The Three Steps Of "Bo Le Xiang Ma"

In the early 90s of last century, IBM was in crisis.

It is generally believed that CEO, as a large IT enterprise such as IBM, is bound to be a senior person in the industry with extensive connections and experience in information and high technology industries.

According to these abilities, the headhunting Committee screened out 125 candidates, including Jack Welch, Bill Gates and so on.

But the eventual result of this massive "horse racing" campaign is unexpected. The headhunting Committee has chosen Gerstner who has no experience in the industry. This obviously does not meet the requirements of "IT industry experience".

The head hunting committee thinks that

The headhunting committee is a good judge of the problems faced by enterprises and the precise judgement of the competency required for CEO posts, as well as the courage to break through the traditional courage of "CEO must be a senior professional in the industry".

This ability based talent selection is also the only way to improve the level of human resources management.

Talent selection decision is the most important decision of human resources allocation, especially the selection and decision making of key managers.

But the question is: is it horse racing or horse racing? The purpose of both is to select excellent people.

Xiang Ma, through matching the ability and work of talents, makes predictions for the future performance of talents, and then makes selection decisions.

Horse racing is to avoid forecasting, by setting performance standards, providing time and opportunities, observing the actual performance of candidates, and making personnel decisions.

Through comparative analysis, the "Xiang Ma" mode is obviously better than "horse racing".

Not all positions can be determined through horse racing. The challenges and qualifications of different positions are different. Employees who are outstanding in current job performance may not be suitable for new jobs.

But why do many organizations choose "horse racing" instead of "horse racing"? The key is that "Bo Le does not always exist".

If there is no competent bole, the effectiveness of the horse can not be guaranteed, and it lacks credibility.

If we can train qualified bole, the accuracy and economy of talent selection decision will be greatly improved, and the development of effective "horse matching tools" is the key link.

The development and application of job competency model has solved the problem of talent selection better.

Three stages of bole and horses

Managers can optimize selection decisions and allocate human resources effectively through group selection, standard determination, application and decision making "three steps".

Group selection: "worshipers" or "pagans"?

First, we must accurately judge the problems faced by the organization, then evaluate the job needs, design competency models to evaluate candidates, and formulate talent selection decisions.

The soil of excellent Bole is a rich practice of enterprise activity.

If we can not make a precise judgement of the problems faced by enterprises, then how can we know what kind of talents the enterprises need? Therefore, Bole needs to fully assess the current situation of enterprises, focusing on strategic, cultural and operational aspects.

After reviewing and evaluating the basic business framework of enterprises, if it is confirmed that there is no need to carry out the "sore bones" change, it is only necessary to optimize and innovate locally, it is more inclined to choose an insider who can better adapt to organizational culture and have a blood relationship with enterprises. It is called C group (CONSERVATIVE), that is, conservative organizational pilgrims.

On the contrary, if we need to adopt a pformational strategy, we should give priority to those who have a sense of change and can break through the existing organizational culture, which is called R group (REVOLUTIONARY), that is, organizational change.

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This matching is very important.

In the late twentieth Century, HP experienced a period of intense change after business separation and growth slowdown. The board decided to choose R type innovators from outside to bring fundamental changes to the company. At the same time, it required the new CEO to respect the company culture. It was a C type worshipper.

This highlights the company's need for change and the contradiction between its devotion to organizational culture.

If we carry out drastic changes in strategy, if we fail to sublate traditional culture, we will inevitably bring huge conflicts.

In her autobiography, Fiorina described her many conflicts as a pformator and an introverted engineer culture, which eventually led to both sides' dismissal and dismissal, despite her satisfactory performance.

In 1993, though the IBM company was deeply rooted in the deep blue culture, the situation at that time made IBM realize the necessity of pforming culture, decided to go all out and chose Gerstner, a R type innovator.

The latter succeeded in pushing forward the strategic pformation, and successfully pformed the culture of IBM, and finally achieved success.

Therefore, Bole first needs to analyze the needs of the organization, so as to be able to clearly identify what type of giant horse needs to be organized.

