The employment of enterprises is a very wide range of topics, which not only examines the ability of the senior managers of the enterprise to successfully control the enterprise organization, but also examines the quality and mind of the senior managers of the enterprise who are far-sighted, strategic, and decisive in the future.
For managers, the way of employing people in an enterprise lies in knowing people well and employing people's strengths. The so-called knowing people and being good at their duties is to understand and grasp the characteristics of employees, and reasonably arrange them to work in the corresponding positions to achieve the purpose of making the best use of their talents; The so-called longevity of employment is to try to give full play to the work expertise of employees in the work, in order to be able to achieve the advantages of employing people must understand and master the characteristics of employees, so in a sense, knowing people and employing people is consistent.
Employing people's strengths is a problem that is widely valued by managers in enterprises, but it is a problem that is easily ignored when it is really implemented.
1. The well-known strength of employing people.
When it comes to employing people's strengths, every one of our managers will be very aware of this truth and are practicing this truth. The most basic feeling is that with the right person, things will be done smoothly and well; If you use the wrong person, it is easy to have large repetitions and twists and turns, and even if it is completed, there will be more or less deviations.
Every manager wants to achieve the best in employing people, which is a thing that is beneficial to the individual employee, the manager and the enterprise. For employees, being able to give full play to their own strengths in their work is conducive to the formation of work performance, the establishment of work confidence and the establishment of a sense of responsibility, and is also conducive to the continuous improvement and enhancement of their own expertise. For managers, accurately discovering and giving full play to the strengths of employees in their work is conducive to the improvement of management level, and is also conducive to cultivating employees to become right-hand men in their work, sharing the corresponding work, so that they can concentrate on thinking about more complex and important problems; For enterprises, the ability to make the best use of their talents is not only conducive to the optimal use of resources, especially human resources, but also conducive to the improvement of enterprise management level.
Here we need to answer two questions, one is how to realize the advantages of employing people, and the other is how to realize the advantages of scientific employment.
At present, the realization of the advantages of employing people in the enterprise still mainly depends on experience.
In the process of gradual accumulation of enterprise management practice, the managers of enterprises have formed their own set of employment concepts and methods, and skillfully use various methods to achieve the purpose of effective employment under the guidance of the concept. However, the concept is different, the method is different, resulting in a different understanding of how to better realize the advantages of employing people. Some friends who are engaged in management work talk about this matter mostly by feeling and judgment, that is to say, the length of employment mainly depends on the personal practice of managers, the higher the level of cultivation and employment, the more in place the length of employment, the low level of cultivation and employment, and the ability to do it in place, but it is difficult to form a unified statement on how to do it more effectively.
The realization of scientific employment is being accepted by more and more enterprises.
The strength of scientific employment is to achieve a reasonable match between people's ability and work tasks through a set of systematic and scientific methods. Through the grasp of the two elements of people's ability and work tasks, a reasonable match between people and work is achieved: simple work is done by people with low ability, complex work is done by people with high ability, and through the continuous training of people with low ability, people with low ability can do complex work after their ability is improved. In fact, it is to achieve the matching of human abilities and work tasks at different levels of work.
It is necessary to avoid it in the process of employing people: simple work tasks are done by people with high ability, which is a waste of human resources from the perspective of resource utilization, and people will be dissatisfied with the existing work; Complex work tasks are done by people with low ability is small and large, and small materials will have an impact on the completion of work tasks, and a failure in the allocation of human resources in the enterprise, people will also have a sense of frustration, and then lose interest and efforts in work.
In practical application, the method needs to be organically combined with the development strategy and corporate culture of the enterprise, and the specific combination of the method and the actual situation of the enterprise is achieved through the refinement of the two elements of human ability and work tasks.
The length of employment under colored glasses.
The so-called "indiscriminate flowers gradually want to charm the eyes", in the actual employment process of the enterprise, due to the influence of subjective factors such as people's cognitive level, cognitive habits, and cognitive preferences, resulting in a great difference in the concept of employing people, so that it invisibly puts on colored glasses for managers, which is reflected in the specific employment of what we usually call the halo effect. There are two extreme manifestations, one is one good and one is one bad. Both of these situations are very common in both state-owned and private enterprises.
