Performance is the most basic and a stepping stone to the development of the workplace. Only outstanding achievements can be recognized and recognized by the leadership and the opportunity to stand out from the staff.

There are many ways to cultivate leaders in GE. They will make different plans according to the educational background, experience and experience of each person.

But if he is promoted to management positions, it will be difficult to replace another team.

Therefore, good management ability and team leadership are important criteria for foreign enterprises to improve their talents.

There may be many outstanding people, but there are relatively few talents with managerial skills.

Ability, ability to deal with conflicts, innovation ability,

And executive power.

In SONY, initiative is the key.

In the definition of SONY, talented people are not just those who obey and follow the rules.

A good talent should first have the thought and talent in SONY. Secondly, he should dare to break the rules and put forward his own opinions.

Ability is not enough. Foreign enterprises will also consider other soft factors such as personality and professional ethics when upgrading talents.

As the saying goes, a person is likely to be hired because of factors and be dismissed because of his personality.

For example, honesty is very important in GE.

If you have good performance and good integrity, you will become the object of promotion; without good performance, good integrity companies will give you second chances; good performance, but no integrity, or neither will be required to leave the company.

In ABB, we also attach great importance to the "soft" ability of employees.

　　機(jī)會(huì)、機(jī)遇

There are different opportunities for employees to get promoted in different stages of development.

If a foreign company has just entered Shanghai, with the liberalization of domestic policies and a big expansion in China, the internal staff, if they have the ability, and meet the basic standards, will have a lot of improvement.

Every expansion of the company is an excellent opportunity for improvement.

However, if foreign enterprises' domestic business is relatively mature or strategic pfer, ready to shift the focus of development to other countries or provinces and cities, the chances of promotion will be relatively small. Some of them can only be the job hopping or promotion of their superiors, and the opportunity of promotion arising from the empty pit.

Continuing to shoulder heavy responsibilities for local talents is related to their recognition of the development of local talents in China.

Many foreign employees, when developing to a certain stage, have issued complaints about "ceiling".

In fact, this is related to the employing strategy of foreign enterprises.

Some foreign-funded enterprises are considered in the company's talent development strategy. Most of the top managers are sent abroad, and few are local talents.

Thus, when some managers developed to a certain stage, the phenomenon of "ceiling" appeared in white-collar workers.

However, at present, many foreign enterprises have already regarded talent localization as an important part of their development. As long as you have the ability, there is an opportunity for Chinese local talents to sit on the "first chair".

For example, the management of ABB has gathered many experts from all over the world.

At the beginning of a business, ABB will first send a senior expert from this field to China to introduce modern management methods to all investment enterprises in China and gradually cultivate potential talents.

Localization of talent is important for ABB company.

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Editor: vivi