Jiang Taigong's Six Principles of Law-abiding Selection.

The selection of talents is a very important matter, and it is also a necessary process for the development of all organizations, regardless of ancient and modern times, Chinese and foreign countries, dynasty changes, big countries and small organizations. Every organization wants to choose a good person, but the actual operation process is very difficult, there is no chapter to follow, and there is no evidence to follow, which makes the problem of selecting people a big problem for many organizations and a big worry for leaders. In many practical cases, there are countless examples of irreparable losses caused by improper selection to the country and its organizations. Therefore, the selection of talents has become the most important strategic decision of the organization in the future.

At present, in the construction of characteristics, the choice of talents has become the most important thing to determine the fate of the organization if it wants to survive in the competition. Whether the talent selection is appropriate or not seriously affects the in-depth operation and development of the organization. Faced with the problem of selecting candidates, there are different opinions. Many organizations and leaders are still in the exploratory stage, and there are no rules to follow.

This paper introduces the candidates that are difficult to be selected by organizations at present, and draws lessons from Jiang Taigong's selection? Six guards? Law, to achieve a comprehensive understanding of talent selection, hoping to provide a basis for organizing and leading the selection and employment, and play a good role and influence on the development of various undertakings in China.

Regarding how to select people scientifically, Jiang Taigong first answered Zhou Wenwang: Choosing people is persistence? Six guards? The method of selecting people, namely? Benevolence, righteousness, loyalty, faith, courage and resourcefulness? . King Wen asked Jiang Taigong:? How can we use these six virtues to select talents carefully? Taigong said: make it rich and see if it can not exceed the ceremony; Give him a high position to see if he is arrogant; Entrust him with a heavy responsibility to see if he changes his loyalty; Let it work and see if he hides deception; When in danger, see if he is fearless; See if you can improvise in an emergency. If you give him wealth, modesty and courtesy, you are a caring person; If he is noble and not arrogant, he is an upright man; Be entrusted with a heavy responsibility but have not changed. Is a loyal person; Make it work and be faithful and reliable, that is, an honest man; People who are not afraid of danger are brave people; People who can cope with emergencies are smart.

In this era of information explosion, HR needs to know people of insight when recruiting people, and use good people after recruiting people. For large enterprises, there is a complete and standardized system for the recruitment and appointment of personnel, but for small and medium-sized enterprises, how to know and employ people is a headache for many managers. Small and medium-sized enterprises are highly mobile, and how to retain talents is the biggest question in the minds of all bosses.

There are five criteria for using good people:

First, learn from its strengths and avoid its weaknesses.

This is the core of the art of employing people. As the saying goes, gold is not enough, and no one is perfect. No one is perfect. Smart leadership lies in fostering strengths and avoiding weaknesses.

Second, quantity is used to make the best use of it.

The lunch box is used to hold rice and the washbasin is used to wash your face. The same is true of employing people. Different jobs have different requirements for talents. Different people have different adaptability to posts. We need to understand and arrange corresponding positions according to the quality of different talents. It is necessary to prevent overqualified personnel from wasting talents, and to prevent overqualified personnel from occupying their own position and delaying their careers.

Third, clear responsibilities and authorization, and trust talents.

As the saying goes:? No doubt about employing people, no doubt about employing people? . Since you think you are a talented person, you should be clear about your responsibilities and authorization and use it boldly, but you can't use it or doubt it, and you have no right to appoint people. Liu Bei is an example in this respect. Him? Look after Mao Lu? Please leave Kong Ming, regardless of Guan Yu and Zhang Fei's criticism, okay? Real power? Give it to Kong Ming. As a result, Kong Ming assisted him and achieved the great cause of the Three Kingdoms. There are so many things in modern enterprises that a leader can't cover everything. He must boldly make full use of his talents.

Fourth, combine talents and concentrate on releasing the effect.

Teamwork is not only a matter of quantity, but also a matter of reasonable combination to exert its agglomeration effect. It often happens in real life that all individuals are talents, but it is easy to put two people with similar abilities, experience, qualifications, personality and age together (for example, one is a secretary and the other is a manager)? Collision? Not United? ; But if one is soft and one is rigid, one is old and one is young, and one is male and one is female, the result may be very different. Therefore, when using talents, leaders should not only pay attention to the quality of individuals, but also attach great importance to the rationalization of group structure. Make the individuals in the group make up for each other and complement each other, so as to achieve the effect that one plus one is greater than two.

Fifth, mediocre talents and fools are eliminated in time.

To err is human. In the process of employing people, even the best leaders make mistakes. This is not terrible. The key is to replace mediocre and stupid people once they are found to have taken their place. However, if you frequently change subordinates during your tenure, the problem may be yours. It will not only affect work and career, but also have a negative impact on leaders, which is easy to play a bad guiding role.

Talent is the key to the success of a career. If you choose properly, your career development will be smooth. If the choice is not good, the organization will suffer huge losses.

In the process of selecting talents, is there any organization that can be observant, good at discovering and learn from Jiang Taigong? Six guards? Methods: Observe and evaluate the candidates, and try to avoid blind subjective assumptions and emotions in the selection process, then the chances of choosing the right person and choosing the right person will be greatly improved. If we solve the candidate problem of the organization, we will clear many obstacles for its subsequent development, and then the organization will be more likely to embark on a broad road and take off quickly.