The Dead Sea Effect and the White Rabbit (large companies should avoid the Dead Sea Effect in the week)

On June 13, Zhou, the chairman of 360 Company, published an Weibo to discuss the common talent problems of a large company. He said in Weibo: "The department heads and human resources departments of the company should regularly clean up the White Rabbit employees, otherwise there will be a Dead Sea effect: when the company develops to a certain stage, employees with strong abilities will easily leave because they have low tolerance for the company's stupid behavior and are easy to find good jobs. Employees with poor abilities tend to stay and find it difficult to find jobs. After a long time, they become middle and senior employees. This phenomenon is called the' Dead Sea Effect': excellent employees evaporate like water in the Dead Sea, and then the salinity of the Dead Sea becomes very high, making it difficult for normal creatures to survive.

The "Dead Sea Effect" in the field of talents was put forward by Bruce Webster, an IT consultant, in 2008. IT was originally used to explain the brain drain in IT departments of large enterprises. 36Kr translated the original text of this article. IT departments of large enterprises often encounter a problem: how to retain excellent IT engineers for a long time. One of the reasons for not retaining the best engineers is the "dead sea effect" of talents.

The Dead Sea is a saltwater lake with almost no life. Only in spring, when a large amount of fresh water is replenished and the salinity of seawater decreases, will there be short-term signs of life. The IT departments of many large enterprises are like the Dead Sea. More talented and efficient IT engineers are often the easiest to leave. The reason, as Zhou Weibo said, is that they can't stand being stupid and can easily find better jobs. The rest are people with low efficiency and little talent. They will be grateful for their present jobs and have the lowest requirements for management. Even if they encounter problems in the workplace, they are unlikely to look for jobs elsewhere. They tend to strengthen themselves, strive to become experts in key system maintenance, and take on responsibilities that no one wants to take, so that enterprises can't afford to lose.

Large enterprises tend to lose truly talented IT engineers, and keep those engineers with relatively low talents, which is exactly the opposite of their original intention of finding the best engineers. Moreover, the "dead sea effect" has a growing trend: the worse the IT department becomes, the more difficult it is to recruit and retain real talents. In the end, this situation will reach a critical point: the best talents are often new employees who just joined the company, and they didn't know much about the company at that time. When they understand, they will choose to leave. IT can be said that the "dead sea effect" of talents not only exists in the IT department of the company, but also appears in other departments of the enterprise to some extent.

This article is transferred from: Xiang Li's knowledge internal reference acquisition.