蓝博兴t1砖头刷机包:Chinese private enterprises select the "airborne" in the three strategic

                                   Chinese private enterprises select the "airborne" in the three strategic


With the above;

     Private enterprises in the introduction of "airborne" in the high-end talent, there are at least three basic personnel selection strategy: management, balanced, and technical personnel selection strategy.

    Intensive private enterprises has recently introduced a range of "airborne", most reside in senior management positions, a small amount of technical experts, however, the "airborne" came less than three months, many of whom have left or try to restrain him, The reason seems really complicated, it was said to be a problem with corporate culture, some people say is the number one leadership style is not "airborne" recognized, some said that bosses do not understand management, and some say that the introduction of these advanced management and technology the level of talent is not enough, and so on. I initially found that if these claims are reasonable, but feeling vaguely strategy behind the selection of talent, there was greater mistake.

    Private enterprises in the introduction of "airborne" in the high-end talent, there are at least three basic personnel selection strategy: management, balanced, and technical personnel selection strategy.

    Management talent selection strategy: a prerequisite for the organization in the areas of business, professional, and basically no shortage of technical personnel, but no management experts, leaders of the business area management team is weak, do not see the management system or management mechanisms value of the contribution of the potential of existing staff can not play, even chaotic management situation. Companies first need to understand the cultural characteristics of the organization itself, what kind of talent for the existing "soil" should be more sober, long-term common mistake is to introduce the so-called professional managers in foreign companies, and if the introduction of the "airborne" advanced too much, he or her original development platform differences between the existing platform and the enterprise is too large, then the management of his or her ideas and experience are often not suitable for the development of your current business situation and needs. Introduction of such managerial personnel of the mission or basic orientation is to establish, improve and optimize the management system of a business system, rather than the responsibility for solving a specific business problem or even technical problems.

     Balanced personnel selection strategies: the assumption that certain areas of organization management, business, professional and technical personnel levels are not high, or they can not meet the quality and capacity development requirements of current business, then the current team in the business leaders of the need to balance the talent, that are both good business, professional and technical and good at management, or the ability of both a more balanced, both lead the team to promote a business management system, the system continued to improve, but also work to direct jump "fire", that is the key to solving a specific business problem or even technical problems.

     Technical personnel selection strategies: the assumption that certain areas of business organizations, professional and technical lack of top-notch talent, such as the lack of "big technology to take" professional issues and / or technical problems are often plagued further development of enterprises, and sometimes even become bottleneck in the development of enterprises, this time to introduce some business enterprises need to be top-notch, professional experts, or technical experts, this kind of "airborne" Talent's mission or basic position is responsible for a specific business problem to solve even technical problems, develop their rich professional knowledge and experience to develop the business to upgrade the existing quality and the entire team of professional and technical levels, rather than let them do managers. The reality of human needs according to business characteristics, technical personnel selection strategy is often subdivided into three, that is pure technology-based, partial business operations-type and type of partial operations, corresponding to different personnel selection and evaluation criteria.

      Enterprises in different stages of development typically requires the introduction of "airborne" talent, but needs to clear the selection of talent for their own development strategies, high-end talent in the establishment of competency based on the model building and effective implementation of high-end talent in the selection and evaluation process.

     Your business has "airborne" it? How are they currently playing? Why should the introduction of "airborne"? Fancy "airborne," the point? This is the matching degree of organizational development and how? These are the Talent system and the introduction of departments should be consider.