1. First of all, there is no doubt about the importance of talents to enterprises, right? It can be seen from the hundreds of millions of net worth of professional managers that bosses are not as good as monkeys. How could he give you so much money if he hadn't created a profit of ten times most of his salary!

2, the benign operation of enterprises, to achieve profitability, must have excellent management and technical personnel to achieve, mediocre people can not make enterprises run well, nor can they guarantee profitability.

3. In order to develop rapidly, transform and upgrade, enterprises need sufficient talent supply to ensure the realization of strategic objectives and meet the needs of business development.

4. Enterprises need to cultivate all kinds of professionals to grow and invest in new business.

5. For managers and professional technical experts at all levels, it is necessary to establish a reserve talent echelon in advance to avoid talent shortage and talent gap.

6. When the boss and other senior executives are old, the succession of senior executives is an important topic, and the cultivation of successors is a long-term work.

7. It is very risky to employ foreign "airborne soldiers". Except for some "parallel imports", whether the loyalty, ideas and values of professional managers are consistent with the corporate culture, whether they can handle complex internal relations well, and whether their working methods can be in tune with bosses and various princes are all possible reasons why professional managers cannot work for a long time. Comparatively speaking, cultivating internal talents is the most reliable method, although the effect is slow.