When we look at people with colored glasses, we will find that some people are more "pleasing to the eye" the more they look, while some people are less "pleasing to the eye" the more they look. For those who are pleasing to the eye, we will provide them with more opportunities and space, and for those who are not pleasing to the eye, we will become picky and harsh on them. In fact, these are unfair to individual employees and undesirable for the development of enterprises.
As a manager, when we are ready to let employees take on greater work tasks or complain that some employees do not work hard and are ready to replace employees, should we calm down and think about the question of employing people's strengths, and carefully think about whether such a practice will cause problems in employing people's strengths, whether we can arrange employees to suitable jobs, and whether we can make employees play their strengths in the work normally.
The "long" and "short" are imperceptibly misplaced.
Managers have reason to believe that the strengths of employing people can be realized, but they cannot consistently insist on employing people's strengths, which is often a matter that managers ignore. Although we clearly know the advantages of employing people's strengths, and we also clearly know the disadvantages of employing people's shortcomings, we have imperceptibly displayed the dislocation of the strengths and weaknesses of employing people.
This subtlety comes from many aspects, mainly reflected in four aspects.
One is the bias of managers.
As we analyzed earlier, when managers wear colored glasses to treat the problem of employing people's strengths, there is a subjective bias of managers in employing people. Of course, we should admit that no amount of scientific methods can completely avoid the role of such subjective factors. Due to the subjective bias of managers, it is easy to lead to the occurrence of two wrong practices in employing people with too much material and too little material for overuse.
The second is the change of work tasks.
No one's work in the enterprise is static, and when the work task itself changes, the work task becomes relatively simple or becomes relatively complex, and there will also be a mismatch between people and work.
The third is the change of employee ability.
The ability of employees is also a variable factor, some people can gradually improve their work-related abilities through their own efforts and the cultivation of the enterprise, while some people do not want to forge ahead, only satisfied with the status quo of work, in fact, his ability is declining. The change of employees' ability will inevitably cause incompatibility with the work tasks they are engaged in, and if they are not adjusted in time, there will inevitably be two results: one is that the people with enhanced ability are dissatisfied with the status quo and jump ship, and the excellent human resources that the enterprise has worked hard to cultivate will be lost; Another situation is that people with reduced ability are overstaffed and work efficiency is low, which will have an adverse impact on the development of the enterprise in the long run.
Fourth, the development of enterprises.
The characteristics of enterprises at different stages of development of the life cycle are different, and the requirements for people and work tasks are also different. In the start-up period, the scale of the enterprise is relatively small, and the requirements for the completion of people and work tasks are relatively low; In the growth period, the scale of the enterprise is rapidly expanding, which requires the personal growth of employees to be able to adapt to the growth of the enterprise, and the requirements for the completion of people and work tasks are also constantly improving; In the maturity period, the scale of the enterprise reaches a large stable state, and the requirements for the completion of people and work tasks will also reach a relatively high stable state; In recession, the size of the business will be reduced, and the requirements for people and tasks to be completed will be reduced.
Therefore, a more reasonable approach for managers is to look at the strengths of employment dynamically, adjust the employment strategy in a timely manner according to various changes, and achieve consistent employment strengths.
The people who hire people are the key.
Enterprise managers, especially the senior managers of the enterprise, are the key to employing people, in order to achieve consistent employment, it is necessary to ensure that all major aspects of human resource management can pay attention to the advantages of employing people.
First, we must discern people.
In the process of selecting talents, managers are required to take off their colored glasses and treat the identification and introduction of talents with a peaceful attitude and based on the future development of the enterprise as much as possible. The selection of personnel should be combined with the specific work tasks and the development of the work tasks, and the demand for people's expertise should be reasonably determined for the work tasks.
Second, we must educate people rationally.
