Enterprise Management: Eight Principles Of Employing People

The gap between enterprises is fundamentally the gap between people.

There are no consistent rules about employing people, but good corporate leaders will follow the following common principles.

Some of these principles may be old-fashioned, but there is still a need to repeat them regularly.

Principle one: use talents only.

With the increasing complexity of modern enterprise management and the increasing demand for all kinds of talents, the long-term sustainable development of enterprises can only be maintained only by employing talents.

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The relationship between relatives should not be the standard of employment.

It is natural for a parent to have both ability and integrity, but this is neither realistic nor necessary.

However, if the pro and non talented person is in high position, it will only affect the management of health, affect the morale of the team, make the talent despise you and alienate you.

Some people are worried about the importance of non - relatives, but there are always some distrust and distrust, which is totally unnecessary.

One of the characteristics of modern management, which is different from traditional management, lies in whether it can lead a group of people who are originally unrelated and move towards a common goal.

Many years ago, Peter Dulac pointed out that modern enterprises should rely on common values to maintain them. Please note that he never said he had to rely on family ties to maintain them.

If the enterprise fails to reach this point, it will be too far away from modern management.

Principle two: ability is more important than education. Ability is more important than education.

Nowadays, most enterprises employ bachelor degree or master degree.

It should be said that this is a huge social progress in itself.

But it must be clear that paying attention to education is not about academic qualifications, but behind the knowledge and self-restraint. This is the original intention of emphasizing academic qualifications.

Now many enterprises seem to have forgotten this intention.

Education is only a tool for proving ability, and it is also one of many tools, and its contents are not comprehensive.

Education is neither a sufficient condition for ability nor a necessary condition for ability, but a relevant condition.

Leaders must integrate background analysis.

Experience judgement.

Interview, examination and other means to make a comprehensive and profound evaluation of talent's ability, quality, temperament, knowledge and so on.

The source of talent is more than two ways of internal training and external selection.

But when any company is facing internal vacancies, it must decide which of them is in the top priority.

The main reason for supporting external selection is that outsiders can bring new ideas to the company and inject new vitality into the company.

But in fact, the company recruits mainly because he can meet the needs of the position, not because he can bring new ideas, or this is only secondary.

Some companies would say, "but what we need is a person who can guide us to change." let us see that Ge Corp knows that there is no direct correlation between change and talent sources.

Welch is known as "a master of reform in our age", and he has been working in the Ge Corp since he graduated from graduate school.

In fact, all the presidents of Ge Corp are called "masters of change" in their era, and none of them recruited from outside Ge Corp.

There are at least three reasons to support the selection of senior talents.

First, selecting talents from within the company is a basic incentive for talents.

If the company often gives the opportunity of upgrading to the people outside the company, it will be a great blow to the enthusiasm of the staff.

Second, prioritize the selection of talents from the inside, which will urge the company to attach importance to the internal training of talents.

At any time, the company has a wealth of talent reserves. When selecting talents, it can master the initiative and have greater choice.

Another point is more important: because talents are built up inside the company, he is more capable of deeply understanding the core values of the company. At the same time, because he has been influenced by the company culture for a long time, he has become a believer in the company culture, so he can also insist on the company's core values.

The continuity of core values is crucial to a company.

If a company relies on new people to bring new ideas, then the company should reflect on the question: why can not the company insiders absorb the new ideas outside? Maybe it is because there is a lack of access, perhaps because of closed thinking, perhaps because of cultural conservatism, but no matter what, it is a warning sign.

The principle of internal priority is just a touchstone for the opening up of enterprises, but the meaning is just the opposite of ordinary people's understanding.

Principle four: pay attention to the advantages of talents.

Enterprises hire talents because they can do something, not what they can not do. They should pay more attention to what the employee can achieve, rather than what characteristics he has.

Good leaders always take "what he can do" as the starting point, pay attention to the advantages of talents instead of overcoming their shortcomings.

They always ask "what can he do" instead of "what he can't do".

People always have shortcomings.

If there is no difference between a person without faults and a person without merit, it is only a matter of different angles.

Anyone who wants to appoint a person without defects in his organization can only create a mediocre organization.

There is no such thing as excellent talents in all aspects, because people can only achieve excellence in a certain field, and at most can only achieve excellence in several fields.

