1. Utilitarianism (high utility+low standardization)
The model is located in 1 quadrant, which can solve the problem of enterprise interests, realize enterprise profitability and achieve strategic goals. Low standardization and lack of group integration ability. Taking the famous Lu Bu of the Three Kingdoms as a reference, Lu Bu had super strength, but he killed Ding Yuan and Dong Zhuo successively, which was called "three surnames of domestic slaves" in history.
2. Ideal type (high practicality+high standardization)
This mode is located in the second quadrant, which can not only deal with external development problems well, but also achieve good results. At the same time, it has good standardization and conforms to moral expectations and group identity. Referring to Zhuge Liang, he not only has excellent political and military talents, but also conforms to social morality and humanistic ideals, so he has become an important minister with a long history.
3. Useless type (inefficient use+low standardization)
This model is located in the third quadrant, which can neither solve the survival problem of enterprises nor complete internal integration well, so it is called "useless". Most useless people are nameless, so it is called "passers-by".
4. Normative type (low efficiency+high standardization)
The model is located in the fourth quadrant and has good standardization, loyalty and stability, but it lacks enterprising ability, and standardization is more than ability. Encouraged by Sun Quan, Monroe read widely and became a much-told story of "meeting in three days".
You have a career, but the workplace is light.
I'm Abby from Zhu Ya, a post-90s baby mother, a team manager, a national certified career planner, a training lecturer for newly-emerged elite certified enterprises, and a turtle studying in Singapore. Good at: exploring career interests, adjusting mentality at the beginning of career, improving professional ability, balancing multiple identities, etc. Grateful to meet, the future, let us shine together!
After ten years of enterprise human resource management, I have seen too many employees being forcibly recognized and classified by enterprises. When I was the human resources director of the catering group in Chengdu, I set the talent evaluation standard for the company ~ 1? Identify with the company (some people are very capable, but there is no point in staying without identifying with the company's values) 2? Identify yourself (only everyone's position is different, but everyone's ability is not very different, so I prefer to see employees clearly identify themselves)? Honest and efficient (responsible for the company, responsible for the work, not greedy for the interests of the company, not delaying the work)? In fact, leaders, we also have to be graded and evaluated by others. I have always adhered to the principle of being a man all my life, and I don't excessively suppress and belittle others, because it was uncertain who would decide my survival 30 years ago. So being kind to every employee and colleague around me is a habit I will never forget.
How to distinguish between ordinary employees and talents?
I think it can be distinguished from work efficiency, personality and mood:
First, it is the ordinary employees who are inefficient.
It is the ordinary employees who are slow to complete the task.
It is the ordinary employees who procrastinate.
Second, it is talents who are withdrawn.
Arrogance is talent.
It is talents who guard against arrogance and rashness.
Usually, people who are slow to respond are talents.
Ambitious people are usually talented people.
It is ordinary employees who put the blame on others.
In the face of big winds and waves, it is the talents who are calm and calm.
Third, it is ordinary employees who are easily afraid of difficulties.
It is talent who can control emotions in an emergency.
It is talent who never shows his face.
It is talent who is good at adjusting emotions.
Just ordinary employees who love to be heroes and brag.
Those who respect leaders and even stand up to face-to-face criticism are talents.
To sum up, we can always meet all kinds of people in the workplace. It is very important for us to observe the advantages of talents, fully absorb their strengths and make up for our shortcomings.
How to distinguish between ordinary employees and talents?
I think it can be distinguished from work ideas, work attitude, work execution, work problems, work emotions, work personality and so on!
One,
Second,
Third,
Ordinary employees procrastinate, need supervision, have poor consciousness, love to complain, haggle over the workload, rely too much on their superiors and cannot think and solve problems independently!
People who can find problems, analyze problems, propose solutions, face criticism from superiors, accept them with an open mind, work fast and well, and work efficiently are talents!
In short, we should be good at finding talents, even if he is withdrawn or unruly and aggressive at work. Then we should be tolerant, give full play to the advantages of all kinds of talents and do a good job. Thanks for reading!
In fact, my idea is that the key to judging whether a person is an ordinary employee or a talented person lies in whether he works actively, according to his contribution to the company and the way he handles some things.
Recently, I met a customer and discussed with me whether all employees in the enterprise are "talents". He doesn't think so. In his mind, aunt sweeping the floor can also be called a talent, which is difficult for him to accept. In his view, talent does not represent all employees, and talent is a laborer with high ability and quality in the company's human resources (the part with high ability and technical quality among all employees). If so, we really need to define "talent" first, which leads to today's title. Nowadays, many human resources service providers put forward talent management, and many enterprises put forward talent team construction. Is it only for a certain type of employees? I still remember that when I switched from marketing consulting to human resources consulting 20 years ago, someone ridiculed that "human resources are the first resource of enterprises" and said, "If there is no second and third, how can we talk about first?" It can be seen that human resources are not the most important. In my years of industry practice, I really found that human resources are not the most important resources in most enterprises. The budget first flows to the raw materials of the means of production, followed by the fixed assets that can be amortized, then marketing and promotion, and finally human resource management. Thousands of front-line employees can easily make entry decisions, but thousands of employees can't easily make up their minds. All employees. How can some people be so expensive and how to measure them? Many enterprises will not be able to settle their accounts for a while, which will lead to the difference in previous definitions!
