Seven strategies for corporate talent

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Seven Strategies for Corporate Talent Let B-level people do A-level things. This is a successful approach to developing talents. It means to let those in lower positions take higher positions, with the purpose of reducing burdens and promoting growth. Our traditional approach is to use people according to their abilities and arrange things according to the level of people. Letting B-level people do A-level things is different from high consumption of talents and talent overload. It is more scientific and just right. It makes employees feel slightly stressed but not too stressed. The job position is slightly challenging, which helps to motivate employees to work hard. 　　Adjust immediately when performance is peaking This is an out-of-the-box approach. The growth of talents is regular and the growth of human talents is cyclical. Usually, a person should work in a position for three to four years. The first three years are the sum of advantages, and the last three years are the sum of disadvantages. Therefore, experience is also a kind of wealth, and it is better to give it to talents than to mediocrity. Timely adjustment of positions and positions of outstanding talents will be of great benefit to their continuous improvement and growth. This is one of the effective methods to create compound talents. 　　The proportion of outstanding employees must reach more than 70%. For a long time, whether it is an agency, institution or enterprise, when summarizing awards, the proportion of outstanding employees has generally been within 30%. Since the implementation of the civil service system, the number of outstanding employees in the annual assessment has been controlled within 15%. This practice seems to have become a social practice and has been widely recognized. Under such a social background, we found that a few units do the opposite, and the number of people rated as excellent at the end of each year always remains above 70%. After in-depth understanding, it was discovered that the basis for their argument was: The behavior of the majority should be regarded as normal behavior, and more than 70% of employees should be rated as excellent, which will help motivate the majority and beat the minority. 　　Let employees do whatever they want. Some people say, this is fine. Employees can do whatever they want, and it won't be a mess. If they all want to be managers, secretaries, county magistrates, and mayors, how can there be so many positions? That’s not what I mean here at all. As we all know, under the conditions of the planned economy, the employment requirement is to work in a job and love it. In fact, you may not love it, and you have no choice if you don't love it. Nowadays, under the conditions of market economy, choosing a career should be based on what you love and do. The development of human resources is to create a relaxed social environment. Where possible, try our best to satisfy the interests, hobbies and ambitions of employees. Let them do whatever they like and for as long as they want. Only by choosing their own careers and feeling comfortable can each of them display their strengths and fully release their energy. Walking around management is a new management method that is currently popular in the West. Clinton is better at this method. He often used surprise attacks to enter various offices of the White House. Sometimes he would sneak in to observe other people's meetings. There are two major benefits of walking around management: First, you can have first-hand information from your staff ； Second, it can enhance the sense of responsibility and pride of subordinates. 　　Hunger therapy The so-called hunger therapy means to make subordinates eat 70% full to keep them in a state of hunger, which helps to enhance the inner vitality of employees. As the saying goes, if a spoiled child is unfilial, a fertile field will yield shriveled rice. Flowers grown in a greenhouse cannot last forever. Frequently creating a sense of crisis and hunger for subordinates can enhance their spirit of hard work, hard work, fearlessness and perseverance despite difficulties. The harder it is to get, the deeper the love. Friendship in times of adversity is as deep as the sea, and this is what the "Law of Diminishing Happiness" means. 　　Special Qualities of Leaders Leaders possess some special qualities that are necessary to develop subordinates, such as "lazy", "simple", etc. The "laziness" mentioned here means that leaders do not have to do everything personally when they encounter problems. They let whoever has to do what should be done. Everyone performs their own duties and responsibilities, and gives subordinates a certain degree of autonomy. It seems to be a rule that leaders are too diligent and subordinates are dependent on them. The "simple" mentioned here means that leaders should pay attention to the enthusiasm and creativity of their subordinates. When deploying work, they only need to tell them what to do, not how to do it, and give subordinates the opportunity to display their creative talents. If the leader thinks too complexly, the subordinates will be very simple. This is a mutually reinforcing relationship.