisms for management, but rely on the subjective experience and common sense of operators, and rely on simple trust and family affection to restrain people. Replacing the system with human feelings distorts the corporate management system.

Over-reliance on the role of emotions will inevitably weaken the "system awareness" of business managers; it will be difficult to form institutionalized management. In these private enterprises, many talents often have responsibilities but no power, and they can only act according to the will of the boss in all matters. There is too much dictatorship and autocracy.

This will inevitably lead to conflicts between talents who advocate science and democracy and their bosses and the original system. They will go from being reused to being indifferent to not being used, and finally they can only leave voluntarily. (2) Disadvantages of the family system in corporate human resources management 1. In terms of human resource system arrangements, arbitrariness replaces standardization. The operation and management mechanism of family enterprises is fundamentally different from state-owned enterprises and has great autonomy and flexibility. , which has its positive side of adapting to market supply and demand, but in terms of human resource allocation, the basic personnel system is not perfect, and there is no set of scientific and reasonable system specifications and operations for the recruitment, employment, training, promotion and dismissal of employees. Procedures are often based on the business owner's past experience and subjective judgment. They are very arbitrary, more emotional than rational, and are different from inside to outside.

Positions are set up for family members based on their abilities. Relatives and friends are placed in important positions regardless of their ability. The design of positions for employees outside the family is unreasonable, with excessive responsibilities and harsh requirements. Once violations are punished too severely, This not only dampens the work enthusiasm of non-family members, but also makes it difficult to recruit high-quality personnel. Therefore, after family businesses expand in scale, they must establish a scientific and fair employment mechanism, replace "rule by man" with "regulation", appoint people on their merits, recruit talents in accordance with institutional norms, give full play to the potential of human capital, and adapt to multi-level and wide-span operations. The demand for human capital in comprehensive enterprise management.

2. In the allocation of human resources, emphasis is placed on academic qualifications rather than abilities. Most of our country's family-owned enterprises are developed on the basis of individual industrial and commercial households and various professional households in urban and rural areas, and the cultural level of business owners is low. In the process of starting their own businesses, these business owners have deeply realized the importance of knowledge to the development of the enterprise, and have recruited high-level professional technicians and managers to their own enterprises, laying a talent foundation for the further development of the enterprise. This is A very valuable transformation.

However, in terms of talent recognition, many family businesses can easily go to the other extreme: "only academic qualifications". They do not analyze the needs of the job, do not pay attention to the division of responsibilities, do not consider the hiring cost, and blindly pursue the high academic qualifications of the employees.

As a result, there is a phenomenon that doormen must graduate from a junior college and general operators must graduate from a bachelor's degree. They cherish fame without seeking practical results, and use high academic qualifications to decorate the appearance of the company as a capital to show off to the world.

This not only greatly wastes the country's human resources, increases the cost of enterprises, but also directly affects the economic benefits of enterprises. According to the survey, the core employees most lacking in family (private) enterprises are: professional marketing personnel, skilled technical workers and professional managers.

This type of personnel cannot be cultivated entirely through school education, but must be cultivated through market operation practice. family.

The importance of talents to enterprises

The following information is reproduced for reference. The importance of talents In today's era, talents can be said to be the most important. If an enterprise wants to grow bigger, it must pay attention to it. Talent.

If we build the Great Wall, talents are the cornerstone; if we build a building, talents are the pillars; if we build an enterprise, talents are the guarantee of success. If you want to make your company bigger and don't want to be a small workshop owner, you must pay attention to talents.

No matter what career you are doing, talents are the guarantee of success. In ancient and modern times, at home and abroad, whether it is governing a country or an enterprise, those who win the hearts of the people will win the world, and those who lose the hearts of the people will lose the world. This is a truth that no one can deny.

Liu Bang defeated Xiang Yu, unified the world, and established the Han Dynasty, and he was very happy. One day, he held a banquet for his ministers. During the banquet, he took advantage of the wine and asked the ministers: "Do you know why I was able to conquer the world, but Xiang Yu lost the world with so many troops?" Some said: "You run the army harshly, even harshly; Xiang Yu is too benevolent and righteous."

Some said: "Your greatest characteristic is that you reward those who have merit and punish those who are guilty; but Xiang Yu is jealous of the virtuous." Those who are capable will be harmed, and those who are capable will be doubted. This is the reason why you win the world and Xiang Yu loses it." Liu Bang smiled and said, "You only know one, but I don't know the other. The main reason why I can conquer the world is that I am good at knowing and employing people.

When it comes to strategizing and winning from thousands of miles away, I am not as good as Zhang Liang; managing the country, appeasing the people, and providing logistical support for the army. I am not as good as Xiao He at work; I am not as good as Han Xin in commanding millions of people, winning battles and capturing attacks. These three men are outstanding among men, and I can use them boldly; but Xiang Yu has Fan Zeng but cannot use him. This is the reason why I can win the world, but Xiang Yu loses it."

What inspiration did Liu Bang give us? As a leader, you don't necessarily have to have deep professional knowledge, but you must know leadership knowledge, especially the knowledge of recognizing and employing people. The more proficient in the knowledge of identifying and employing people, the better. Liu Bang was a businessman who didn't like reading and didn't know martial arts, but he was proficient in knowing and employing people, and finally conquered the world.

