In his organizational life theory, American scholar Katz demonstrated the necessity of talent flow from the perspective of maintaining organizational vitality. By studying the life span of scientific research organizations, he found that the life span of organizations is related to internal information communication and achievements.
As shown in the above figure, during the period of 1.5 ~ 5 years, the researchers who worked together had the highest level of information exchange and the most achievements. However, in less than 1.5 years, the level of information exchange among members is not high and there are not many achievements. This is because we haven't been together for a long time and the members of the organization are not familiar with each other; However, if you get along with each other for more than five years, because you know too well and are too familiar, you will form a fixed mode of thinking, which will lead to slow response and convergence of understanding. At this point, the organization will age and lose its vitality. Katz's organizational life theory demonstrates the necessity and time interval of talent flow from the perspective of maintaining organizational vitality.
No matter in which industry, no matter what you do, no matter people or things, liquidity is very important. There is a famous saying in the ancient book "Lu's Spring and Autumn Annals" that "running water does not rot, and households do not eat away". If an enterprise is compared to a pool and employees are compared to the water in this pool, the pool will dry up sooner or later if it is shallow, but if there is water in the pool, it will stink after a long time.
Reasonable talent flow is more conducive to finding new talents, and only in this way can we find more suitable candidates for the company; On the other hand, the flow of talents keeps the company young and energetic, and the addition of new employees makes the company feel fresh and not as dull as before. It is more likely that new technologies and new ideas are introduced because of the participation of outstanding talents to solve some long-standing problems of the company. Only by retaining the good ones, eliminating the bad ones, introducing the excellent ones and constantly gathering the excellent talents can the company develop rapidly.
How to implement the survival of the fittest? The traditional method is to expel employees with poor performance from the company. Using this method has its disadvantages: first, the standard of expulsion is not easy to master; Second, it is easy to cause conflicts with employees and bring a lot of trouble to personnel work.
The implementation of data integral management can accelerate the flow of talents without firing employees. The specific operation method is as follows:
The company stipulates that the comprehensive performance of employees (technology, performance, attendance, ideology and morality ...) is recorded by points. The higher the score, the better the employee's realization. On the contrary, any employee with poor performance will not only get points, but also be deducted continuously. The company stipulates that all employees whose scores become zero and negative are employees who have not contributed to the company's development and are the targets that the company will soon eliminate. In this way, employees who don't want to work hard consciously leave the company; Of course, there are also employees whose scores are close to zero, and they can become the backbone of the company after their scores rise. Practice has proved that this method is fair, scientific and reasonable, and it is a good method worth popularizing in employee management.