[Classic Review]

If a company uses a group of employees for a long time, the employees will not want to make progress, but the continuous elimination and updating of personnel can keep them strong. Fighting spirit.

If any company uses a group of employees for a long time, it will lack freshness and vitality, and it will easily lead to inertia, boredom, and reliance on the old. Therefore, it is necessary to find some outsiders to join the company and create an atmosphere of tension. In this way, employees will not become aimless and muddle along, and the company will naturally be full of vitality. On the one hand, the introduction of talents can bring advanced management experience and professional technology, quickly improving the management level and technical level of the organization; on the other hand, it also threatens the interests and status of the original personnel and mobilizes the enthusiasm of the original personnel.

Appropriate pressure can stimulate employees' vitality. After the company introduces talents, people in the original organization will be shocked and nervous, bringing a certain amount of competition and pressure to everyone, prompting them to actively exert their potential and enhance their enterprising spirit. In addition, when enterprises introduce more outstanding talents, the introduced talents will compete with each other, thereby further increasing competition and pressure, and achieving a good incentive effect.

[Case Analysis]

Since the mid-1980s, Japan's Misawa Company has introduced many executive and professional-level "big electrical appliances" employees from famous companies such as Panasonic and Toyota. "Company catfish", as a result, other employees of the company will feel a certain amount of competitive pressure.

When talking about the company's talent introduction strategy, the general manager of Misawa Company said: "When a company just starts, new entrepreneurial talents will make the company full of vitality. But as time goes by, This is a natural phenomenon,” he said. “If we can introduce some energetic and talented new faces at this time, we can make the original employees feel challenged and motivated. Pressure will naturally invigorate the spirit and make a pool of still water boil."

Misawa calls this introduction strategy "midway hiring strategy." In fact, many Japanese companies do this: at the right time, the company will introduce some capable and quick-thinking people, who are generally between 25 and 35 years old. The introduction of these new forces has greatly stimulated the enthusiasm of the original employees.

[Skillful Touch]

To maintain a strong fighting spirit, an enterprise must increase its workforce in a timely manner and constantly renew its personnel. When introducing foreign competition, you need to pay attention to the following points.

1. Introduce senior talents.

Some leaders always hope that the company will be calm, and when appointing personnel, they always think that their old subordinates can be used easily, which leads to a lack of vitality in the company. If an enterprise wants to stimulate the enthusiasm of existing talents, it must continuously introduce various senior management talents and senior technical talents. Only in this way can it quickly improve the management level and technical level and maintain the efficient operation of the enterprise.

2. Eliminate backward employees.

If employees do not want to make progress, we must dare to eliminate them in time. General Electric Company divides all its employees into five categories. The first category is top talents, accounting for 10%; the second category is less popular, accounting for 15%; the third category is mid-level employees, accounting for 50%. They have the greatest flexibility in change, and they have the opportunity to choose where to go; the next category is 15% The fourth category needs to sound the alarm to them and urge them to make progress; the fifth category is the worst, accounting for 10, and they can only be fired without mercy.

GM has given all employees a full sense of urgency and motivation through this elimination mechanism. At the same time, it has also added fresh blood to the company and injected vitality into the company.

3. Turn the “iron rice bowl” into a “mud rice bowl”.

Managers may wish to tell employees clearly that if they don’t work hard, they will have nothing to eat. Employees will naturally redouble their efforts to improve product or service quality and work hard to reduce costs to enhance competitiveness. This is also the proper intention for enterprises to introduce external competition.