Make the best use of people and things

如何用人，充分發(fā)揮人的長處，避開人的短處，做到“人盡其才，物盡其用”，那是有很大技巧的。宋代司馬光在《資治通鑒》中說：所謂“才”，是指聰明、明察、堅強、果毅；所謂“德”，是指正直、公道、平和待人。才，是德的輔助；德，是才的統(tǒng)帥。德才兼?zhèn)浞Q之為圣人；無德無才稱之為愚人；德勝過才稱之為君子；才勝過德稱之為小人。

How to use people, give full play to their strengths, avoid their weaknesses, and achieve "the best use of people, make the best use of things", that is a great skill. Sima Guang of the Song Dynasty said in the book "general guide to Zizhi", the so-called "talent" refers to smart, discerning, strong and resolute; the so-called "morality" refers to integrity, fairness, and peaceful treatment of people. Talent is the assistant of virtue; virtue is the commander of talent. He is called a saint if he has both ability and moral integrity; a fool who has no virtue and talent; a gentleman is called a man of virtue when virtue surpasses that of a talent; and a villain who is superior to virtue.

云夢地方的竹子，天下都稱為剛勁，然而如果不矯正其曲，不配上羽毛，就不能作為利箭穿透堅物。棠溪地方出產(chǎn)的銅材，天下都稱為精利，然而如果不經(jīng)熔燒鑄造，不鍛打出鋒，就不能作為兵器擊穿硬甲。

The bamboo in Yunmeng is called "vigorous" all over the world. However, if its curvature is not corrected and its feathers are not matched, it can not be used as a sharp arrow to penetrate the solid objects. The copper produced in Tangxi is called "Jingli" in the world. However, if it is not melted and cast and forged, it can not be used as a weapon to break through hard armor.

所以，管理者要了解員工的優(yōu)點與缺點，發(fā)揮、發(fā)揚他的優(yōu)點，將他的缺點規(guī)避或轉(zhuǎn)移為與其他人配合的優(yōu)點。把人放到適合的崗位上，這樣才能更好的發(fā)揮。比如說：“文人”要他舞大刀，這就是放錯了地方。

Therefore, managers should understand the advantages and disadvantages of employees, develop and develop their advantages, and avoid or transfer their shortcomings to the advantages of cooperating with others. Put people in the right position, so as to better play. For example, "literati" asked him to dance broadsword, which is the wrong place.
                               

要有正確的人才觀

We should have a correct view of talents

如今人力資源越來越受到企業(yè)的重視，經(jīng)營企業(yè)不僅要認識到人力資源的重要性，更要認識到人力資本在企業(yè)發(fā)展過程中的不可替代性。特別多的企業(yè)家，特別是部分民營企業(yè)家還沒有意識或認識不夠人力資源的重要性，認為我國更多的資源就是人力資源，你走了，不知后面有多少人想來呢！殊不知一個適合的人在企業(yè)中的重要性，人是多的是，可拿過來就能全能發(fā)揮，不耽誤工作，真正能夠接受企業(yè)文化、管理理念的也就是適合的人又有多少呢？所以企業(yè)管理者們要有正確的人才觀念。使用人性化管理的模式為主，剛性管理為輔，放低您的高度，尊重、理解、關(guān)心和愛護我們每一位員工，他們也會同樣的來對待你。做到真正的“以人為本”，“士為知已者死，人為知已者用”。

Nowadays, human resources are paid more and more attention by enterprises. Enterprises should not only realize the importance of human resources, but also realize the irreplaceable nature of human capital in the process of enterprise development. Many entrepreneurs, especially some private entrepreneurs, have not realized the importance of human resources. They think that the most important resource in China is human resources. If you go away, how many people want to come! But I don't know the importance of a suitable person in the enterprise. There are many people who can take it and give full play to it without delaying the work. How many suitable people can really accept the corporate culture and management philosophy? Therefore, enterprise managers should have a correct concept of talents. Using the humanized management mode as the main mode and rigid management as the supplement, we should lower your height, respect, understand, care and love every employee of us, and they will treat you the same way. To achieve the real "people-oriented" and "the person who knows himself will die, and the man who knows himself will use it".

要有科學的激勵機制

There should be a scientific incentive mechanism

現(xiàn)在有很多企業(yè)把激勵理解得過分狹窄，并把激勵和獎勵視為等同，造成了很大的偏差。激勵離不開獎勵，也可以把獎勵稱為激勵的一種推動機制。也就是說它應該是員工通過努力后想要得到的，其中主要包括獎金、升遷機會、分權(quán)以及授權(quán)等。這是一種向上的推力，它同時也是員工努力工作的基本前提。再者，激勵管理也離不開牽引機制，它是一種向上的拉力，主要有價值牽引機制。

At present, many enterprises take incentive as too narrow and regard incentive and reward as the same, resulting in great deviation. Incentive cannot be separated from reward, which can also be called a driving mechanism of incentive. That is to say, it should be what employees want after hard work, including bonus, promotion opportunities, decentralization and authorization. This is an upward thrust, and it is also the basic premise for employees to work hard. Moreover, incentive management is inseparable from the traction mechanism, which is an upward pull, mainly valuable traction mechanism.

要有合理的約束機制

There should be a reasonable restraint mechanism

激勵管理也需要壓力，或者說需要約束機制。因為任何獎終究會有失效的，而且現(xiàn)階段人們的需求日益豐富多變，管理者很難持續(xù)找到適合大眾的獎勵方案。簡單地說，前面有胡蘿卜的同時，后面好再放只老虎，這樣才能跑得更快。也就是說，要約束員工發(fā)展、進步的方向以及速度。在一些重要崗位，有意識地做好人才儲備，簡單地說，就是“一個多崗”和“一崗多人”，一旦有人離開某個崗位，立即能有合適的人員自動補上，不會給企業(yè)帶來重大的影響。企業(yè)要根據(jù)崗位變動的情況，提出崗位需求說明。同時，替代崗位人員的培養(yǎng)還有助于員工內(nèi)部形成競爭意識，因為有一定數(shù)量的后備人才儲備，個別人就不會因為崗位的重要性而產(chǎn)生自我膨脹的心理。

Incentive management also needs pressure, or restraint mechanism. Because any award will be invalid one day, and at this stage people's demand is increasingly rich and changeable, it is difficult for managers to find a suitable reward scheme for the public. In short, there are carrots in the front and a tiger in the back to run faster. In other words, we should restrict the direction and speed of employee development and progress. In some important positions, we should consciously do a good job of talent reserve. In short, it means "one post with many people" and "one post with many people". Once someone leaves a certain post, there will be a suitable person to fill in automatically, which will not bring significant impact to the enterprise. The enterprise should put forward the job demand description according to the situation of post change. At the same time, the cultivation of substitute post personnel also helps to form a sense of competition among employees. Because there is a certain amount of reserve talents, individuals will not have self expanding psychology because of the importance of the post.