Five Misunderstandings Of Entrepreneurs Selecting Talents

In order to make the enterprise bigger and seek for talents, entrepreneurs can not avoid drinking poison to quench thirst.

Entrepreneurs must be vigilant against some misconceptions in selecting talents, which include not only the misunderstanding of the ability and quality of the talents themselves, but also the mistaken ideas of the entrepreneurs themselves.

Misunderstanding of loyalty

Enterprises are like the kingdom of entrepreneurs. Entrepreneurs are bound to have a complex of kings. They attach great importance to professional managers.

However, after all, enterprises are not entrepreneurs' individual kingdoms. The relationship between entrepreneurs and managers is contractual relationship. Loyalty is mutual: entrepreneurs are loyal to professional managers, and professional managers are loyal to entrepreneurs.

In other words, people who are unconditionally attached to a company for life are slaves rather than talents.

It is precisely because of the misunderstanding of "loyalty" that entrepreneurs are always "loathing new" for professional managers.

They always look at the outside of the enterprise, while ignoring the internal talent gold mine, and self assured professional managers are often relatively low-key, the two sides are hard to hit it off.

Academic mistakes

Many successful entrepreneurs are not highly educated. Some successful entrepreneurs only have primary school education.

These qualifications are not high.

The only two cases are the most obvious.

First, there are many misunderstandings about Ph.D., and entrepreneurs often take the view that doctors should be "Bo". In fact, doctoral system education develops towards "specialized" and "deep" rather than going to "Bo".

That is to say, doctors are more likely to be professionals than generalists, and managers, especially top managers, need generalists. Two, there are misunderstandings about MBA. They think that learning MBA can manage enterprises, but young people who have just graduated for two or three years read books for "gilding". Most of them have no problem in learning ability, but they have great problems in management ability.

Erroneous experience

Experience is quite important and valuable.

The high salary of Tang Jun, a migrant worker, is largely related to his brilliant experience.

However, the most important thing should be ability.

It is a pity that the world is willing to pay for experience but not willing to pay for it.

Experience is actually very easy to pack.

For example, someone is returnees, who has stayed in the United States for seven years, but only two years later.

No doubt, like Liu Bang and Xiao He, Han Xin, who did not fight the battle, set up an altar to the entrepreneurs.

Even if entrepreneurs do not know Liu Bang and Xiao He as human beings, they must be clear that experience is not equal to ability.

Misunderstandings in performance

Performance is a difficult thing to measure with key performance indicators (KPI).

When other conditions are equal, excellent management personnel will produce good performance, but this is only a statistical concept: the quality of performance is expressed by statistical variance (variance). Only part of it can be explained by the level of managerial competence. How big is this part?

It may be 30% or 20%, because the environment is different.

In addition, it is difficult to compare KPI among different management personnel within an enterprise.

In many cases, the influence of regional market, product market, superior and subordinate's style and ability on the performance of professional managers is no less than that of the general manager's personal management ability.

Meng Changjun's misunderstanding

Many entrepreneurs are very much like Meng Changjun in ancient times.

Meng Chang Jun loves talent and superstition diversity (diversity).

He accumulated talent, sort of like collecting antiques.

Mr Meng raised three thousand of the diners, some of whom were somewhat skilled, but most were just diners.

As for Mr. Meng, let's take a look at Wang Anshi's comments:

The world always called Meng Chang Jun to be a scholar, and the scholar returned to the throne, and he left his strength to get rid of the Qin of the tiger and leopard.

It is enough to say that Meng Chang Jun has a strong ear for chicken.

Otherwise, it would be a good idea to be strong enough to be able to make the South and make Qin.

The reason why this man is not so sure is his husband's chicken.

Wang Anshi means that his three thousand men are all dogs and dogs, but if one is qualified, the Qi State will not die so fast.

This assessment is obviously excessive.

However, from the allusion of Meng Chang Jun, two conclusions can be summed up: first, birds of a feather flock together.

The road is different.

We must not put together the birds and the dogs, and second talents can not be saved.

Even if the talent is placed in the enterprise and there is no use, talent will be spoiled like food.

Real talent is never willing to be lonely. Their "shelf life" is very short.

For entrepreneurs, it is not only necessary to recruit talents, but also the key is not to display talents, but to boldly use talents.

Wind is the founder of leadership in the wind, director of human resources.

"Five qualities: excellent leadership, psychological gene Decoding" author.

Since 1999, he has served in the three leading international advisory bodies: Gallup (The Gallup Organization), Shanghai research director, senior leadership consultant of Greater China in PDI, and chief inspector of Greater China (Hay Group).

In the wind, Shanghai talent Co., Ltd. has established the leadership evaluation business. It has been the general manager of Shanghai talent Limited's evaluation department and vice president of Shanghai talent Limited company.

In 1988, Feng graduated from the Department of psychology of Peking University, and received a doctorate in psychology from University of Hong Kong in 1998.