In the end, the competition of enterprises is still the talent! Understand these points and avoid being eliminated

In the eyes of a good leader, there are no useless people. A good leader will make full use of people and power, and strive for the best and most reasonable allocation of people and power.

At the same time, a good leader will make good use of "people's shortcomings" to make various people complement each other and win.

So what method did they use?

In the final analysis, enterprise competition is talent competition. As we see Microsoft's top talent being poached overnight by rival Google, we need to think about how the company can attract and retain talent in today's fierce competition for talent

Of course, as an employee, after reading it, you can also understand a lot of things.

In the end, the competition of enterprises is still the talent! Understand these points and avoid being eliminated

01

Find the right person to do the right thing

Management guru Jim Collins offers many thought-provoking points in Good to Great.

Essential to our workforce management.

In the business world, almost every company and team starts with a new direction, vision and strategy, finds the right people, and moves in that direction.

But Collins said companies that go from great to great have embraced the concept of "people first," that is, the right people before determining the company's direction and strategy. Found adopted and retained.

In the words of the companies: "Look, I really don't know where to drive this car. But make no mistake: if we have the right people in the car, the wrong people can get off. Then we You can decide how to drive it to a place of excellence.”

Whether a person is "the right person" depends more on his inner personality and talents than on professional knowledge, background and practical skills alone.

Entrepreneur Liu Chuanzhi has a famous "three do not do" law, which also explains the importance of "people first".

That is: "First, don't do things that don't make money.

Second, make money, but once you fail, you can't do it if you can.

Finally, make money and you can afford to fail instantly, but you can't succeed without the right people. "

As a team leader, sometimes you may not be able to select team members and team again, once you have the opportunity, you have to take it and hand it over to HR.

It should not be done just to save trouble, you should be involved in the whole process of recruitment, selection, selection criteria and recommendations based on the characteristics of his team.

02

Make good use of people's strengths and give full play to their advantages

Liu Bang was known for his good use of people. Liu Bang asked Han Xin how many soldiers he could bring, and Han Xin said the more the better. When asked about himself, Han Xin said that the king can lead an army of 100,000 at most. Liu Bang asked him why he wanted to arrest Han Xin.

Han Xin said: "You are not a good soldier, but a good general." Han Xin's words can be said to be the real reason for Liu Bang's success.

By focusing on people's strengths and strengths, we can discover talent, use talent, and retain talent.

When a leader pursues perfect accusations, he is always picked on by his subordinates. Under the enormous pressure, people's hearts will be scattered.

And only when they have their own strengths and their own place, we will feel at ease, and the efficiency of the team will naturally continue to improve.

2.1 Be able to identify the strengths of your subordinates.

The advantages of employees cannot be seen at a glance. You need to find them. This is the premise of employing people's strengths.

There are several methods for reference: with the help of quality assessment tools and methods, pay attention to observe employees in their day-to-day work, see what they do well, and what they do effortlessly in vain, listen to your employees, Give employees the opportunity to make the most of their discoveries.

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2.2 Appropriate number of talents, and strive for the best and most reasonable allocation of human resources.

Everyone's abilities show a certain trend, that is, they perform well in some areas and only moderate or poor in others. As a manager, you should prioritize areas where talent excels.

For example: good at spatial thinking ability and poor interpersonal skills, suitable for technical positions; people with strong computing ability are suitable for accounting and investment work, strong overall planning ability and clear mind are suitable for production scheduling; human interpersonal skills are suitable for administrative , personnel, marketing and other work.

2.3 Provide employees with the opportunity to choose.

It's hard to do something you're not good at. Only employees know what's best for them, so managers must always listen to what they really think and allow them to structure their positions and roles where they allow.

The department should hire, rotate, and other measures to find potential employees, activate employees' abilities, and improve team performance.

03

Being good at taking advantage of people's shortcomings is more important than combining

Many managers can be good at being long, but being good at shorting requires both courage and wisdom.

There is no perfect ideal person. The key to employing people is to be inclusive, integrated and complementary. They can take advantage of their strengths and weaknesses.

In the Qing Dynasty, the general Yang Shizhai asked the deaf and the mute to be servants, the mute sent secret messages, the lame guarded the fort, and the blind fell to the front.

A wise leader always follows the principle of "sages above, talents in the middle, mediocrity below, and the wise at the side", so that all kinds of people complement each other and win.

For example, let the key person be the quality inspector, let the competitive person focus on production and market development, let the cautious person focus on safety, let the limelight focus on public relations, let the stingy person focus on warehouse and attendance, etc.

In short, a monkey gave him a tree, a dragon gave him a river, a hero gave him a mountain, and a wise man gave him some questions to think about. If that's the case, everyone on the team is a 'maximum horse'.

04

Classification management, differentiated treatment

Businesses usually have three types of people.

4.1 is "people and wealth", accounting for about 10 - 20%.

According to the principle of "28 rules", 20% of the people in the enterprise, 80% of the output is far greater than their wealth input, they are valuable scarce resources, enterprises must make full use of, reuse, do your best to prevent "

soil erosion".

Losing these people will not only directly hurt your business, but it will also shape and help your competitors.

Therefore, managers should not forget the biggest and most fundamental competition for talents when they are busy with operation and market competition.

4.2 Another type of people is "people", accounting for about 70-80%.

Their output is basically equal to or slightly larger than their input. For this part, we should strengthen the training, cultivation and improvement of attitudes, knowledge, skills, habits, cultural identity and so on.

Turn them into "human wealth" as soon as possible.

4.3 The last category of people is "man-made disasters", accounting for about 5-10%.

These people are the worries of the enterprise, their output is less than their input, and even the direct or indirect negative output. Therefore, it is necessary to establish a removal mechanism for relentless and soulful cleaning.

In short, we should protect the wealth of the people, change the lives of the people, and eliminate the scourge of mankind. Only by treating them differently and managing them by category can we keep our teams alive and dynamic and create a positive entrepreneurial atmosphere.