In addition, just after we have worked in an industry, a company and a post for a period of time, we need to rely on our core competitiveness or action to complete this "thrilling leap" whether we are getting rid of the current "muddling along" or pursuing better "poetry and distance".
Therefore, whenever we can't get what we want at these specific moments, we can't help but examine and doubt our abilities and are eager to improve our abilities quickly; It's just that many people often spend money and time suddenly, but their real ability has not improved significantly. Why?
We can understand that ability is a series of behaviors, ways of thinking and internal states that a person can or is expected to do something well, so we can start with the classic "Freudian" iceberg diagram, which is about people's multi-level understanding:
As can be seen from this picture, our beliefs, values, self-intention and self-expectation that are not easily perceived will affect our attitude and behavior towards people and things, so many positions will still pay more attention to people's personality and do some evaluation when recruiting.
At the same time, our constant behavior accumulation will continue to solidify and sink, affecting our experience, attitude, thinking, values and self-expectation. The so-called professionalization and specialization often start with behavior change, reverse change people's way of thinking, and even reshape part of people's personality.
After staying in a profession for a long time, it is easy for us to guess what you do, that is, the ability attached to this profession is internalized into character and then externalized into "temperament".
Then from the perspective of human resources, there are six levels to match the professional ability of a position. You see, all the positions JD on the recruitment platform are intentionally or unintentionally extracted from these six levels of requirements:
Let's take a look at the six levels in the left half first. The "knowledge" (especially explicit knowledge) related to a certain occupation (= industry+post) is the easiest to obtain, and it is also the learning entrance for many acquired professional abilities; However, because it is the most superficial level of professional ability, it has little influence on the work results, and surprise study is mostly in this area, so the short-term effect is not obvious.
About "skill" is a concrete and systematic physical and thinking action, which is difficult to obtain through practice accumulation. For example, the whole set of basic operations of sales positions from contacting customers to closing customers are generally bound to specific positions.
The "ability" mentioned here is abstract and extends a layer. At the same time, it can play a role in many positions, such as "persuasion" closely related to sales professional ability, and it also plays a role in other positions.
Skills and abilities can be obtained from practical experience, and can also be transformed by skills and abilities.
Then there is what we often call "quality", which can be simply understood as IQ, EQ, adversity quotient, American quotient and other "quotients", which are the soil and nutrients for upward growth. Children's quality education, including our company, is to lay the foundation for children's long-term professional ability.
However, as shown in the above figure, quality is not "acquired" from the knowledge level, at least it can not be achieved by short-term knowledge accumulation, and it has to go through a slow "acquisition" process from action to behavior to characteristics. This is the reason why a person who grew up in a well-educated environment can't learn another person's interpersonal skills in five years and a class of 6.5438 million yuan.
Generally speaking, people with high EQ tend to develop well in crowded jobs, while people with high IQ tend to do better in technology and R&D jobs. The influence of this "quality layer" is greater than their major, and even for some specific occupations, the acquired efforts are irreparable, which tells us to understand our own strengths and foster strengths and avoid weaknesses.
Looking back at the fifth layer of "sexual orientation", it can actually be understood as interest, that is, the desire to do something, which is related to "motivation", so interest is the best teacher; The last belief often matches our internal values, exerts great energy, and also affects our moral feelings about different occupations.
On the whole, the three layers have obvious influence on our professional performance in the short term, and the influence of the three layers is more obvious in the long run. For the company's personnel, high-paying positions that require skilled workers often take a fancy to the upper three floors to ensure immediate work results, while recruiting fresh graduates often take a fancy to the lower three floors for rotation training.
In the field of career planning based on individual professionals, there is also a classic and concise "three cores of ability" model, which is directly divided into three parts: knowledge, skills and talents. I think it is also a summary of the above:
Then, there is actually a horizontal dimension to disassemble professional ability, which is divided into professional ability, method ability and social ability. This is mainly because a job needs more than one ability module, such as a professional position like a designer, and it also needs good communication skills to make others understand his thoughts and ideas.
The higher the level, the higher the value, and the more consistent the required competency modules. This perspective comes from the field of talent development, because the post ability must be split in many aspects when implementing training, and from the perspective of professionals themselves, the ability to focus on development for a period of time also needs to be focused and gradually improved.
At the same time, from this perspective, we also find that career growth does not depend entirely on "self-study". If your company has a mature talent growth system and related investment, your growth will be very rapid. Especially when the workplace is in its infancy, it is difficult to plan my career study from a top-down perspective, do my own execution supervision and give timely and effective feedback, which is why I entered a big company just after graduation and remain a "at least no regret" choice.
So, to sum up, the entry requirements of a job and the competency model to be developed are as follows:
On the one hand, it reflects the ability requirements of our professionals, and at the same time, it shows that a job will be done for a long time, and there will be many ability modules to gain. Generally speaking, more than three years in a row is a reference measure to see a position's relevant ability (including vertical promotion) reach maturity, so why is frequent job-hopping unpopular with HR?
Among them, vertical quality/talent and horizontal method ability and social ability are also called soft power or transferable ability. For example, chestnuts, why do people who do a good job in early career sales generally develop faster than ordinary people and can maintain a long career growth line?
Because the six-level vertical ability and three-level horizontal ability required by sales positions are "transportable ability", they can be transported to most professional types dealing with people almost without waste.
Mobility is an important part of core competitiveness, and the degree of accumulation determines whether you can pursue the best position, the best industry or cross-industry application, but it is not all the elements of core competitiveness. You need to add a "resource" with overlapping time dimensions on this basis.
