How to understand the principle of righteousness?

The biggest task of enterprise survival is to cultivate talents.

"The biggest task of enterprise survival is to cultivate talents" is a principle put forward and followed by Japanese Dai Rong Company.

For every enterprise, the importance of talents cannot be overemphasized. There are two sources of talents, one is absorbed from the outside world through recruitment, and the other is cultivated by enterprises themselves. The two complement each other. A successful enterprise does not necessarily attach importance to the cultivation of talents, but a successful enterprise must attach great importance to the cultivation of talents. Numerous examples of successful enterprises at home and abroad strongly prove this point.

Many successful companies have set up various training universities for ordinary employees. Motorola established Motorola University for staff training; Ericsson also established Ericsson China College in China; IBM's training in China is nicknamed "Devil Training Camp"; On the other hand, Cisco has formed a unique E-learning multimedia training environment in the ubiquitous and never-ending Internet world. There is no boundary between employees' work and study. You can pick up your headphones and enter the learning state at any time. Lenovo Group also established Lenovo School of Management, with former president Liu Chuanzhi as the dean.

Famous enterprises spend a lot of time on employee training.

Samsung Group is the first enterprise in Korea with a comprehensive employee training center. Li Bingzhe's calligraphy plaque "Talent First" hangs in the training center. At the Samsung Training Center, the first thing I received was the education of loving Samsung. Through education, cultivate employees to love Samsung, serve Samsung faithfully, and establish the concept of "I am Samsung, and Samsung is me". Secondly, students receive different kinds of education and training according to their actual needs. Before the end of the training, they will also receive a training on "adapting to life and improving marketing ability". The method is to give each student two Samsung products and send them to the countryside by car, so that they can sell them separately and come back after selling the goods.

IBM, which has been pursuing Excellence, has also gained successful experience in personnel training and sales staff training. Specifically, IBM will never let an untrained or untrained person sell the front line. In their view, what salespeople say, do, say and do has a great influence on the company's image and credit. Rushing into battle without adequate preparation will kill a potential salesperson. Therefore, the company has sufficient training funds, strict planning and reasonable structure. Once the training is over, students will have enough skills to deal with users confidently. In recent years, the company has replaced less than 3% of the front-line sales staff. So from the company's point of view, the recruitment and training work is successful.

Middle managers play a vital role in the inheritance of corporate culture and the good implementation of the system. Managers are not good at managing people, which will hurt the morale of employees and reduce the combat effectiveness of the team. Inferior management will inevitably lead to the alienation of employees, and the quality of managers directly determines the management level of a company. Therefore, in the training of managers, world-renowned companies spare no effort.

Most of Panasonic's leaders and cadres above directors are trained by the company itself. In order to strengthen regular education and training, the head office has an "education and training center", which consists of eight training institutions and a higher vocational school to train managers at different levels.

In order to adapt to the development of the cause, Panasonic Personnel Department has also stipulated the following auxiliary measures:

First, the self-reporting system. After working for a period of time, cadres can take the initiative to "apply" to the personnel department for transfer and promotion, and can also be promoted and used after passing the examination.

Second, the internal recruitment system. When there is a vacancy, the personnel department can also recruit suitable candidates from within the company, and it is not necessary to promote cadres in turn according to their qualifications in the original unit.

Third, the study abroad system. We regularly send technicians and managers to study abroad. Besides sending overseas students to Europe and America, we also send overseas students to China. Peking University and Fudan University have students sent by Panasonic.

Because Panasonic puts talent training in the first place and has a set of methods to cultivate people, unite people and use people, it has trained a group of entrepreneurs and experts since the establishment of Panasonic system. Most cadres at the level of career minister have received higher education and are familiar with modern enterprise management. Many of them know one or several foreign languages, often go abroad for inspection, have a wide range of knowledge, are younger and more capable, and are ambitious, eager to occupy the world market and have the ambition to win in the fierce competition. This is the premise for Panasonic to achieve efficient management.

An enterprise is a school that trains people first, and then trains enterprises. With qualified personnel training, the concept of the enterprise can be well implemented, and the management of the enterprise can carry out normal metabolism and maintain a new situation. Only in this way can enterprises be in an invincible position in the fierce market competition.