Talent is ready, what is still owed

  The players needed for the formation are all coming, and you are about to face a great game. Now, these players must unite, steadily improve their skills, maintain a good competitive and enterprising spirit, and with the team, development, some people must gradually grow into leaders. In other words, they need to be managed.

  Perhaps the library can find the entire staff management materials, not to mention the various courses of business schools, as well as training programs, magazines, websites as a source of information, and there are many reasonable suggestions. Experience is another way. My personal experience is that personnel management involves a wide range of behaviors, but mainly comes down to six practices;

  First, to upgrade the human resources department to the first-class status, to give the real power, and to ensure that the staff of the human resources department have the characteristics of adapting to the position, can help managers establish leadership authority and expand their careers.

  For a company, human resources can compete with any other function. The Personnel Supervisor knows what the characteristics of each employee are and how they perform. But in many companies, the human resources department has not received the attention it deserves.

  The “winning” human team listens to employees’ complaints, mediates internal differences and helps managers build leadership and expand their careers. Therefore, high-quality staff in the human resources department can take part in the duties of the pastor, listen to all the confession and complaints of the employees, and keep their mouths shut; at the same time, they can play the role of parents, full of love and patience, when you are off track, you will be quickly pulled Go back on track.

  Second, the use of a strict and fair non-bureaucratic evaluation system.

   There is no absolutely correct way to measure employees, but a good evaluation system should meet the following conditions: clear and concise: the metrics should be agreed upon, and the factors should be directly related to the individual’s attack: ensure that the manager evaluates his or her employees at least once a year. Two times are better and must be formally carried out in a face-to-face manner: the component contains a professional development project. In addition, someone should be responsible for monitoring whether the assessment system accurately captures the facts.

  Third, establish effective salary, recognition and training mechanisms to motivate and retain employees.

  You worked hard, completed or even surpassed the tasks that were originally given to you, but found that the company did not put your efforts at all. You didn’t get any special rewards – is it more frustrating than this? People need Get rewards and recognition according to work, otherwise you will lose motivation. The reason is as simple as that.

  Another key to motivating and retaining employees is training. If you find the right people, they will want to grow in the company, training can point them in, indicating that the company really cares about them, has their future here, and thus has the same incentives as rewards and recognition.

  Fourth, face the tension.

  Just like in a family, the relationship within the company is also entangled with historical grievances or conflicts. If you want to manage a good person, you must manage these complicated relationships. Don’t let yourself go, or the result may be a mess that is out of control. Quality personnel management requires the company to be open and honest in handling such relationships and to provide sufficient action.

  Let’s look at a typical case: star management. I have always advocated that star employees – the top 20% – should be encouraged and praised in a clear way. But it is also possible to cultivate a dangerous substance: pride. Once a star employee shows more and more obvious arrogance or loss of control, someone must talk to him and talk frankly about issues such as value and behavior.

  Perhaps, this “star” is not happy, and immediately got up and left. You’d better find someone to take over within 8 hours, yes, 8 hours. This quick behavior can convey to other employees the message “No one is indispensable.” To achieve this efficiency, you must have a dozen people ready to make up – the vacancy. This highlights the importance of the evaluation system.

  Fifth, against gravity, 70% of the middlemen should not be allowed to fall freely, but they should be treated as the pillars of the company.

  Managers can easily fall into the trap of focusing most of their management on dealing with tensions. Although it is human nature, good managers should counter this pull and ensure that at least 50% of the time is used to assess and guide the largest group – 70% of middlemen. When rewarding, accrediting and training, you must not forget the middle population. Simply put, if you want to manage a good person, you can’t ignore the majority.

  6. Design a flat organizational structure, but the reporting relationship and the division of powers and responsibilities must be clearly defined.

  The more management levels, the more explanations are needed for information transfer, and the more likely it is to be out of shape. The cost and complexity of doing anything has soared. There was more “approval” to be obtained, so the meeting was more, the progress was slower, and the business opportunity was missed. In addition, the level of hierarchy will also drown no one.

  With complete talents, your task is to form them into a division of victory. The above six practices are not easy and require a lot of time to implement, but the company is not a building, not a machine, not a technology, but a person. So, what else is more important than personnel management?