Why Normal-talent Model

Most companies and departments have followed the millennium-unchanged Pyramid Model when considering the talent model. the charm of the pyramid model is that it has become a rule-abiding principle, in terms of name, it is also very attractive-the "gold" Tower, of course, this model is also very suitable for many companies. So does this model meet our needs? I don't know if many department managers have thought about it.

The technologies mastered by senior talents and the direction of research are implemented by a large number of low-level personnel, resulting in the failure to implement many ideas and technologies, and the failure to achieve many breakthroughs. Eventually, they become mediocre, in this case, it is not an idea or a direction issue, but a capability issue. In addition, when the department manager considers the talent echelon, it is also built according to the current model. If the level of high-end talent held by the department manager determines the overall level of its department, in order to build such a Pyramid Model and ensure a hierarchical structure, a large number of low-end talents may be recruited to complete this model, which will lead to the continuous fall of the overall level, the loss of especially high-end talents may lead to the overall downward movement of the pyramid.

 

Such a model is built on the level of the tower. If the field of view on the tower is not high enough, the level of the output will decrease. Because the output is produced by a large number of low-end talents, his highest level is the bottom line of the middle level, and the product is only available.

 

For the R & D system and emerging departments and companies, more requirements should not be stable, but enterprising, breakthrough, innovation, and expansion. what we hope is that everyone can be alone, it can keep up with the company's development faster. At this time, the pyramid model only imposes restrictions on the area on the top of the tower. The area restricts the development speed, breakthrough direction, and enterprising ability, scalability and other aspects.

 

The model that is more in line with the R & D system department should be such two models. The first is the elliptical model. The second is the inverted triangle model. The two images are as follows:

First, the elliptic model. The introduction of intermediate talents is constantly increasing, resulting in the expansion of the intermediate end, so that the dependent level of the output is constantly moving up to the high-level bottom level. This brings together a large number of Middle-end talents to prepare for the next inverted triangle model. A large number of intermediate talents can independently undertake the business, expand the scope, maintain the enterprising ability of the department, and the ability to undertake the business pressure. At this time, they can enter full bloom, acceleration status. Mid-range talents are the core strength and most stable power of the company and department. The direction and direction of high-end talents can be controlled through key breakthroughs to maintain the vitality of the company's innovation and direction. This is the product that should be easy to use.

 

Second, the inverted triangle model can increase the introduction of senior talents and the improvement of intermediate talents when a large number of intermediate talents grow and grow, or when the elliptical model has been achieved. As a result, the overall capability continues to move up, making the product output dependent on the intermediate and advanced joint cooperation results. So as to gradually pursue excellence, rather than available, usable results.

 

We hope that department managers and company managers can broaden their horizons when considering the talent model and introduce them boldly. Instead of limiting themselves to the pyramid model, we hope that they will not be able to move on, but according to the nature of the department, as well as the status quo, the corresponding talent model is developed to pursue excellence.