Workplace Debate Episode 62: Should there be a talent reserve?
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To put it simply, the company’s main business is not related to us; we only come in handy when a project comes along from time to time. It’s not about design work; rather, it involves on-site construction. This includes reviewing the owner’s drawings and specifications, identifying problems and coordinating with detailed designers to resolve them, converting detailed design documents into on-site construction documents, and providing technical support for construction and installation on site. This raises a question: is it necessary to have a reserve of professionals in related fields?
With one carrot per hole, how can you manage things? Only when there’s a sense of urgency due to the threat of losing the job will people listen to instructions and work hard. Right now we have one carrot for two holes, and it’s simply impossible to manage things. What will you do if the person in charge decides to quit?
How to manage without rewards, a elimination mechanism, or changes in salary? When there are no projects, they’re extremely idle; once there are projects, they start complaining.
To develop, reserves are necessary, and those reserves are also planned.
That’s what they say, but the problem is that before middle-level managers retire, things won’t reach a point where nothing can be done. Everyone prefers to do things they are familiar with, as it’s easier and yields higher profits. As for the company’s transformation, everyone has retired – why worry about it anymore?
For certain key talents. It is difficult to access the market, and the development cycle is long. For certain positions with high turnover, it is necessary to identify as quickly as possible the real reasons behind this high turnover, while also putting in place appropriate backups to avoid disruption.
It’s not really crucial either; it’s just a retention of the organizational structure for qualification reviews. When there are actual projects, it’s easy to recruit people; it’s just a matter of their skill level.
With the rapid development of modern society, I think it’s possible to have some reserves, but not too many. When a project starts, a large number of workers are indeed needed; in such cases, it’s acceptable to use external contractors!
I think what’s needed is someone who specializes in coordinating with design institutes. It seems that this position wasn’t actually necessary; it was only created because the skills of the current staff aren’t sufficient, which is why such a person was hired. In any case, everything will eventually be used for production, so I think it is necessary to involve those who will be involved in production management in the future. Reading drawings, identifying problems, and guiding installation are also qualities that a production manager should possess, as all of these are intended to serve future production. But if it’s really only those who are good at production that are available, then there’s nothing else to do; in that case, a project team can be established and a few people can be hired. So, in my opinion, it wasn’t necessary originally, but perhaps there was no other way.
There must be a backup, right? Even for a **grand parade, there’s a backup! Who can guarantee that workers will keep working without taking breaks or encountering any other accidents?
Oh, it’s more or less a connection! It’s just a joke about taking the owner’s documents and converting them into production documents. The specialized terms that are necessary should be retained ； But for some specialties, if there are no relevant projects for a while, should one still build up expertise?