1, encouraging employees to "internal job-hopping" is a concrete manifestation of whether the grassroots leading cadres' thinking of selecting and employing people is liberated.
As the saying goes, "if a tree moves, it will die, and if a person moves, it will live." It's about the importance of talent flow. As a grass-roots leader, whether he can realize the importance of employee internal mobility and dare to let employees "jump ship internally" is first of all a question of ideological understanding.
2. Encouraging employees to "internal job-hopping" is a good way to promote the growth and progress of talents and self-pressure.
According to the conventional development, most people hope that they can develop in an all-round way, be willing to accept new things and keep learning new technologies. Why should people learn more, accept new things and learn new technologies? Because most people have a desire for progress and are not satisfied with what they already know and master. People are willing to learn, accept new things and learn new technologies, which can never be regarded as a personal matter. This is good for social development and should be encouraged. Allowing and encouraging employees to "job-hop internally" and let employees learn more is to meet the wishes and requirements of employees and conform to the concept of "people-oriented".
3. Encouraging employees to "internal job-hopping" is an effective measure to get rid of talent inertia and blind complacency.
Why do some employees often don't listen to the dispatching command in enterprises, but sometimes the leaders can't do anything about them because of their special positions? Why do some internal departments of enterprises keep estrangement and disunity, and regard their special departments and posts as "hills"? Why do some employees insist that they have unique skills in their hands, and their work attitude is outrageous, arrogant and arrogant? These are all related to the unreasonable employment mechanism in the past. It is not without direct reasons that a person has worked in a post for many years or all his life, and his employment is "stagnant" and he can't rotate jobs. Some enterprises only pay attention to the rotation and competition of leading cadres, while ignoring the rotation and competition of ordinary employees. This lesson seems both profound and universal. This cannot but arouse our deep thought.