So I think basically, the method of dividing ordinary employees into excellent employees can be determined from the attitude of work. Ordinary employees follow the rules step by step, and excellent employees will continue to learn, find problems and solve them at work.
Su Shimin, the founder of Blackstone Group, shared his talent view: Enterprises should recruit 10 talents.
What is a talent with 10? 10 people are self-motivated. They will regard work as a career, take the initiative to find problems and seek solutions.
Ordinary employees are the eight talents mentioned above, who carry out tasks, but they have a little idea of their own and can't think about how to make better strategies. There are also some employees who are lazy at work and refuse to make more contributions. They are content with the status quo, eager for success, and feel sorry for themselves all day.
Such employees are harmful to both enterprises and individuals.
During the interview, Su Shimin conducted an internal test to assess whether he would like to wait at the airport with this person if the plane is late.
If we are willing to wait with this person, it means that we are willing to get along with him. There must be something in him that deserves our in-depth understanding.
The above is my sharing. Welcome to pay attention to Dianmo Building, share practical workplace experience with you, and help you get promoted and raised!
Thank you for the invitation to answer this question. I believe that the problem of "how to distinguish ordinary employees from talents" is the vision that every successful company boss should have. Let me give you my opinion.
In the economic society, to prove a person's value is that his scope in a certain field is obviously too ordinary. The higher a person's value, the higher the market benefit he can drive. As the boss in the company, we will use values to evaluate the level of each employee.
Criteria for distinguishing employee grades.
We assume that a company's employees can be divided into four grades according to the degree of business ability, including A, B, C and D, with A being the highest and D the lowest. Then A-level groups can be called talent concentration camps, B-level groups can be trained, C-level groups are mediocre employees, and D-level groups are about to face unemployment.
1, A-level employee: refers to people who may perform well now but have great development potential, especially students who have just graduated from school or employees who are flexible in doing things, and can be classified as trainable talents;
2.b-level employees: refer to those employees who are now performing well and have good development potential. Enterprises hope to have many such employees, which can be called the stars of tomorrow or the materials that can be made;
3.c-level employees: those whose performance and development potential are above average. They are a group of reliable and hard-working employees, but these employees can not bring greater economic benefits to the company in business, that is, they are relatively mediocre;
4.d-level employees: The current performance is poor and there is no development potential. Enterprises should pay attention to such employees and give them advice.
As for talents, we can also be divided into four categories.
1, the first type of talents: they don't need leaders to say much, have their own opinions, and can make up their minds to do what they decide to do;
2. The second type of talents: leaders need to make suggestions occasionally in order to get things right and achieve certain results;
3. The third type of talents: a major in a certain field can solve different problems encountered in a certain field;
4. The fourth talent: team spirit, helping others to finish their work well.
It is not difficult for us to judge A-level employees, B-level employees, C-level employees and D-level employees. In fact, A-level employees are talented employees that a company boss wants, while B-level employees and C-level employees can be divided into ordinary employees, while D-level employees are not suitable for the development of the company. Uncle Jobs, the former founder of Apple, once said that a Class A talent is equivalent to 20 ordinary employees.
To sum up, in fact, the standard for a company to distinguish ordinary employees from talents lies only in your business level and value. "Natural selection, survival of the fittest" has no meaning. If an employee wants to achieve great development, he must study hard, cultivate his own business ability, and let the leaders pay attention to you and appreciate you. Although the starting point may be different, it is not impossible for the latecomers to catch up, and the fate is always in their own hands!
Hello, I'm Wang Changjian, and I'm glad to answer this question.
I hope my answer can help everyone, thank you.
I'm glad to answer this question. "Ma Yun said in a speech at Lakeside University that salary is the time I bought for you and your talent. What is a bonus? What I bought is better than I expected. I want to reward you. But bonuses are not benefits, not everyone has them. "
This passage has two meanings. First, ordinary employees work according to the contract and get paid every month. Second, you do better than others, better than others, beyond the boss's imagination, the boss or enterprise will give you bonuses, and those who have bonuses are talents.
I don't know if you are satisfied with this answer.
As an enterprise, we should attach great importance to the cultivation and introduction of high-level talents, such as masters and doctors of high-tech talents, which is the driving force to support enterprises to advance and innovate and become stronger and bigger.
Hello, let me make a small video to analyze and answer your question.