The first type of self-driven elite employees are high-potential employees. High-potential employees refer to elite employees who look at the present from a future perspective, share the same long-term goals with the team, have a high degree of matching with the values advocated by the team, and have strong self-discipline habits. The goal of their work is to make themselves better, that is, the elite employees who are most likely to become the mainstay in the future. Self-driven employees are generally very demanding of themselves. When we do things, we often measure and demand ourselves by the height of doing things, the width of consideration and the depth of doing things. Such a group of people should account for about 10-20% of the team. Of course, this ratio is relative to the overall talent positioning and planning of the team. In practice, the proportion of high-potential employees in some consulting enterprises seems to be extremely low or even non-existent, which is related to the baseline quality of the people recruited and introduced. The so-called military background, soldiers' baseline quality is not good, and naturally there will be no elite generals. This is a systemic problem. Therefore, it is necessary to strictly control the recruitment of talents and require the top leaders to interview and select at the next two levels.
The second category is hard-working and dedicated employees. Most people in this community are in the workplace, accounting for 60-70%. These employees have no long-term goals, but they have clear goals for their recent progress and skill upgrading. They are responsible for the team and family, warm to their colleagues, and noble in character. They want to make money, and they can realize that they can improve their abilities through continuous examinations, giving them energy, time and sweat to get results and bring returns. These people are wise or ambitious, smart but not self-disciplined, and some are lazy, but they do things in a closed loop, with high efficiency and remarkable achievements. Otherwise, they are smart, serious and single-handed. Based on the idea of compound interest, they work hard, work overtime, work hard, ask more questions, listen more, practice more and do more. Struggling employees, who can set an example, learn from each other and help others, are the fundamental carrier and foundation of the company. We should create a fair growth, development and competitive environment for these people, empower them fairly and differentially, solidify them through career channels in the company's talent management process, concise everyone with system integration, and promote the common growth of everyone and the company with processes and training. Let their income get higher and higher, and they can take on greater responsibilities for the team and family.
The third category is the executives of management and control. Such employees are new to the workplace or team, lack of personal planning, and always cling to their own development direction and path. The biggest pain is worrying about whether the work arranged by the leader will be useful to him in the future, whether it is the best, whether the well-done work will be promoted quickly, whether the income will increase rapidly, and whether the team leader will arrange work for himself or toss himself, which is sensitive and tangled. Generally, the recruitment of these employees should be strictly controlled. From the communication of past details and scenes, we can see his decision-making and eye changes, from the perspective of behavior habits, we can see his character, and from whether he insists on exercising or not, we can see his will. But once the recruits come in, we should cultivate them, push them and change them. How to promote them? Arrange certain tasks, check their daily work, arrange their daily work through TDL, guide their daily progress and achievements through log check, guide them to have a sense of accomplishment as much as possible every day, and promote their gradual growth through external forces. Such employees have two ends, either through counseling and empowerment, they will be transformed into struggling employees, or they will be optimized or eliminated, so that they can choose a company or team suitable for their own development, thus avoiding embarrassing situations.
Wu Jun said in "Pattern" that the first of the three basic trends in the world in the future is "in infinite time, change is normal, and invariability is abnormal, but in limited time, great change is abnormal, and gradual change or invariability is normal." In terms of talent strategy and daily management, we should avoid idealism, eat a fat man in one bite, formulate corresponding empowerment measures and processes for each type of employees, step by step, and gradually promote the transformation of management-controlled employees to struggle, and promote the transformation from struggle to self-drive. Of course, when recruiting, we should also try our best to recruit motivated and enterprising employees. A string of water drops wears away the stone, not the power of water, but the power of persistence. Talent strategy must adhere to the long-term, guard against arrogance and rashness, constantly improve the talent system and process, constantly innovate the ways, tools and methods of talent management, build a good talent base around the long-term goals of enterprises, and move forward all the way.