Enterprises should be willing to invest in talent training, only reasonable investment can have a reasonable return, and at the same time to open up the internal growth channel of talents, provide a good development platform for every employee who contributes, and design a reasonable career plan with employees. When the ability of employees does exceed the existing needs of the enterprise, and the existing resources and capabilities of the enterprise are difficult to meet the needs of employee development, the enterprise must have the courage to let employees go out to realize their own pursuit.
Third, we must focus on employing people.
More importantly, we should focus on employing people's strengths, especially in the process of employing people, we should give full play to the expertise of employees, and adjust them in time according to relevant changes, so as to dynamically realize the reasonable matching of people's expertise and work tasks.
Fourth, we must be generous to others.
Managers can do as much as they have big hearts. Business leaders who are good at treating people with generosity will continue to take the enterprise to new heights. We must remember that we are using people's strengths, not people's shortcomings, no one is perfect, and everyone will inevitably make some mistakes, so managers need to deal with them generously.
Fifth, we must keep people sincerely.
Incentive mechanism is an important means for enterprises to retain people, a sound incentive mechanism not only reflects the wisdom of senior leaders of the enterprise, but also reflects a kind of sincerity, which is a kind of return and respect for people to make the best use of their talents.
In short, people are the most valuable wealth of an enterprise. Being able to consistently and effectively give full play to people's strengths is beneficial to the enterprise and individuals. Of course, people are an important active resource of the enterprise, so the use of people's strengths is a challenge, requiring the managers and employees of the enterprise to continue to make efforts in their work.
Second, select people and gather talents, and have a long-term vision.
First, recognize talents from the big picture.
If you only see one of the other party's insignificant advantages and shout "talent", or see the other party's small shortcomings from the peep tube and scold them for their incompetence, this is all wrong. Talent must be considered from the big aspect, from the near to the far, from the small to the big, that is, the so-called long-term knowledge. Otherwise, it will be "a leaf blind, not seeing Mount Tai".
Second, identify talents from the subtleties.
Even if the talent is highly capable, its small problems cannot be ignored. The anthill is not small, but if you don't pay attention, it will surely break the embankment. A person has shortcomings of one kind or another, and sometimes they are fatal. If you only focus on the present and do not consider the long-term, you will miss out on knowing people. Wise people are more focused on seeing the big from the small and the near to know the far, so as to make their own judgments, whether to use or not.
Third, observe and identify talents from practice.
Real gold is not afraid of fire, and real talent is not afraid of inspection. If it is a talent, in the important task entrusted by the leader, give full play to his talents, so as to be known; Leaders, by letting their subordinates do things, they know the size of their subordinates' talents, and then judge what to let them do. Entrusting responsibility is not only the embodiment of leaders knowing how to make good use of people, but also the key to leaders knowing and making good use of people.
Fourth, recognize talents without sticking to one pattern.
I am born to be useful", everyone has their own advantages, and to know the strengths of others, the key is to emancipate their minds, break the shackles of stereotypes and bad habits, eliminate personal subjective love and hate, that is, to discover talents without sticking to one pattern. The "one style" of "eclectic" refers to the existing norms or habits of the predecessors, and only by breaking the "one style" and boldly employing people can we use good people and do good things.
Second, the employment of people must be virtuous and skillful.
In the process of employing people, enterprises must first have a new understanding of virtue and talent. How to look at virtue and talent, according to the interests of the enterprise to set the standard. Generally speaking, if a person can get along with his colleagues and will not harm the interests of the enterprise, he is a virtuous person; If a person can handle the things in his own hands, he is a talented person. A virtuous person is a villain, and a virtuous person is a gentleman; Talented people are talents, and people without talents are mediocre talents.
The importance of talent complementarity to the company is like the importance of various organs of a camel. Camels have long eyelashes that keep sand out of their eyes, allowing them to discern their way forward in a strong storm; The towering hump is able to store enough nutrients and water to avoid hunger and thirst during long journeys; The thick, wide soles of the feet greatly reduce the tremendous pressure on the sand when bearing weight, so that you can walk freely in soft sand. In the same way, only with the "eyelashes", "hump" and "soles" of a camel can enterprises get out of the desert and run to the oasis of their careers.