Standard Determination: understanding people's "eye"

To develop competency models, we must first establish standards for performance excellence and general performance so that they can be operationalized to measure employees' performance.

The operation of for-profit organizations focuses on improving the performance of organizations and posts, improving the guidance of performance management system, enriching the evaluation dimension, and ensuring its fairness and effectiveness.

Performance evaluation methods include strategic balanced scorecard, target management, key performance indicators, and 360 degree evaluation.

At the same time, we use layer difference method, grade parity method, no other one method, addition and subtraction method, percentage rate method and other performance standards to design a recognizable difference standard and accurately measure performance indicators.

Only in a reasonable performance management system can we distinguish between outstanding talents and ordinary talents.

After defining the performance standard, we need to collect and analyze the staff characteristics information of the different performance of the target post, and design the ability combination and the standards and methods for the performance of the employees.

In information gathering, key behavior event interview is a major method.

Competency model design is based on the characteristics of performance excellence in important cases closely related to key success factors.

During the interview, the interviewees emphasized the description of details and their feelings in the process of behavior.

For example, some managers emphasize that they are capable of reasonable authorization, but those concrete examples that reflect real information often indicate that he is a real totalitarian.

People who conduct interviews with key behavior events need professional training to accurately grasp the meaning and interview skills.

After collecting and analyzing the performance information of employees, we begin to develop the work competency model.

But we should pay attention to two questions:

First, break the impression.

First of all, there is a rational demand for the ability of the talents to be matched, and it is closely matched with the specific goals of the organization itself, and can not be completely condemned.

The judgement of ability structure is based on the information obtained from key behavior interview and the frequency of capability, rather than based on the so-called experience or tradition.

For instance, when Cao Cao recruited talents, he fully realized the fierce competition among groups and the need for group development, and put forward that "enterprising people may not be able to do business."

Chen Pingqi was very committed to doing so, but Su Qin didn't believe in it. But Chen Pingding's Han industry, Su Qin Ji Yan Yan Ren, Ren Chang Chang "was a very radical viewpoint at that time, which was out of line with the traditional virtue standard.

Second, gaining consensus is more important than advanced methods.

It is not the key to develop models, naming and classifying competencies, and selecting samples. The core problem is that the competency models developed can get accurate understanding and recognition of relevant personnel, change their behaviors and attitudes, and ultimately improve their performance.

Without such understanding and recognition, any advanced competency system will eventually become a bookbinding booklet for decoration only.

Liu Shao, an expert in human resource management in the end of the Eastern Han Dynasty, wrote a monograph "personage" in order to meet the needs of the public sector in identifying talents effectively. It systematically discussed the responsibilities of the target post and its required competency, how to identify the differences in abilities and the selection of talents, which is a classic work in the development and application of competency models.

The book lists a number of posts including Prime Minister, Yushi doctor, Tai Wei, and national history. It describes a number of competency standards such as Germany, France, art, apparatus, tactics, wisdom, Zang no, articles and so on. It also analyzes the benchmarks of Guan Zhong, Zhang Liang, Chen Ping and Bai Qi, who are outstanding figures in the performance of their posts.

Application and decision: maximizing efficiency under constraint conditions

In the process of recruiting and selecting talents, organizations tend to choose candidates who are higher than post qualifications, in order to achieve higher performance.

This practice will eventually lead to lower employee satisfaction due to the lack of challenge in the work, followed by a higher turnover rate.

Therefore, under the condition of cost constraint and profit oriented organization, the organization should consider how to achieve the goal of organizational performance in the condition of ensuring the economic allocation of human resources.

Matching work with talents is the best strategy for human resource allocation.

Tian Ji racing is an example of the famous resource allocation strategy.

We understand the three horses of Tian Ji's competitors as three service standards of high, middle and low jobs, and compare Tian Ji's three horses to three categories: high, medium and low.

If too much emphasis is placed on the corresponding seats, the three categories of high, middle and low talents will be unable to win the three jobs of high, middle and low levels, and Tian Ji's strategy will enable most of the positions to be competent and eventually win the competition.