"Ceiling" Staff Management

First of all Ceiling staff How to define value evaluation has always been a very difficult task for human resources. How do we say that the employee has reached the ceiling? Is it because the company's rank system has left the staff ceiling? Or is it because of the excessive promotion that the employee has hit the ceiling on the ceiling of his personal ability or has lost the employee himself? enterprise Internal value?

Secondly, if the ceiling can be found, the staff management of this ceiling is not difficult. Look at the ceiling. One is the ceiling given by the company, the other is the ceiling of the employee's ability, and the ceiling is set in this position. In addition, from the perspective of the development of enterprises, are ceilings fixed? In practice, we can enter in-depth research and strategic arrangements according to different categories and circumstances.

Just now a friend talked about the ceiling depending on the employee. Boss Relationship. What I have always been sad about is that the management and career development of many enterprises in China are still at the stage of figured out the so-called leadership mentality. From this point of view, I have been more sad: many so-called human resource experts often regard themselves as "outsiders" in terms of strategy, management and corporate culture. As an enterprise's vision, the value criterion I judge is: value. What is the value and purpose of human resources work? It is the so-called advanced human resources tools, technologies and methods, or the support of enterprises' strategic goals, and even helps enterprises acquire strategic capabilities. Even the operation of human resources and even upgrading to human capital has become a strong reason for an enterprise to succeed. If the value and purpose of his work are not good enough, what can he call the value of an expert?

For example, when it comes to today's topic, many so-called experts will start from the narrow management mode of the staff management of ceiling, there will be many ways. These methods may be more considered from the skills of staff management. From an enterprise perspective, is the core of your value management of the ceiling staff, or manage these "ceilings"? If we look at the ceiling in depth, how the ceiling is formed, including the ceiling's constraints on the development of enterprises, may be another kind of harvest. Moreover, the ceiling surface is the ceiling of employee career development, and in fact, more can become the ceiling of enterprise development, or will become a very big constraint for the development of enterprises.

If you look at another point of view, the topic of today's management from the perspective of "ceiling" may be another consideration or strategy. What is the ceiling of an enterprise? It has its own human resource management or upgrading mechanism. It has the problem of staff or organization training and development mechanism. Of course, this can be built by the qualification system that many enterprises are doing now. In addition, there are also problems in the management of their own capabilities. There are problems in the development of enterprises themselves. From the perspective of capability management, how are your capability matrices, how to break through and how to make strategies? From the perspective of the development of enterprises themselves, what are the opportunities for continuous development of employees at different stages? How can these sustainable development opportunities be implemented according to the capability matrix and employee position system? After doing the work, let's look at the management of the ceiling staff. When it comes to contradictions, there is a contradiction between human resources and the development of enterprises. If human resources have been strong enough for the development of enterprises, this is not a contradiction. The work that human resources should do is to strengthen the correlation between the development of employees and the development of enterprises. Staff development that is not related to business is to be effectively abandoned. Why do I look at this problem from the ceiling? My view is that not all ceilings should be encouraged or managed. There are different strategies for ceiling workers who have nothing to do with enterprise development.

It has just been mentioned that setting up posts is an important means to solve the ceiling problem of employees. I think that when people set up posts, the significance behind them is to set up posts for value. Some of the value of employees is embodied in operation, some are embodied in resources, some are embodied in culture, and there are certainly many forms of embodiment. These values all have the characteristics of pointing to the strategic objectives or business objectives of enterprises. Because of the value of employees, we have to set up posts.