前幾天在網(wǎng)上看到一篇講人力資源的文章，里面有句話：“你太有才了”，在此散人將其借用來作為這篇文章的標(biāo)題。我們都知道，企業(yè)最重要的資產(chǎn)是人，而在龐大的企業(yè)管理體系中最頭痛的問題就是人力資源管理。如何用人和留人就成了左右企業(yè)命運的兩個關(guān)鍵環(huán)節(jié)，而在這兩個環(huán)節(jié)中，用人為先、為大，用好了人或說人被用好了，人也就留住了。所以，我經(jīng)常說，人力資源管理的重中之重就是“知人善用”。這四個字看似簡單，實際上做起來并不容易。

In social organizations, most people want to be respected and respected regardless of their positions. Managers should analyze the reasons why employees lose interest in their jobs, because they lose their enthusiasm for work because of incompetence, or because they are ignored and low performance.

Just as garbage can be recycled, there are no useless people in the world, but people are not in the right place, or there are no suitable jobs.

As a human resource manager, whether airborne or promoted from front-line staff, or even a graduating college student like a white paper, or even a founding elder with a larger family membership than a boss, how to maximize the effectiveness of human resources is the core goal of every manager.

No matter who, once interviewed by an interview, a human resource manager or a straight line supervisor should pay close attention to his work within 15-30 days after the entry of new employees. This is what we call "observation period".

Supervisors during the observation period should exchange their work experience with the new employees anytime and anywhere, give guidance to their work skills, and inculcate their entrepreneurial spirit and vision.

Because in the face of a strange working environment, new employees will face a process of running in and adaptation. If they are not properly guided, it will easily lead to irritability and vacant emotions. That is why most of the resignations take place in the 3-4 months after entry.

Generally speaking, through observation and close tracking, we can basically divide employees into four types: A. that works and is capable, B. works but is incapable, C. does not work but is capable, D. does not work and is incapable.

These four types of employees represent four key points of management and line managers.

A. nurturing high performance employees

This kind of staff will quickly adapt to the working environment through the guidance and running in of the observation period, and give full play to their intelligence and ability and devote themselves to the work of this position wholeheartedly.

Under such circumstances, managers should work out a training plan and help them make a career planning that matches the company's vision. Based on meeting their material needs, they should increase their mental motivation, promote their growth with valuable personal goals and organizational goals, and make them identify with the corporate culture and gradually equate their development with their own businesses.

At the same time, such employees are also the best candidates for management successors.

B. guides mediocrity

In the face of those who like the position but fail to achieve high performance because of their ability problems, they should focus on the training of job skills, and even go deep into the front line with the employee to find out the deficiencies and deviations of the actual operation, because the effect of on-site training and guidance is far stronger than the summary after the event.

One of the core of HP's road is "walk around management". It creates a solid team spirit and trust in a large enterprise organization.

Managers of HP are required to walk around their employees frequently and chat with idle people. In this way, employees at the grass-roots level are delighted to think that their work is very important and they are always concerned and caring because managers want to listen to their views on the company and their work.

At the same time, business managers can constantly observe, communicate at any time, correct mistakes, and eliminate the deviation at the beginning of the radiation, rather than at the end of the larger deviation.

In this way, the operation process of enterprises can be best improved, problems can be prevented and controlled, and managers can turn from "firefighters" to "fire fighters".

If this type of employee is not suitable for the job, managers should adjust their positions in time to enhance their strengths and avoid their weaknesses, and use the best steel on the edge of the knife to make the employee move towards the A type.

C. fostering loyalty and centripetal force

Some employees have the ability to achieve high performance, but personal development aspirations and aspirations may differ from those of their positions or enterprises. Therefore, such employees always look at the mountain as high as the current position as a springboard to a high salary.

If an enterprise has too many C employees, then we should reflect on whether there is a problem in the salary system, corporate culture and corporate vision.

From the perspective of Maslow's demand level, employees with higher positions will have more spiritual pursuits. Enterprises should consider their personal dreams and growth needs while meeting their material needs, such as wages and benefits, and different employees have different needs.

On this point, Starbucks, one of the best employers in the world, is a model for others.

Starbucks is not the most remuneration enterprise in the industry, of which 30% of the salary is made up of bonus, welfare and stock options. Although Starbucks has no stock option in China, its management spirit is still concerned about the growth of employees.

China's Starbucks has "self selected" benefits, allowing employees to freely match their salary structure according to their own needs and family conditions. There are benefits and subsidies such as tourism, pportation, children's education, further education, overseas exchanges, and even subsidization according to the different conditions of their elders. It really reflects the true meaning of humanized management, and greatly enhances the confidence of employees and enterprises in sharing the same fate.

D. elimination of incorrigible

Perhaps such employees should not have entered the enterprise. The purpose of recruitment interviews is to select candidates with qualifications and potential for promotion. If they are identified as employees after the observation period, they should immediately mobilize posts or even dismiss them, even if the founding fathers who have done military exploits are no exception.

Because this kind of staff will bring bad influence to other employees in their work attitude and behavior. They may even drag B and C employees who are expected to be promoted to category A to the D camp.

The dismissal of this kind of staff is to kill the birds and watch the monkeys, reward and punish the poor, and eradicate the hidden danger of "a rat's dung can destroy a pot of soup".

Many human resources recruitment TV programs are raging in full swing. Foreign Donald Trump (The Apprentice), regardless of whether employees are put into work, will face the situation of being fired as long as the result is low performance; Bronson, the boss of Bronson, recruits a series of adventures of CEO successors, evaluating talents from all aspects such as courage, organization, control, team and so on. In China, such as absolute challenges and so on, these examinations are all for entrepreneurs to choose the most matched talents in the actual combat, because only by having a deeper understanding of talents, can you really use and retain him. In recent years

　　運用之道，存乎一心。人性是最變幻莫測的東西，人用好了，留人則成功了一半。管理者如果能掌握其中的奧妙，所有管理問題都將迎刃而解。作為企業(yè)家面對員工的時候，不妨說一句：你太有才了！