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Means Of Training Talents

2011/8/2 11:11:00 26

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Drucker said, "Japanese enterprises will take the management experience from one functional position to another under the consideration of only one person's previous experience or formal training.

They will not hesitate to let a sales manager serve as an accounting supervisor, or a project manager as a personnel manager.

Whether an enterprise is a mature person, a trained person or a layman to manage an expert, which involves the employing system of different enterprises and different employing cultures.

There is a saying that the Americans do a job in different enterprises until they become top experts. The Japanese are in a company doing different jobs and are very loyal; we Chinese are the most powerful, in different industries, do different jobs, and do well, that's called skill.

Objectively speaking, the United States is

Training experts

In this way, the employee is the position of the expert, and the cost is the lowest for both the individual and the enterprise.

American high school students, before going to college, have to think about what to do after they grow up, or even the education has started since childhood.

After 4 years of university education, they became engineers or became lawyers or became experts.

The management we talked about before has to undergo professional training before going to work. This is the way to train experts and reflect them in enterprises.

While Japanese enterprises have a so-called annual sequence system (though they are weakening now), everyone is hopeless and promoted.

Of course, the enterprise must make great efforts to train this person constantly to see if there is a top person in it.

The most expensive way of training is job rotation.

A sales manager suddenly went to be a financial manager, and he could imagine how deficient he was both in skill and experience.

This man wants to henceforth.

Trembling with fear,

If you are on the road, you will have to rely on subordinates, serve subordinates, and even revere those professional subordinates, so that your work can be carried out normally.

Once he has come out, he has become a compound talent.

After several such job rotation, the replacement of the general manager in the future will be cultivated.

But how many of them didn't pass the test when a reserve general manager grew up?

It is the most difficult and the most cost effective to get a job, and it is also the greatest test for managers.

The way Japanese enterprises develop their management is only perfect in the process and system of the enterprise. The company predicts that this person is loyal. He will link the future development with the development of the company, so that the training will be effective.

The company's process and system are perfect to ensure that the manager, even the layman, does not make any major mistakes under the help of his subordinates.

This person is loyal, to ensure that he is recognized, this is the company's training, rather than torture, under this pressure, he will not easily run away.

But do Chinese bosses have to use Drucker's way of Japan to train our managers?

Our employees are doing different jobs in different enterprises all day long, and many employees do not know what they are suitable for.

Such a job rotation, whether for the company or for himself, is the highest cost, and it is absolutely a challenge.

So basically for those grassroots managers, before they go to work, they should be trained or even qualified to become a manager.

We should rely on training to reduce the time for the grass-roots managers to mount jobs, so as to save management costs.

But for executives, the manager of a finance department is a normal thing to do as a human resource manager. Only rotation can make potential general managers stand out and challenge enough to avoid the inertia of excellent executives.

Hao Zhiqiang said: "grassroots and

Senior staff

The training is not the same. To train very talented people, we must use extraordinary means.