How to screen out the talents that enterprises really need from the interview? With talents, how to cultivate them?
What kind of talents do educational institutions need?
First of all, the following two points need to be considered.
First of all, we share common values. Like-minded people are more likely to attract each other and form a strong team. For example, the talents needed in Qin and Han Hutong are mainly concentrated in sales positions. Because of the characteristics of China culture spread in Hutong in Qin and Han Dynasties, the sales will be required to be "poetic". In the face of talents with outstanding personal abilities but different values, we should also learn to politely refuse.
The second point is to meet the phased needs of enterprises. Enterprises need different talents at different stages, and the orientation of talents should also be changed. In the early stage, we must have excellent developers to conquer the world; When it has a certain market share in the region, it needs management talents; Once you find that your performance is declining, you should consider tapping outstanding talents who are bold and enterprising.
How to cultivate talents?
Assign challenging tasks. The challenging task is not limited to a certain project, but also equivalent to the challenging task of raising the position to a higher level. In the face of new jobs and work content, employees will advance in groping, from stumbling to gaining a firm foothold, which is a kind of growth. For people with strong achievement orientation, the effect of this method will be obvious.
Environmental impact. As the saying goes, the environment has a great influence on a person. Mentoring system, superior-subordinate performance, teacher guidance and team salon, which are commonly used in human resources development, will promote the growth of team members.
Teacher Wang gave such a small example: when training employees, he often asked employees to describe themselves in three words. Most employees will say, "Since I was a child, others have described me like this, and so have leaders and colleagues at work." Obviously, external feedback largely determines a person's self-cognition. Therefore, it is very important to establish a good feedback mechanism. First of all, according to the characteristics of employees, do all-round feedback evaluation; Then give appropriate challenging work to stimulate employees' potential with challenging tasks; At the same time, we should also give employees a positive working environment and provide targeted training and guidance for the difficulties encountered in practice.
Leaders lead by example. Before asking employees, leaders should set an example and educate their subordinates with their own examples. Without leadership, an organization cannot guarantee a good running state.
Make good use of "mediocre talents". Every organization will have some such employees who may not have long skills, which requires leaders to learn how to make use of people's strengths and tolerate people's shortcomings.
"An employee was said to be useless, but transferred to another branch and performed well." Mr. Wang thinks this has a lot to do with managers, and everyone can't be perfect. How to discover and stimulate the strengths and potentials of employees is a problem that managers should think about. During the Qin and Han Dynasties, the theory of "long barrels" prevailed in hutongs. A branch library is a team with all kinds of talents. Everyone cooperates with each other to maximize the operational efficiency of the branch library.
How to motivate talents?
Nothing more than material incentives and spiritual incentives.
Mr. Wang takes himself as an example. I entered Qin-Han Hutong from July 20 13, and worked as a curator for four months, a regional sales supervisor for nearly one year, and a personnel director for one and a half years.
This is linked to the talent incentive mechanism of the Hutong in Qin and Han Dynasties. A large number of talents and managers are rising like rockets, and the role of material incentives is very obvious.
This is exactly what Qin and Han Hutong did-the curators of Qin and Han Hutong were all trained from front-line sales talents. From CCM to competing for a curator, and then to officially becoming a curator, there will be superiors leading him, that is, the so-called old curator and new curator. When the old curator has trained outstanding talents to become the official curator, he still has the right to manage the former branch library to help the new curator operate stably and healthily. At this time, the salary of the old curator will also get a certain proportion or a certain share of profits on the basis of the previous one. Therefore, more and more curators are willing to share the work of bringing new people and cultivate a batch of outstanding successors for Qin and Han Hutong.