Xiang Yu was born in a family of officials. He was well-informed and courteous, and had strong martial arts skills, but he did not know how to know and employ people. In the end, he had to perform a performance of "Farewell My Concubine" to get rid of the problem. The lessons of history are worth pondering.

In what aspects is the importance of talents to enterprise development reflected?

I think: The importance of talents to enterprise development is reflected in several aspects

First, it is conducive to deepening corporate reform

Second, it is conducive to enhancing the corporate governance Competitiveness

3. It is conducive to cultivating and creating a team of excellent managers and improving the management level of the enterprise

4. It is conducive to attracting and retaining people with professional technologies and skills Various types of talents

5. It is conducive to improving the overall quality of the workforce

6. It is conducive to enhancing the cohesion and attractiveness of the enterprise

In short, because of different The industry has different characteristics and actual conditions, which determines that different companies have different needs for talents, and therefore also determines that their understanding of the importance of human resource development and management is not completely consistent. Despite this, there is a unique and universal law that has gradually been recognized by people, that is: human resources are the most important resource of an enterprise and the source of its core competitiveness. Only by doing a good job in talent development and management can an enterprise become bigger and stronger and remain invincible forever.

The role of talents in enterprises

Talent science has become a discipline, so it naturally needs a scientific definition. The formation of disciplines and definitions requires a process. It is from this point of view that I concentrated on studying this issue, with the intention of provoking new ideas and promoting its unification.

1. Optimize the allocation of human resources.

Talent resource allocation is the basic project of human resource management. Due to the lack of scientific talent evaluation technology in traditional personnel management, human resources are not allocated reasonably and appropriately, resulting in idle, buried and wasted organizational human resources. People, finances and materials cannot be integrated organically, which affects the development of social economy and the organization itself. The use of advanced talent assessment technology will help gradually optimize the allocation of talent resources. Because talent assessment can test the quality, strengths and weaknesses of talents, and understand their strengths, interests and hobbies. Mastering this information can provide an objective basis for the human resources department to use and place personnel, and provide a scientific basis for decision-makers to make personnel decisions.

2. Promote the pace of talent development.

Correct personnel decisions must be based on the accuracy of information and the scientific nature of analysis and research. Modern talent assessment provides effective ways and methods to obtain information. The implementation of modern talent assessment can not only discover outstanding talents and scarce talents, but also clarify the strengths and weaknesses of talents, strengthen training, maximize strengths and avoid weaknesses, and maximize the potential of talents.

What is the role of talents in enterprises?

Talents are those with abilities. In my opinion, everyone has a talent, so everyone can be a talent.

However, because most people have not discovered their talents, and the surrounding environment does not provide opportunities to try and display them, their talents have not been transformed into abilities and can only be called potential talents. Effective incentives for these potential talents are often low-cost, highly effective, and can also provide strong support. Talents also need to be recognized by Bole, which means that potential talents need to be effectively stimulated, promoted and discovered.

I believe that the real characteristic of talents is that they have greater room for development. For example, for computer programming talents, it is not about how good they are at programming now, but whether they have development potential in the future and whether they can continuously improve their programming level and even form their own system to surpass their predecessors.

The talents mentioned in general textbooks and research materials now refer to outstanding people with real talents and knowledge in all walks of life who have shown their abilities. Either a scholar with profound knowledge, a doer with rich experience, or an expert with a specific skill. Their concept of talent is actually explicit talent. Overt talents have the following characteristics:

1. Talented, with talents and abilities that exceed others. Be unique in at least one aspect and outperform others.

2. Have foresight, at least in terms of expertise, and have a deeper understanding of problems than the average person; have strong analytical and judgment abilities, be good at seeing the essence through phenomena, and be good at grasping changes in things laws and development trends.

3. Have pioneering spirit and innovative ability. Discover something, invent something, create something, be unique.

Dennison, a behavioral scientist at the University of Michigan, divides talents into seven levels:

① The first level is highly creative and imaginative, and often comes up with clever ways to solve problems. problem, and is considered the most creative person in the department;

② The second level is good at using new and original methods to solve problems, and can put forward many good opinions;

③ The second level The third class has more new opinions than the average person, can ask some thoughtful questions, think about different methods to solve them, and occasionally makes imaginative suggestions;

④ The fourth class can use Others' opinions, but his own opinions are mostly old and well-known;

⑤The fifth class often asks colleagues for advice when doing a new job and relies on the suggestions of others;

⑥ The sixth level has no obvious originality, rarely provides new insights, and is accustomed to the same old working methods.

⑦The seventh class is content to do whatever they are told. The working methods are the same and they do not want to modify them when they are not appropriate.

In fact, everyone has a need for development and a desire to create and destroy. The development of things is a process of getting rid of the old and welcoming the new, and people are no exception. A truly outstanding leader does not lie in his own abilities, but in whether he is good at using people, calling on and coordinating the abilities of subordinates, so as to maximize the power of the organization. The competition of management is the competition of talent advantages. Talent development is of extremely important significance.

Now, the problem we face is how to define talents, how to make subordinates become excellent talents, how to give full play to the abilities of obvious talents, how to keep potential talents confident in the face of obvious talents, etc. wait. We can also see a leader's leadership level and leadership art from the solutions to these problems.

Opportunities for success are earned by oneself, not given by others.