The theory of enterprise identifying talents-four quadrants of talents

1. Utilitarianism (high utility+low standardization)

is located in the 1 th quadrant, which can solve the problem of enterprise interests well, realize enterprise profits and achieve strategic goals. It has low standardization, thus lacking the ability of group integration. Taking the famous Lu Bu of the Three Kingdoms as the reference, Lu Bu possessed super-strong force, but he killed Ding Yuan and Dong Zhuo successively, which was called "three surnames of domestic slaves" in history.

2. Ideal type (high utility+high standardization)

is located in the second quadrant, which can not only deal with external development problems well, but also achieve good results. At the same time, it has good standardization and conforms to moral expectations and group recognition. Referring to Zhuge Liang, he not only has excellent political and military talents, but also conforms to social morality and humanistic ideals, so he has become an important minister and has a long history.

3. Useless type (low utility+low standardization)

is located in the third quadrant. This mode can neither solve the survival problem of enterprises nor complete internal integration well, so it is called "useless". Most useless people are nameless, so they are referred to as "passers-by".

4. Normative model (low utility+high standardization)

is located in the fourth quadrant. This model has good standardization, loyalty and stability, but it lacks enterprising ability, and has more standardization than ability. With the encouragement of Sun Quan, Lu Meng read widely and became a much-told story of "seeing each other for three days".

you have a career path, so talk about the workplace.

I'm Abby from Zhu Ya, a baby mom born in 1991s, a team manager, a national certified career planner, a new elite certified enterprise training lecturer, and a turtle studying in Singapore. Good at: exploring career interests, adjusting mentality at the beginning of career, improving professional ability, balancing multiple identities, etc. Grateful to meet, in the future, let us shine together!

I have worked in human resource management for ten years, and I have seen too many employees being forcibly recognized and classified by enterprises. When I was the human resources director of the catering group in Chengdu, I set the criteria for judging talents for the company ~ 1? Agree with the company (some people are very capable, but there is no point in staying if they don't agree with the company's values) 2? Identify yourself (everyone just has different positions, but everyone's ability is not very different, so I prefer to see employees clearly identify themselves)? Honest and efficient (responsible for the company, responsible for the work, not greedy for the interests of the company, not delaying the work)? In fact, leaders, we should also be graded and evaluated by others. I have always adhered to the principle of being a man all my life, not excessively suppressing and belittling others, because it is still uncertain who will decide my survival 31 years ago. So being kind to every employee and colleague around me is a habit I will never forget.

how to distinguish between ordinary employees and talents?

I think it can be distinguished from work efficiency, personality and mood:

First, it is ordinary employees who are inefficient.

it's the ordinary employees who are slow to complete the task.

It's ordinary employees who procrastinate.

second, it is the talents who are withdrawn.

it's talents who are arrogant.

it is the talents who guard against arrogance and rashness.

Usually, people who are slow-witted are talents.

careerists are usually talents.

it's ordinary employees who put the blame on others.

it's the talents who are calm when encountering strong winds and waves.

third, it is ordinary employees who are easily afraid of difficulties.

It is talent who can control emotions in an emergency.

it's talent who never shows his face.

It is talents who are good at adjusting emotions.

it's ordinary employees who love to be heroic and brag.

it's the talents who respect the leaders and can withstand even face-to-face criticism. Summary

In the workplace, we can always meet all kinds of people. It is very important for us to observe the advantages of talents, fully absorb the strengths of others and make up for our shortcomings.

how to distinguish between ordinary employees and talents?

I think it can be distinguished from work thinking, work attitude, work execution, work problems, work mood, work personality and so on!

1.

2.

3.

Ordinary employees are procrastinating, need supervision, have poor self-consciousness, love to complain, care about the workload, rely too much on their superiors, and cannot think and solve problems independently!

The talents who can find problems in their work, analyze problems and put forward solutions, face the criticism of their superiors, accept them with an open mind, work quickly and well, and have high work efficiency! In a word, we should be good at finding talents, even if his personality is withdrawn or unruly and aggressive in work. Then we should also be tolerant, give full play to the advantages of all kinds of talents and do a good job.

thanks for reading!

actually, my idea is that the key to judging whether a person is an ordinary employee or a talented person lies in whether he is actively working, according to his contribution to the company, and the way to deal with some things.

Recently, I met a customer to discuss with me whether all employees in an enterprise are "talents". He thinks not. In his mind, aunt sweeping the floor can also be called a talent, which is hard for him to accept. In his view, talent does not represent all employees, and talent is the laborer with high ability and quality in the company's human resources (the part of all employees with high ability, technology and quality). If so, we really need to define "talent" first, which leads to today's title. Nowadays, many human resource service providers propose Talent Management, and many enterprises propose talent team construction. Is it only for a certain type of employees? I still remember when I switched from marketing consulting to human resources consulting 21 years ago, someone ridiculed that "human resources are the first resource of enterprises" and said, "If there is no second and third place, how can we talk about first?" It can be seen that human resources are not the most important. In my industry practice over the years, I really found that human resources are not the most important resources in most enterprises. The budget flows to the raw materials of production materials first, followed by fixed assets that can be amortized, then marketing and promotion, and finally human resources management. Thousands of frontline employees can easily make entry decisions, but tens of thousands of employees can't easily make up their minds. They are all employees. How can some people be so expensive and how can they be measured? Many enterprises can't calculate their accounts for a while, so they will lead to the previous definition differences!

