When you do things, you must be careful and you must be careful, otherwise you will suffer from it.
In the workplace, we must pay attention to efficiency in everything we do, but this is not the case in personnel issues. Other decisions must be made quickly, accurately, and forcefully, but personnel issues are completely different, and personnel issues must be complicated and slow.
When you do things, you must be careful and you must be careful, otherwise you will suffer from it.
Because there are three characteristics in the employment of people in the workplace: one is long-term effect, it is difficult for you to change after I use you; the second is demonstrative, after using this person, it will lead a bunch of people as the direction of the wind, what did you use? Such a person, what kind of future is used, and what kind of person the organization encourages to take the lead; the third personnel issue is the political issue, and the decision-making of personnel is different from the decision-making of things, because things need quick responses - I would rather shoot Wrong, I can't help but decide. Hesitating to do things is more harmful than the consequences of your decision being wrong. It is better to take the wrong picture than not to take it, nor to hesitate, the opportunities are equal, when you hesitate and wander, things are fleeting. And if you make a mistake, move forward, if you can't, you can correct it immediately.
But the personnel problem is different. If you want to correct the personnel problem, it will affect the whole body. It consumes too much energy, and the cost is huge. One must be careful when doing things, and people must be careful, otherwise they will suffer.
When you do things, you must be careful and you must be careful, otherwise you will suffer from it.
Why is it complicated?
Personnel decision-making generally requires inspection, preparation, discussion, announcement of lists, open elections, and post-mortem evaluations. It can be said that the evaluation of this personnel standard has been particularly complicated since ancient times.
There are three stages in selecting candidates in ancient China. The first one is called filial piety and honesty, and the recommendation system. I think you are filial and honest, so I recommend you. There is no standard for this. I think you are it, or it is not. The second and ninth grades are in the normal system. People are divided into three, six, nine, and then the family is promoted, and finally the imperial examination system. There are many things in the imperial examinations, and there are various systems after that. It can be said that there are too many factors to promote you. Since ancient times, China has not had a very simple stage for you to ascend. There are two reasons:
- Let you not feel the direction
If you can't find the direction, you have the power above, and let the people below give gifts, flatter you, and waste a lot of your cost. Once the standard is clear, it loses power. According to the regulations, according to the standard, it is like an exam answer sheet. If you pass the exam, you will pass the test. What power does it have? He was out of control. As long as the standard is clear, someone will test 100 points, and he will exceed your range.
It's just like selecting a cadre, it's impossible to say that this matter is given 1 point, that matter is given 2 points, and the completion of the standard is OK. You can be promoted, but it is impossible. In terms of power, there can be no clear rules, and with clear rules, there can be no power. Therefore, personnel issues must be complicated.
When you do things, you must be careful and you must be careful, otherwise you will suffer from it.
Second, let you be grateful
You can't just get promoted and get this position. You will not cherish this position easily. You have passed through layers of tests, through layers of checks, and through layers of hard work, and finally entered this organization. You will be grateful to this organization. It's not attractive at all to get into this organization casually.
Only if you invest a lot and spend a lot of energy, you will be reluctant to take this position. You will only work honestly in the later stage, because you finally got this position. If you don't listen to the leadership, if you are corrupt, you will lose this position very soon. When you invest a huge cost, you will cherish the position. Complexity is a power in itself, an investment.
When you do things, you must be careful and you must be careful, otherwise you will suffer from it.
Why be slow?
Personnel issues require complex games, because promoting a person requires a multi-layered game.
- Basic game
Candidates will fight each other. Fighting takes time and costs, and it needs to be fully exposed. For example, if you want to investigate an issue or want to blackmail someone, you need to find evidence and opportunities. It is impossible for me to prepare for the election tomorrow, and I can’t prepare it at all. In other words, human nature cannot be fully exposed. The grassroots through a slow process, three months, five months, through repeated confrontation of human nature, to reflect this struggle. Fully exposed, let the best people come up.
- Middle-level game
For the middle-level staff, if the following employees are to be promoted, it is the person who mentions you or the person who mentions me. There is still a game between the leaders. This is a balancing process. The middle-level game is to divide the fruit and achieve the balance of power.
- High-level games
The high-level game is to activate the vitality of the organization. This is the catfish benefit, through this position, let the following move.
When you do things, you must be careful and you must be careful, otherwise you will suffer from it.
If an organization does not change its personnel within one year or two years, the organization can be said to be half-dead. It has no vitality and no power. Some people must be moved so that everyone can express themselves. If you see that you will not be promoted within five years, then I will not do this project. If you say that you will be promoted in half a year, then I will go to this project.
Therefore, personnel decision-making must be complicated and slow. Only when these two characteristics are achieved, can the control of organizational personnel decision-making reach a relatively high level.