The Principles For Employers To Pay Attention To

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 leader's responsibility is to concentrate on telling him the requirements of the position, and then watch him play his part.

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, people play their roles.

The space is not very big, the challenge of work has been greatly weakened, and it is not enough to need the best talents.

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.

Companies should not only be within the scope of existing industries.

And competition in shaping 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.

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.