There is a famous saying: "A soldier who doesn't want to be a marshal is not a good soldier". When some companies reward "good soldiers", they often promote them and encourage them to be "marshals". As we all know, a good soldier is not necessarily a good marshal, and there are specialties in the art. Only when he takes his place, "the dragon belongs to the sea and the tiger belongs to the mountains", can he reflect the exquisiteness of management and the efficiency of organization.

[case study]

The employees of an enterprise are experts in workshop technology innovation, which has saved millions of yuan for the country for more than ten years. After his deeds were publicized by the media, he was rated as a national model worker and was promoted to deputy general manager of the company. However, they are unfamiliar with the company's business and lack leadership. When an employee asks him for a job, he always says "it's up to you" and "talk to someone's leader". Such instructions made the next thing difficult, and he himself felt uncomfortable and worried that he could not do it. Later, he asked to return to his old job. After being approved, he did a brilliant job and applied for national patents for many inventions.

A strong car can carry loads, and crossing the river is not as good as a boat; A good horse can take risks, but its plow is not as good as that of an ox. A "good soldier" and a "good marshal" have their own specialties. Only when we take our positions, can we show the subtlety of management and the high efficiency of organization.

Developing strengths and avoiding weaknesses is the basic strategy of employing people, with the focus on developing strengths. Because a person's strengths determine a person's value, cultivating strengths can not only foster strengths and avoid weaknesses, restrain weaknesses and make up for weaknesses, but also strengthen people's talents and abilities, so that people can continue to grow and develop. Employers should make different appointments according to people's special fields, so as to foster strengths and avoid weaknesses.

Shen Juyi, a Qing dynasty man, said: "Only when talents are suitable for their own needs and used properly can they be talented;" If you don't use it well, you will be embarrassed. " It means that people have different talents, and with their strengths, they can give full play to their functions; If you don't play your talents, you will bury your talents. This is very reasonable. People's expertise in knowledge and skills is obviously territorial. Once they leave the field of adaptation and come to the field of inadaptability, these expertise in knowledge and skills may become meaningless.

Therefore, when employing people, whether in the field of work or people's specialties, we should focus on people's specialties and use them according to people's needs. We should not only blame others, but also cut our feet to fit our shoes, artificially forcing people to change or give up their specialties and barely adapt to the work.

[Skillful touch of gold]

Encouraging excellent soldiers is not the way to promotion.

If an enterprise can completely break the practice of linking salary with management level and post level, and create heroes in each post, it can give "good soldiers" the best incentive.

Performance rating system: If an enterprise requires employees in all positions to perform well, it must try to encourage employees to concentrate on developing their own advantages, and rating each position according to performance is the most effective method. The performance rating system will definitely help employees change their efforts and climb to the highest level in the world.

Broadband salary system: If all salary signals are instructing employees to look upward, managers' efforts to adjust their career direction will be frustrated forever. The ideal salary scheme should allow the company to pay employees in proportion to their actual ability in their respective positions-the better he is, the higher his salary will be. This is a simple and effective broadband salary system. Managers can make a salary plan that can fluctuate greatly for each position, so that the top of the lower position coincides with the bottom of the higher position.