<nav id="yaywu"></nav>

<rt id="yaywu"></rt>

Home >

Promotion Of White-Collar Workers

2008/12/4 12:07:00 41859

??? 日本語 Fran?ais English 中文

With the expansion of foreign businesses in China, localization of talents has become a top priority for foreign enterprises. More and more Chinese employees have boarded the management of foreign enterprises.

Most of the foreign enterprises, compared with the airborne units, all regard internal upgrading as an important way of management.

In foreign companies, challenges are everywhere, but they also mean attractive opportunities.

So, what kind of talents will be promoted in foreign companies?

What are the factors that enhance the talents of foreign enterprises?

Internal factors of promotion

標準一：業績

The choice of employees in foreign enterprises is first considered in terms of strength and performance.

Performance is the most basic and a stepping stone to the development of the workplace. Only outstanding achievements can be recognized and recognized by the leadership and the opportunity to stand out from the staff.

In general, foreign enterprises have a very scientific and systematic assessment system for their employees.

Before work, the communication between the enterprise and the employees will be made, and the working objectives of everyone and each team should be worked out so that employees can clearly know the space for their development. After a year or a quarter, they will make targeted assessments of their employees according to their work objectives.

Some are once a year, some are quarterly.

Assessment is an important way to assess employees' performance. In addition to rewards, enterprises will consider their next development according to other aspects of their performance.

For example, GE usually assesses which people are more potential and leadership quality from top 20% of performance, and then further develops them to train them.

There are many ways to cultivate leaders in GE. They will make different plans according to the educational background, experience and experience of each person.

Standard two: Entrepreneurship

Good performance can only prove individual's ability in business, but it can not prove that it is competent for management position.

Some of the talents are specially studied, but they like to fight alone. He may become a good hand in business.

But if he is promoted to management positions, it will be difficult to replace another team.

Therefore, good management ability and team leadership are important criteria for foreign enterprises to improve their talents.

There may be many outstanding people, but there are relatively few talents with managerial skills.

Management ability includes communication, conflict handling, innovation, leadership and execution.

In SONY, initiative is the key.

In the definition of SONY, talented people are not just those who obey and follow the rules.

A good talent should first have the thought and talent in SONY. Secondly, he should dare to break the rules and put forward his own opinions.

Standard three: EQ

Only outstanding performance, excellent management ability is not enough, foreign enterprises in the promotion of talent, will consider other such as human quality, professional ethics and other soft factors.

As the saying goes, a person is likely to be hired because of factors and be dismissed because of his personality.

For example, honesty is very important in GE.

If you have good performance and good integrity, you will become the object of promotion; without good performance, good integrity companies will give you second chances; good performance, but no integrity, or neither will be required to leave the company.

In ABB, we also attach great importance to the "soft" ability of employees.