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Reflections On The Failure Of Talent Selection

2013/9/24 21:20:00 10

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>, selecting cadres. We can not take business as gambling.

in practical work, the key to the success of new business and new market is the choice of the first trader.

Only by choosing "fruitful" entrepreneurs and pioneers, can business succeed.

The key to choosing the first trader is to have a pair of eyesight and "see through" the effectiveness of the new way of thinking.

So, how can we choose the "effective" trader? Let's look at a case first.

case 1:A group is a large medical investment group in China. The group has many subsidiaries, which has been operating for nearly 10 years, and its business and performance have been steadily increasing and improving. The overall size of the group is nearly 1 billion.

In order to continue to develop, the group has invested a new technology company with certain scientific and technological content as early as two and a half years ago, and appointed Wang General of the new project development department, which has come to the company for many years. It is responsible for the management of the new company for the new company's < a href= '> http://pop.sjfzxm.com/popimg/xm/index.aspx > General Manager < /a >.

President Wang has been studying abroad for many years. He has helped the group president to make a series of strategic planning and supplementary work. In the manager of the group headquarters, he has shown outstanding performance in all aspects, and is well received by the president.

After the establishment of the new technology company, P has always relied on the group's capital investment. The scale of the market development is bigger and bigger, and the number of branches is increasing. However, in the past two and a half years, more than a dozen branches of its development have never been profitable, and the company's losses gradually increased from 1 to 2 million per month to 7 million.

On the surface, the internal management of enterprises is orderly and orderly.

But in fact, there is a lack of unified management ideas among different departments.

Nevertheless, Wang still tried to persuade the group to continue to invest, and the group policymakers were in a dilemma.

On the one hand, if the suspension of investment, new technology companies will appear < a href= "http://cailiao.sjfzxm.com/" > capital chain < /a > broken, the operation will be paralyzed, the initial investment will be wasted; on the other hand, if continuous investment, the possibility of short-term losses will not seem to be large, and every month will continue to maintain high losses, which will bring huge financial pressure to the group.

What worries us is that Wang, the new technology company, is still unable to sell the powerful measures and plans that the group sees in the short term.

two, problems and Enlightenment -- Analysis of the crux and several conclusions

analysis of the reasons for the company's business failures can be summed up as the following two points:

first, the deviation of the group's understanding of people.

General manager of the group decided to appoint Mr. Wang as the general manager of the new technology company. He mainly focused on Wang Zhong's high academic background and study background, positive performance, loyalty, planning and project follow-up ability, and did not take into account the fact that Wang had no experience of independent operation. Wang's original work was responsible for professional staff and auxiliary work at headquarters, lacked grassroots experience, and lacked effective control over the organizational capabilities of the management team.

second. Deviation of group management.

新公司成立后，集團過分相信王總的為人與經營的“表演”，單純給予新公司資金的支持，缺乏過程管理，缺乏客觀與理性的監督與＜a href="http://www.91se91.com/news/index_p.asp"＞考核＜/a＞，更缺乏經營與管理的分析與指導;而王總本人由于缺乏對創業管理的本質理解，為了提高自己的“表面”經營能力與存在感，攤子越鋪越大，背離了新事業的“盈利”的宗旨與方向，沒有將經營的“有效性”始終作為一切問題考慮的中心，簡單認為A集團資金雄厚，“會叫的孩子有奶吃”，僅借助“集團輸血”力圖擴大新公司的表面實力與形象，在長達兩年多的經營中，始終無法有效的使自有資金與現有資金產生出足夠的自由現金流，創業的有效性主要體現在一定時期的盈利能力，即通過自有資金創造出自由現金流。

In the end, the new technology company was trapped in the difficult position of operation, which made the original plan of the group come to naught.

From this case, we can see that the group lacks the management mechanism of scientific "employing" and "rational assessment", lacking procedural supervision and phased assessment, and there are problems such as lack of reserve talents.

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on the basis of analyzing the causes of failure, we can draw the following conclusions:

conclusion: effective cadres are the origin of career.

According to the exposition in the book "effective managers", Drucker believes that the new era and new organization of knowledge economy are calling for "knowledge-based" managers, and managers have become the "origin" of modern enterprise management.

The key to success or failure lies in the choice of "effective" managers. The success or failure of operations depends largely on whether managers are "effective".

Effective managers are the most important factors to create a career. Intelligence, imagination, knowledge, time and capital and so on are all complementary and relevant.

All kinds of resources have their own limitations, and only by effective management can these resources be pformed into achievements and achievements.

Inefficient managers can not pform limited resources into effective ones in a certain period of time.

In reality, it is often extremely difficult to judge whether a manager has "validity" in the short term. People are often confused by a series of "representations" and "performances" of managers. Once judgment errors are made, the invalidity will show magnification and chain effect in the whole business system, resulting in the whole business being wasted and lost.

In this sense, on the surface, cadre selection is like a policymaker's "gambler of business", but in fact it is not.

conclusion two: the origin of the origin "cadre" effectiveness "selection".

According to Drucker's view, whether managers are "effective" is determined by the manager's "way of thinking".

"Mode of thinking" is gradually formed in daily work practice, not natural genetic genes.

In essence, it is a habit of thinking, forming the habit and management habit of dealing with problems at work.

Whether the manager's "mode of thinking" is effective or not is reflected by the "performance" and "performance" of the manager. Therefore, the evaluation of new cadres should be based on the previous practice test and process inspection. It should be based on the early performance appraisal and comprehensive personnel examination, in a word, it should be based on the insight and analysis of its "way of thinking".

According to Drucker's statement, the effectiveness of managers seems to be directly related to factors such as degree of education, diligence, character and loyalty, but directly related to the achievement of "whether" or not. The "characteristics" and "quality" of good results and good performance are often made from hard experience and experience. Capable cadres are born and killed through a series of "artillery fire", which are tempered at the grassroots's hard and ordinary work.

In this sense, in a comparable large organization, the continuous operation data and business performance are the only evidence to test whether the manager is effective or not. Besides, positive performance, loyalty and diligence, and elegant academic qualifications can not be regarded as the key test indicators for "effective".

conclusion three: the origin can be "nurtured".

According to the author's point of view, effectiveness is a unique habit and habit acquired from the day after tomorrow.

It is not enough to develop this kind of character only by studying in school. It is not enough to rely on certain work experience and experience. It is up to the manager to constantly feel in practice and to practice in the process of perception, so that we can gradually develop effective thinking style, work skills, behavior habitual, work and personhood style, and finally form "effective" quality.

In this sense, effective managers can not only scientifically "select", but also a certain amount of "production" and "cultivation". If enterprises have the awareness and intention of "production" of talents, gradually establish the system and mechanism of selecting, training, using and screening specialized talents, will greatly enhance the overall effectiveness index, which improves the space and scope of cadre selection, and improves the quality and level of cadre selection. This will greatly enhance the safety, stability and sustainability of new enterprise development.