Therefore, fishermen try their best to get the fish back to Hong Kong alive. But all efforts failed. Only one fishing boat can always return to Hong Kong with live fish, earning a lot of money, but the reason has never been clear. It was not until the death of the captain of this boat that people solved the mystery. It turned out that this ship caught sardines and always put a big catfish in the fish tank before returning to Hong Kong. What is the use of catfish? It turns out that catfish will naturally swim around and stir up friction after entering the fish residue because of the unfamiliar environment, while a large number of sardines will naturally get nervous and speed up their swimming when they find another "alien". In this way, they returned to the fishing port alive and kicking. In fact, the same is true for a company. If the personnel are fixed for a long time, they will lack freshness, easily develop inertia, lack competitiveness, and have no sense of urgency and crisis. Only when there is pressure and a competitive atmosphere, employees will have a sense of urgency and crisis, and enterprises will have vitality. In this regard, Honda of Japan has done a very good job and is worth learning from. On one occasion, Mr. Honda visited European and American enterprises and found that many enterprises are basically composed of three types of personnel: one is indispensable talents, accounting for about 20%; Second, hardworking people who take the company as their home, accounting for about 60%; Third, fools who wander around all day and drag down enterprises account for 20%. Among the employees in our company, there may be more people who lack enterprise and professionalism. So how to increase the first two kinds of people, make them more professional and reduce the third kind of people? If the third type of personnel are eliminated completely, on the one hand, they will be under pressure from trade unions; On the other hand, it will make enterprises suffer. In fact, these people can also complete the work, but they are far from the requirements and development of the company. If all are eliminated, obviously not. Later, Mr Honda was inspired by the catfish story and decided to carry out personnel reform. He started from the sales department first, because the concept of the sales manager is far from the spirit of the company, and the conservative thinking has seriously affected his subordinates. We must find a "catfish" as soon as possible to break the depressing atmosphere of the sales department, otherwise the development of the company will be seriously affected. After careful planning and hard work, Mr Honda finally found Taketaro, 35-year-old deputy manager of the sales department of Songhe Company. After Taketaro took over as the sales manager of Honda Company, with his rich marketing experience, excellent knowledge, amazing perseverance and enthusiasm for work, he was well received by all the staff in the sales department, and their enthusiasm for work was greatly mobilized and their vitality was greatly enhanced. The company's sales turned losses into profits, the monthly sales soared, and the company's popularity in the European and American markets continued to increase. Mr Honda is very satisfied with Taketaro's work since he took office, not only because of his performance, but also because the sales department, as the leading department of the enterprise, has stimulated the enthusiasm and vitality of managers in other departments. Honda is proud of its effective use of the "catfish effect". Since then, Honda has paid attention to "hiring" some capable, quick-thinking fresh troops around 30 years old from the outside every year, and sometimes even hired "big catfish" at the level of managing director. In this way, the "sardines" in the company have a feeling of electric shock and their performance is booming. Grasping the key to give full play to the "catfish effect" as a manager of an enterprise, using the "catfish effect" for management generally adopts Honda's approach: constantly introducing talents from other enterprises, creating an anxious competitive environment, keeping the organization alive for a long time, and realizing the talent benefit of "introducing one and driving one". But there are advantages and disadvantages. If senior talents are introduced from outside for a long time, internal employees will lose the opportunity of promotion, and some employees with real ability and potential will not get the opportunity to give full play to their talents. They either leave the company or are flattened, and the enterprise slowly loses its vitality. Therefore, the key to the "catfish effect" is that you should accurately judge whether your employees are quiet and enterprising. On the contrary, if your department has one or more energetic and enterprising employees, it has a good "catfish effect" in itself. At this time, if we insist on introducing "catfish" in our own way, it may lead to "talent cluster", internal investment and inefficient human resource management, resulting in "catfish side effects" Therefore, whether the "catfish effect" can play a scientific role is very important for scientific evaluation of "catfish" and "sardines". If the eyes are "seeing the outside but not seeing the inside", the "catfish" of this enterprise is wrongly classified as "sardines", which may lead to the loss of excellent employees. If "Catfish" loses to a rival enterprise, because he knows the "foundation" of this enterprise, it will bring great threat to the enterprise, which will lead to the passive position of the enterprise in the fierce market competition. Mr. Li used to be the deputy manager of the planning department of a foreign company. In the past three years, he has made great contributions to the company for many times by virtue of his talents. Not long ago, the manager of the planning department of company A resigned for some reason, and the employees thought that Mr. Li was undoubtedly the best candidate. Later, the company leaders made a decision to let the headhunting company find themselves' more suitable senior planning talents'. Two months later, Mr. Li resigned from his job in company A and became the sales director at the invitation of private company B. Later, in an industry project planning activity, Mr. Li defeated the project of Company A with his unique planning scheme, which made Company B famous in the market. The leaders of Company A couldn't help sighing when they heard the news. Obviously, Company A failed to value Mr. Li's work potential because it misjudged his business level and thought that he was "at best". In fact, after Mr. Li went to another enterprise, he showed his extraordinary talent and strength. Look for the "catfish" inside the company. When there is a vacancy in a company, employees inside the company should be given priority. The reason is that letting employees know that the company cares about their personal growth and development is conducive to creating a good corporate culture; In addition, it can also save the company's human resource costs and avoid the phenomenon of competing for talents at high prices. In order to explore and discover the "catfish" inside the enterprise, the enterprise can adopt the following three effective management methods: First, conduct performance management and create the "catfish effect" with pressure mechanism to make employees nervous. The effectiveness of the company's pressure mechanism depends on how closely the employee's salary, development and elimination mechanism are linked to the performance management system. In fact, the results provided by a scientific and effective performance management system can provide accurate, objective and fair basis for employees' training and development, personal career planning, and even salary adjustment, promotion and elimination, and really play the role of "winning the prize", thus creating a pressure mechanism and atmosphere. The second is to build a competitive team in the organization and build a catfish team through the internal selection mechanism of the company. If the company wants to maintain its innovation ability and competitiveness, it is the key to establish an organizational team with one heart and one mind. A successful team not only knows what the department's goals are, but more importantly, it is combined with the company's development goals. Therefore, in order to encourage team competition among departments, the company should determine a series of selection criteria such as excellent departments, excellent employees and excellent managers, and conscientiously implement them. Through the establishment of orderly competition among internal groups to stimulate the team's motivation, so that every employee of the company is always in a high-spirited working state. The third is to discover and cultivate the potential stars of the company, and activate the workforce by discovering and upgrading potential catfish talents. In terms of employing people, the company looks for potential stars in the organization through the performance appraisal system and gives priority to training. To find and promote capable talents, all employees in the company will be nervous, and with pressure, they will naturally make progress. In this way, the whole team will be full of energy. Internal catfish talents have the following evaluation criteria: 1. First of all, they must have a strong work enthusiasm and desire. 2. Ambitious and dissatisfied with the status quo. 3, can drive others to complete the task. Usually, as long as he is given challenging tasks and greater responsibilities, he can complete better performance and show his ability to work beyond his current burden. 4. Dare to make decisions and take responsibility. 5. Be good at solving problems and make progress faster than others. By combining the introduction of external "catfish" with the development and excavation of internal "catfish", enterprise managers can make full use of the "catfish effect" to maintain the vitality of the team.