Many people may wonder why competitiveness also includes "resources", but there is no "agreement" to rely on strength. Occupation exists in business and returns to the essence of business, which is related to exchange and scarcity. In many people's minds, the ability to migrate can grow, but the strength is different, and the resources corresponding to specific occupations are "exclusive" and "exclusive", which naturally has high value.
Or take sales as an example, there is a difference. The resource accumulation and resource value of selling consumer goods at C-end are not as good as those at B-end through channels, because the consumption quota, frequency, stability and relationship maintenance at C-end are far lower than those at B-end, so the sales staff at B-end are more likely to be hired with high salaries, because they often give resources to new owners.
From this point of view, we may need to examine the resource value of the customers, suppliers, colleagues and partners I have come into contact with over time in my current professional environment. It's just that we often think about this layer, and when we use this layer of value, it is often in the middle and late stage of our career. It is not easy for us to have this consciousness when we are young.
When I am in charge of the seven-day career development training camp, I will talk about a sharing class of "being my own boss", in which there is a PPT, which can reflect this difference from the "first principle" of my career:
Core competitiveness has three characteristics, which are: (others) can't take it away, (others) can't learn it, and it can be sustained (accumulated). If ordinary vocational skills can make us "eat", then the core competitiveness is to make us "drink".
Because general skills play a role in a specific position in a specific enterprise collaboration system, the ultimate stage of core competitiveness may extend to the whole business system, and individuals with core competitiveness often appear in the form of "super individuals" or "personal IP". In this era, even as an ordinary person in the workplace, even in order not to fall behind, at least one industry must become "IP".
On the other hand, since sales work is so "powerful", should everyone be engaged in sales? That's obviously not. The following is the "Advantage Development Strategy". Ideally, the ability accumulation in the early career starts from one's own strengths and slowly expands with minimal resistance.
(Advantage development is a big field. Today, career choices related to professional ability development can only be "tasted". If you want to learn the whole content, you need to attend classes, evaluate or consult. )
Because there is no sense of "superior development", I spent too long in the sales position in my early career until I "doubted my life", and then I made a mistake of extreme right escape, and my career development almost stagnated for several years.
In the seven-day special training camp for new elite career development, the classic teacher gave a 4D advantage model which can not be quantitatively evaluated but can be used as an observation perspective, and divided the career types into four quadrants from two dimensions: people-things and abstract-concrete. Our natural advantages are generally in one of the regions, and it is easy to get started doing the work related to the corresponding region.
Does it mean that you can find your career direction and develop your professional ability in an advantageous direction by climbing only one pole? Obviously not, because in the middle and late sub-occupations, we all want to challenge high-paying and high-value positions (represented by executive positions), but this is also the time when many people are prone to bottlenecks, thinking that the ability modules needed for high-value positions are also compound.
However, the professional ability accumulated from a single position in a single direction has a huge loss in dimension; At the same time, the drastic changes in the business environment make us need more and stronger mobility during the career transformation. Fortunately, starting from the advantages, we can cultivate the initial professional ability, and also have the best conditions to get rid of the shackles of single ability.
This may require our imagination. Let's imagine our advantage area as a lotus flower in the pond for the time being, which gradually extends to both sides over time until it covers the whole pond. In the end, the situation that can be formed is "one super, many strengths and zero defects", and all the inferior parts of the diagonal can score 60 points, and they can also make up the position with others under team conditions.
Take my strong field "expert" as an example. In fact, the internal training and career planning I am doing now do not completely correspond to the expert area, but the exchange area next door-which means that at least 50% of the advantages can be invoked, which has made me feel much more comfortable. At the same time, some affairs I participated in on 20 19 show that I have reached the "qualified level" of "management-oriented" sales ability next door, which is much higher than when I was engaged in full-time sales in my early career.
This is because the professional ability gradually expanded from the advantages already has the inherent "self-efficacy" and some transferable sub-abilities brought from the advantageous fields (the fractal characteristics of the ability will be shown to you below), and it is easier to gain more opportunities and trust from the outside, and the fault tolerance rate in the process of trying is also high.
If you are doing consulting or group-assisted courses, you can do ability cards face to face and one to one.
In the absence of this condition at present, I can refer to the "ability heat map" more systematically than the card. It comes from the best working mode of online career course developed by new elite classic teachers-an important part of independent exploration course. I participated in the inside before the product was released, but I can't "spoil" it too much.
This is a very simple diagram, but it contains a lot of information and needs to be viewed from different angles. First of all, we can see that abilities have similar fractal characteristics from organs to cells to molecules, and can be subdivided and aggregated in many ways. Moreover, the more capabilities of adjacent areas, the easier it is to aggregate into stronger forces, which also implies the gradual and breakthrough development of capabilities.
Then four views are marked on the map: from left to right is the dimension from transaction ability to interpersonal ability; Bottom-up is the ability cluster from basic position to management position. At the same time, the self-driving module directly below is similar to the propeller of a rocket, and its strength also determines the height of our career development.
Through the evaluation module in the course, you can see the color depth of your ability module, that is, the calorific value, which is your strongest ability module at present (not necessarily stronger than others); Through the distribution of modules, you can know the complexity of your ability and point to your long-term potential.
Finally, sum up. Understanding and cultivating ability is the importance of "chip" level for our professionals. Today, we just try to be close to the course and give you a relatively systematic comb, which can only play a role in enhancing cognition.
Then, if you have some confusion about your self-awareness and development direction, you still need to use courses, consultation and evaluation to assist in making customized solutions. Welcome to talk to me.