Enterprise Management: "Talent" Is Not As Good As "Management" Talent.

< p > enterprises often indulge in talents who have been recruited and indulge in their free development and do not control them. As a result, talents often deteriorate after they have not made contributions, which not only harms enterprises but also talents.

< /p >

< p > < strong > "used talent" is different from "heavy talent" < /strong > < /p >.

< p > the company, on the one hand, is thirsty for talents, and is a good example of talents. On the other hand, it believes in talents, provides space for development, and gives full authority to the authorities. It expects to make a great contribution to the development of the company.

These are typical examples of "emphasizing talents" and "respecting talents".

However, in this process, some companies fail to grasp the bad yardstick. They often mistake the "talent" as a "heavy talent". As a result, they often fail to make good use of their talents. They also bury time bombs for talent management after the company.

What are the typical expressions of "/p"?

< p > < strong > 1., the development is not controlled. < /strong > < /p >

< p > in order to make people feel comfortable, managers are afraid of managing their faces in a regular way, thus giving them some special freedom.

During the interview, they did not assess their abilities and virtues, promising many "friendly" policies for talents; before formally taking up positions, they did not arrange personnel training with other staff to carry out systematic training, allowing them to freely control their learning time; after taking up posts, they regarded talents as "babes" and used to be accustomed to their necessities, but they seldom asked questions about their work, did not actively track and evaluate them, and verify whether they had real abilities or talents.

< /p >

< p > < strong > 2. is not bound by the system process of the company < /strong > /p >

< p > when the talent violates the system process, the function supervision department can not clearly understand the talent, dare not face up to tell and stop, but as a company leader, either pretend not to see it, or take the initiative to remove the responsibility for the talented person, say what talent just arrived at the company, everything is not familiar with, violating the system process is very normal, must have a "pitional period"; and even said that the company has made a lot of trouble to recruit talents, so do not bother to mess up for some trivial things.

In this way, a hidden rule is formed in the organization: foreign talents can not carry out the company's system process.

< /p >

< p > < strong > "used talent" to create chaos, < /strong > /p >

< p > people often say that "faults are all used to".

Everyone has two sides, and the purpose of the system is to control the weakness of human nature and encourage the shining point of human nature. When there are institutional constraints, people will show a positive side, otherwise, the other side of human nature will be exposed easily.

< /p >

< p > < strong > 1., go all the way, destroy a href= "http://www.91se91.com/news/index_c.asp" > system flow < /a > /strong > /p >

< p > when a talented person enters a company, he is immediately promoted. However, when this "high-profile period" has passed, when it really wants to serve for a company as a member, its heart is often hard to sink, unable to quickly integrate into the company, not adapt to the constraints of the system process, and often take the initiative to violate the system.

The supervision department saw that the newly hired personnel had violated the system, such as not playing time cards, using private buses, arriving late or leaving early, and so on.

This strengthens the self judgment of talents: who am I?

Without me, the system has to give way to me.

We see in the eyes, do not speak, but my heart is saying: everyone is equal before the system, he can break the rules, why can not I?

< /p >

< p > > strong > 2. bargaining, openly and companies calling /strong > /p >

In the long run, P often leads to self righteous and selfish desire to expand. When a firm foothold is able to take the initiative, it is not a practical action to give back the company's gratitude. Instead of violating the entry agreement, it is not satisfied with salary. It is more dissatisfied with the salary and salary. If the legs are lifted, it will make a gesture to leave. It will show a dissatisfied look, hand in hand and start bargaining with the company.

< /p >

< p > < strong > 3. weakens team combat effectiveness < /strong > < /p >

< p > some business leaders often say this: "it is a great deal of effort to bring in talented people, give him such a big platform and trust him so much. How can he do things so badly?"

Enterprises know passive complaints can not solve the problem, but also should review their own management whether there is a problem.

Gerstner, former president of IBM, said: "people will not do what you want, they will only do your supervision and inspection."

After losing the supervision, restriction and appraisal of the system, the talented person can simply indulge, even if the talent is bursting, it is very difficult to achieve the expected performance.

< /p >

< p > < strong > 4. damage company culture atmosphere < /strong > /p >

< p > > a href= "http://www.91se91.com/news/index_c.asp" > Company leaders < /a > most do not want to see the situation of internal unity, such as internal infighting, conflict and so on. These things can be compared with enterprises' "cancer", once they breed, they will spread everywhere and damage the corporate culture.

Some of them are misbehaved, often directing some undesirable unity events for their own selfish purposes.

For example, the deputy director of a workshop in a company thinks that he can not be promoted after entering the company. The director is blocking his way, so he often makes trouble in private and creates some discordance, and then he is planted on the head of the director to take responsibility.

< /p >

< p > the company's cultural atmosphere depends on the whole staff to create and maintain. As a talented person, it should play a key role in promoting. However, some people can't adapt themselves to the company culture and system after they come to the company. They even play the opposite role because of abuse of privilege. Many people have the opinion: "everyone is a member of the company. Why is he so special?"

"This is a highly paid talent," and "this is a general manager specially appointed person, he violates the system to have nothing to do with us, the management is not good enough to blow up the matter, but also provoke the fire."

As a result, the good culture of the company was gradually eroded by bad habits in this subconscious.

< /p >

< p > < strong > "management talent" is the hard truth. < /strong > < /p >

< p > "those who have talents without morality" are much more harmful to enterprises than those who have virtues and talents.

"Attracting talents" is the first link of "management talent", and is the basis for the follow-up management of talents.

When recruiting talents, we must uphold the principle of "both ability and talent and ability". We should not only understand the knowledge, skills and experience of the talents, but also pay special attention to the essential moral strength. In addition, whether the culture and policy of the identification with company must be considered is the key factor. Only in this way can we reduce the risk of talent introduction and fundamentally prevent the deterioration and loss of talent.

< /p >

< p > management can not rely solely on the rigid a href= "http://www.91se91.com/news/index_c.asp" > system < /a >, but also relies on excellent culture.

At the beginning of the entry of talents, the company must take the initiative to consciously organize some activities that reflect the company's culture, take the initiative to influence and assimilate talents who have just entered the field, so that they can quickly change their concept of sticking to the environment in a big environment and atmosphere, identify and adapt themselves to the company's culture and integrate into the team, and work together with others to fight side by side.

< /p >

< p > in order to increase the attractiveness of key talents, the company should set up corresponding system to manage special key personnel, so as to avoid causing unfair sense to the general employees, and actively carry out some ideological work.

< /p >

< p > it is right to use talents boldly, but we must make use of people to doubt.

The company should not interfere with the talents and how to do it, but must do well in monitoring and observing carefully.

The company has created a relatively relaxed environment for talents, but it should also urge the talents to tighten their minds in an ideological way and serve the chords of enterprises.

< /p >