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In the workplace, we often find this phenomenon. Many people have worked for more than ten years, but they still have no sense of existence and are completely dispensable. Such people are generally relatively honest people. For such employees, the leader will occasionally encourage you and ask you to do a good job, but he will never promote you when the critical moment comes. Why do leaders not like to promote honest people? 01. "Recommended students" in the company. The company has departments responsible for organizational development and leadership development. After layers of screening and discussions by company executives and the human resources department, employees who enter the high-potential talent list and successor list are equivalent to the company's "recommended students" and have received a high-speed rail ticket to the workplace. Some people have difficulty getting onto company succession planning lists early in their careers, but companies that have been in business for many years have more or less high-potential talent development plans. Through observations of many companies, I define high-potential talents as “outstanding talents with good educational backgrounds who can take on future jobs after systematic training and development.” The core of the high-potential talent plan is "finding positions for talents." The selection of high-potential talents is a dynamic process. Senior executives and the human resources department must have a clear understanding of the selection criteria and the standards must be consistent. The selected people are usually better and more potential than their peers and people at the same level, and have obvious advantages in comprehensive abilities, experience, personal qualities, etc. The little lotus has just revealed its sharp corners, and a dragonfly has already stood on it. This kind of screening prevents talents with good qualifications and great potential from being buried. 02. Avoid "kidnapping" oneself and "kidnapping" others. Some people leave no room for discussion when negotiating salary, and always compare every penny. The final salary is a little higher, but it destroys their image in the minds of leaders and human resources departments, leaving them with the impression that they only value money and not people. In daily work, there are many things that will trouble leaders and human resources departments. One of them is being "kidnapped" by high-potential talents. What is the problem? First, there is a problem with the entrance to talent selection. The main methods of talent screening in enterprises include talent inventory, manager nomination, potential assessment, etc. Among them, the most commonly used method is the assessment center. During this process, candidates will participate in simulated work scenarios. Leaders and human resources departments will work independently or in teams to observe and analyze the candidate's behavior, psychology, performance, and abilities during this process through a variety of assessment techniques and methods. Sometimes, the report given by the assessment center may not be fully accepted by the talent or the talent manager. Sometimes, managers question whether a talent's performance in a stressful environment is significantly different from their normal performance. Second, talent development plans are unrealistic. When formulating personal development plans, the strengths and weaknesses of talents should be fully considered, so that talents can continue to leverage their strengths and make up for shortcomings in a step-by-step manner. Personal development plan includes learning on the job * , learn from others * and formal training. In the process of implementing personal development plans, there is a link that is often overlooked by leaders, human resources departments and talents, and that is the transformation process from knowledge to ability, from knowing to being able to do it, and from being able to do it well. Third, talents have misunderstandings about salary incentives. Most leaders and people in HR use market data based on the 75th percentile as a reference when setting salary standards for high-potential talents. The so-called 75th percentile means assuming that there are 100 people in the market doing the same job as you, and your salary is higher than the salary of 75 of these 100 people. This is the company's preferential policy for high-potential talents. For enterprises, ensure the achievement of phased goals and cultivate key talents! For employees, quickly improve goal management and team coaching capabilities! Biduhai Enterprise Management uses goal coaching to follow up the whole process and effectively builds learning * Type self-organization, quickly transform managers into target coaches, and create an echelon talent training system.