So basically, I think the method of dividing ordinary employees and excellent employees can be determined from the attitude of work. Ordinary employees work step by step and behave themselves, while excellent employees will learn, find problems and solve problems in their work.

Su Shimin, the founder of Blackstone Group, shared his talent view: enterprises should recruit talents with 1 points. What is a 11-point talent?

people with a score of 11 are self-motivated. They will treat their work as a career, take the initiative to find problems and seek solutions.

Ordinary employees are the 8-point talents mentioned above, who perform tasks, but have a little idea of their own, and don't think about how to make better strategies. There are also some employees who are lazy at work and refuse to contribute more. They are content with the status quo and eager for success, and spend all day feeling sorry for themselves.

such employees are harmful to both enterprises and individuals.

Su Shimin had an inner test during the interview: to evaluate whether he would like to wait at the airport with this person if the plane is delayed.

If we are willing to wait with this person, it means that we are willing to get along with him. There must be something in him that deserves our in-depth understanding.

That's all I shared. Welcome to pay attention to Dianmo Building, share practical workplace experience with you, and help you get a promotion and a raise!

thank you for your invitation to answer this question. I believe that the problem of "how to distinguish ordinary employees from talents" is the vision that every successful company boss should have. Let me talk about my views.

In the economic society, proving a person's value is that his scope in a certain field is obviously too ordinary. The higher a person's value, the higher the market benefit he can drive. As a boss in the company, we will use values to evaluate the level of each employee.

standards to distinguish employee grades.

we assume that the employees of a company are divided into four grades: A, B, C and D according to the degree of their business ability. Among them, Grade A has the highest level and Grade D is the lowest level. Then A-level groups can be called talent concentration camps, B-level groups are people who can be made, C-level groups are mediocre employees, and D-level groups are about to face unemployment.

1. A-level employees: refer to those who may have average performance now, but have great development potential, especially students who have just graduated from school or employees who are flexible in doing everything, and can be classified as trainable talents;

2. B-level employees: refer to those employees who are performing well now and have good development potential. Enterprises hope to have many such employees, which can be called the stars of tomorrow or the materials that can be made;

3. C-level employees: refers to the people whose performance and development potential are above average. They are a group of reliable and practical employees, but although these employees are practical and willing to work, they cannot bring greater economic benefits to the company in business, that is, they are relatively mediocre;

4. D-level employees: The performance is poor now, and there is no development potential. Enterprises should pay attention to such employees and give them advice.

as for talents, we can divide them into four categories.

1. The first type of talents: I don't need leaders to say much, I have my own opinions and can make up my mind to do what I decide to do;

2. The second type of talents: they need occasional suggestions from leaders to get things done correctly and achieve certain results;

3. The third type of talents: majors with a certain field can solve different problems encountered in a certain field;

4. The fourth type of talents: team-oriented and able to assist others to complete their work well.

from the four levels of employees classified in the above article, it is not difficult for us to judge that, in fact, A level is a talented employee that a company boss wants, while B and C levels can be divided into ordinary employees, and D level is an employee that is not suitable for the development of the company. Uncle Steve Jobs, the former founder of Apple, once talked about the idea that a class A talent is equivalent to 21 ordinary employees.

to sum up, in fact, the standard to distinguish ordinary employees from talents in a company is only your business level and value. "Natural selection and survival of the fittest" doesn't make any sense. If an employee wants to achieve great development, he must study hard to cultivate his business ability and let the leaders pay attention to you and appreciate you. Although the starting point may be different, it is not impossible for the latecomers to catch up, and fate is always in their own hands!

Hello, I'm Wang Changjian. I'm glad to answer this question.

I hope my answer can help you. Thank you.

I'm glad to answer this question. "Ma Yun said in his lecture at Lakeside University that salary is the time I bought you and your talent. What is a bonus? What I bought is better than I thought. I want to reward you. But bonuses are not benefits, not everyone has them. "

This passage has two meanings. First, it is the ordinary employees who work according to the contract and get paid every month. Second, you do better than others, better than others, beyond the boss's imagination, the boss or enterprise will give you a bonus, and those who have a bonus are talents.

I don't know if you are satisfied with this answer.

as an enterprise, we should attach great importance to the cultivation and introduction of high-level talents, such as masters and doctors of high-tech talents, which are the driving force to support the enterprise to advance and innovate and become stronger and bigger.

Hello, I'm here to make a small video to analyze and answer your question.