No man is perfect, especially a strong man. He always has the same shortcomings and advantages.

Carlson, a Nordic associated airline, who didn't like him because of the good news, but they still preferred to be general manager. He was arrogant and domineering in Germany's Volkswagen Company.

The most fundamental task of an organization is to produce results. In that case, the first thing to focus on is what employees can contribute.

Paying too much attention to what employees can't do will only destroy employees' self-confidence, and he will not play a role in himself.

If you want to overcome others' shortcomings, your organization's goals will be frustrated.

Because within the organization there is only cost, and results are outside the organization.

Individuals have shortcomings, but the organization can be relatively complete through effective personnel matching. A scientific and technological personnel may not be good at interpersonal interaction and put him in the organization, so long as the arrangement is appropriate, he can give full play to his technological length, and let other good communication people to make up for their shortcoming, so that the organization has two advantages of technology and communication at the same time.

Remember, the way to success lies not in overcoming many shortcomings, but in what extent to bring them into full play.

Principle five: principle of competence.

It is the highest rule to put the right people in the right place.

Just like management theory, no matter what advanced theory applies, it is more important than talented people.

It is hard to impose an incompetent person in a position that he is not competent for. It is not a good thing for an employer to be flattered. This is not a good thing. It takes a rough time to know that the taste is really bad.

It is a waste of human resources to arrange an extraordinary person with ability in an ordinary position. No company can afford to waste this kind of talent. Outstanding talents will eventually abandon you.

Principle six: do not arrange new important tasks for unfamiliar people.

Good personnel appointment is based on two foundations: first, the understanding of employees, and two the understanding of job requirements.

If the ability of the employee is broadly in line with the job requirement, the appointment will generally succeed, otherwise the risk will be great.

Therefore, for those new important positions, because you have no idea of their job requirements, it is best to give them to those who have a good understanding of their abilities and qualities and have established extensive trust in their organizations.

For those newcomers you don't know much about, first place them in an existing position. The job requirement is clear at this job.

The responsibility of a leader is to concentrate on telling him the requirements of the position, and then watch him display his talents and give him appropriate help when he is in trouble.

Almost all business management books and most companies believe that those businesses that determine the company's current profit sources are the most important business of the company.

So they suggest arranging the best talents in these departments, but this is not the best way.

The reasons lie in two aspects.

First, from the perspective of competition, the competition of the existing (final) product market is only the last level of competition.

At this stage, the rules of competition have been clear, and the general pattern of competition has been decided.

Therefore, in the final product market, it is not very big for people to play creative space. The challenge of work has been greatly weakened, and the best talent is not enough.

Second, in this era of upheaval, the product life cycle is greatly shortened, and a large number of products are fleeting. The profit source of the company may soon be exhausted.

At the same time, the convergence and pformation of industries are in the ascendant. More and more industries are hard to define in essence.

This is a challenge and an opportunity for most companies.

The company should not only compete in the existing industrial scope, but also compete in shaping the future industrial structure and formulating future industrial rules.

No matter what market the company controls today, it may change dramatically in the future.

Defending today's leading position can not replace tomorrow's leading position.

A company should not only base itself on its existing business, but also consider why it will continue tomorrow.

The future is not a sudden day, and the future begins today. If the company can not guarantee that the best talents can always be deployed to the most promising emerging areas of development today, it can not guarantee that they are always busy with truly challenging projects, and can not guarantee that they can catch the most potential business opportunities, and can not guarantee that they are creating the future profit source of the company. Then, the future is not a matter of deciding whether the company can win the silver medal, but whether the company is eligible to participate in the competition.

Principle eight: treat failure correctly.

If a personnel appointment proves to be a failure, then as a leader, first of all, it should be admitted that it is his fault, and that responsibility is not in his subordinates, but in his own.

He should say to himself, "I made a mistake. It should be corrected as soon as possible. This is my responsibility."

If you blame your subordinates, that's another mistake.

Failure is also valuable.

Many of the eventual failures become failures because they fail to learn from them.

Leaders should at least clearly see the specific requirements of the position in the mistakes of appointment and removal, and have a clearer understanding of their abilities and qualities.

If a leader can not learn from it and improve his personnel ability, he will be doomed to face greater failure.

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