3. Ability and personality are more important than knowledge.
In practical work, it can often be found that although some engineering and technical personnel are not highly educated, they often have deep professional knowledge and strong practical work ability; On the contrary, some highly educated personnel, although they perform well in all aspects, do not have outstanding characteristics. The level of a person's actual work ability cannot be seen from the academic qualifications or the results of the written test and interview obtained when applying for employment. With practical work experience, it is not necessarily necessary to be strong in ability and creativity. In particular, when selecting career development talents, they mainly look at their comprehensive basic ability. Just like selecting an athlete, the key is to see if he is a good material and whether he has development potential. Therefore, a high degree of education does not equal a high level of ability. In the recruitment process, more attention should be paid to recruiting those who are highly capable. Of course, ability is important, but noble personality is even more precious.
Fourth, break the routine, "little people" can also achieve "big things".
The so-called "little people" refer to the general masses who have no office and no power. As a leader or decision-maker, being able to do things and employing people is a necessary foundation for the success of his career. The success of a leader's career often depends on the support, support and joint efforts of the majority of "little people".
Story: A lion caught a mouse, and the lion could not stand the mouse's pleading and released the prey that was about to arrive, and the little mouse said before leaving, "I will definitely repay you when I have the opportunity in the future." The lion said, "What can you do for me, a little mouse?" ”
Later, the lion fell into the trap designed by the hunter and was caught by the hunter with a giant net, and when his life was in danger, the little mouse led his family members to bite the rope of the giant net, and the lion was able to escape.
As a manager, you must remember: give flowers to everyone around you, including the "little people" in your mind. Don't always act superior everywhere, know that no matter how capable a person is, he can't do everything well, and no matter how good a basketball player is, he can't win the whole game alone. The energy and time you usually spend on the "little people" have long-term benefits and potential advantages. One day not so far away, perhaps just tomorrow, you will have the potential to double the rewards.
Fifth, use people properly, get twice the result with half the effort.
A team always needs a diverse variety of talents. A successful manager is not about how much he can do, but about whether he can clearly understand the strengths and weaknesses of each subordinate, and then send employees to do what they are suitable and good at when appropriate.
The key to the success of many famous companies in the world lies in the success of employing people.
As the world's largest fast food chain company, McDonald's employs people in the following ways: enterprises should first be a school that cultivates talents, and then fast food restaurants. McDonald's uses its unique professional ethics to win the market, focusing on seeking people with ordinary appearance but hard-working entrepreneurial spirit, and training its employees with the company's own experience and McDonald's spirit.
Drucker believes that in these positions and fields, only the appointment of the best people can ensure the success of the company's various undertakings. If there are enough qualified people from within, it is best to hire from outside. Even if you have to pay high salaries, you must not put mediocre people in key positions to fill vacancies or cope.
Sixth, recruit first-class talents, cultivate enterprise elites.
The definition of first-class talent is: a first-class talent is equal to fifty ordinary talents. Mr. Jobs said that when he was managing Apple, he spent a quarter of his time looking for top-notch talent. In Jobs's business philosophy, Apple has always been, and must be, a company that can be "in control." From hardware to software, from design to functionality, from operating systems to application software, Apple's products must all be built in-house so that they can be changed at any time. Apple has to make sure that when a new plan is announced, everyone who participates in it will be able to quickly turn it into a reality. This requires a group of top-notch talent to be used by Apple.
How can I make the best talent available to me? First of all, managers need to clarify the question: "Why do we need first-class talent?" Not only because they are better than the average person in terms of ability, but because they understand the operation of the company better and can better lead and unite the whole team to work with one person. In the treatment of first-class talents, entrepreneurs must not be condescending and think that they are their leaders, but should face them as friends. It took Steve Jobs four months to get Scully to join Apple, and that's a testament to that.
An important driving force for the development of enterprises is talent. The acquisition of talents can be carried out not only through recruitment, but also through talent training. Only by doing such homework can enterprises establish a good talent training mechanism while absorbing talents, so as to ensure that talents become an important driving force for enterprise development.