Drucker between Two Experience- The steps under promotion.docVIP

 PAGE \* MERGEFORMAT 4 Drucker between Two Experience: The steps under promotion In personnel selection, the Drucker suggested the following three principles: “1, to ponder the work on the request of the incumbent .2, selected for this work 3 or 4 candidates, and not just decide on a candidate. 3, the first and a group of colleagues familiar with the situation to discuss the candidates and then decide who serve. “ Drucker’s three suggestions above, I believe that many companies are using, be regarded as the old routines. The first is often said that human resources in the so-called quality of the model, we need to find qualified people, let him in this position, play to his advantage. cadres say that the second system in IBM called “bench plans,” a person in work, there are three people waiting on the bench, three were certified by a qualified, capable at any time take over the position of working people. The third is to evaluate the so-called 360-degree Ye Hao, Ye Hao-called decision-making committee, the boss of the so-called green light 也好. After the above three steps, then the appointed person, his likelihood of success, to significant increase in personal behavior to avoid racking our brains, but became a corporate behavior. This was promoted employees will be the company’s future, not an individual person. But here there is a very important issue, many companies in the local, the appointment is very sensitive, many of which are black-box operation, we do not know what the boss will use, we do not know boss, employer, what standards We do not know the boss, why use this, not that person. We only see the employment effects, some of the “opposition parties were” just some gossip evaluation. Especially the beautiful female employees, often out of the office owner, and later promoted by the boss, baseless rumor even more. For small businesses, only 30 individuals, one can see in the end the boss, the boss is the best assessment of the evaluation is the