70 points talent

Panasonic prefers top talents of about 70 points. This is related to the development of Panasonic. At the beginning of its business, Panasonic Electric was not very well-known. It could only attract employees from large enterprises such as Mitsui, Sumitomo, and Mitsubishi. Panasonic believes that the rapid growth of his career is the result of those who are regarded as secondary talents.

In fact, "70 points of talent" has its unique advantages.

First, they are generally easy to integrate into the team.

That kind of "top-notch" talents are very competitive. They are always self-centered and look down upon the people below and cannot hear the opinions of the people below, so they often cannot be well integrated with the team. The 70-point talent is different. They often bow their heads and think about their own shortcomings. They hope to use the power of their teams to make themselves grow, so that they can well complete the tasks assigned by their supervisors. So they can be well integrated into the team.

Second, they have the motivation to pursue "TOP" people.

As the saying goes, "it's hard to start a business, and it's harder to keep yourself engaged ". When "TOP" talents are seeking for the motivation to move forward by self-restraint, "70 points of talent" is aiming at "TOP" and catching up with each other. They often have a stronger mentality than the top ones. Such a clear goal and psychology will generate a powerful motivation to reach its peak. Like a marathon, the first runner has a long journey and no one is in front of him. So he often looks back and shows where the people are. The second place is different. They stare at the first place with their eyes dead, and can also avoid the first place, to see the time is ripe and surpass it.

Third, they are grateful and more loyal to the company.

The supervisor often feels like this. "TOP" talents often complain that work is not suitable, and that is not suitable. He is trained as a senior supervisor, he doesn't seem very grateful to you and the company either, because he will think that is what he should get. The top talents are different. They think that they can achieve their achievements today, which is inseparable from the cultivation and importance of supervisors and companies. So they are grateful and more loyal to the company. This is why a medium-sized private enterprise boss gave up a graduate from a famous university while recruiting and chose an independent candidate. He said, I want to train him into a sales manager of the company. Both of them are very good, but I think that he will be more loyal to our company if I train this employee.

Ii. 70% talents used in principle

When using people, the supervisor often worries about whether the person is competent for the job. Panasonic believes that the judgment on whether an employee is competent for a job can only reach 70% at most, and the remaining 30% can only be found when he does it. Just like falling in love and getting married, falling in love can only know 70% of each other's peers at most, and the remaining 30% will only be discovered after getting married. In this case, why should the supervisor worry about whether the employee is 100% qualified for the job? If he knows that the employee is 70% likely to be competent for the job, it is already good, let him do this, and then examine the remaining 30%. 3. 70% trust the employee supervisor often suffers from one or two dangerous groups of employees, so they are alert to all employees and do not trust all employees, all employees want to steal company secrets and formulate strict rules to restrict employees so that they are not allowed to participate in the company's decision-making. Panasonic believes that the supervisor should have a broad mind, not be unhappy for two groups of horses all day, and lose the trust of all employees. If 70% of the company's employees are trustworthy, the supervisor should trust the overall staff and manage the company based on this.

Panasonic believes that the supervisor does not have to worry about other things. The business operation is completely done by people. for business development and talent cultivation, mutual trust should be taken as the basis and cannot be used as a secret, this affects business development. Of course, such an approach requires a thorough investigation in advance, so that 70% of the new employee can trust it. In fact, if the business needs to develop, there will be 10 of the 500 employees, and 5000 of the 100 employees will slide their heads. However, Panasonic is not particularly concerned about how to get rid of it in such a situation. It will always be settled at that time. This is his idea.

Iv. 70% principles discover the advantages and disadvantages of employees

If a supervisor understands how to appreciate your subordinates, he should look at the advantages of employees with a 70% view and the disadvantages of employees with a 30% view. Zhong Hui is the minister of Wei Guo in the later three kingdoms. At the age of 7, his father took him and his brother to see Wei Wendi Cao Yu. His brother was shocked to see the mighty emperor, but he is calm. When Emperor Wen saw the situation, he asked his brother, "why are you sweating ?" His brother replied, "The war is in fear, and the sweat is like a pulp," Wen di asked him at another minute's meeting: "Why don't you sweat ?" Zhong hui replied: "The war is Chestnut, And you are hard-earned ." Cao Yu was amazed at his courage and talent and liked him. If Cao Yu's answer from zhonghui only shows that this child has less ambition than ordinary people and he also likes to argue, then there will be no later meeting.

A supervisor should pay attention to the advantages and disadvantages of employees at the same time, as Wei Yuan, a thinker in the Qing Dynasty, said: "I do not know the short people, the long people, the short people, or the short people, you cannot use people or teach people." We may wish to use the 70% principle to define the boundaries, to view the advantages of employees with 70% eyes, to view the shortcomings of employees with 30% eyes, to see people in the sunshine, rather than standing in the dark corner to see people.

V. 70% authorization principles

70% authorization in principle, that is, put 70%, in charge of 30%. Panasonic believes that, after authorization by the supervisor, it is necessary to tolerate excessive interference to 70% degree. However, if they do not match the general direction, they should be reminded. Otherwise, they will abandon the talents they carefully choose and do not pay attention to their growth, and have not assumed the ultimate responsibility after the supervisor's authorization. Therefore, the supervisor must take care of 30%; otherwise, it is an extremely irresponsible style. 70% the principle of authorization can enable the appointed person to exert their subjective initiative without being completely out of control and cause major mistakes.

Vi. 70% principles to obtain employee satisfaction

The worst of life. This is also true for supervisors in obtaining employee satisfaction. Panasonic believes that, in general, there are always two out of ten subordinates that have a strong relationship with us. The six or seven are able to take the lead and follow the trend. Of course, there are also two who have an opposing attitude. Some people may think that the opposition of the subordinates will affect the business development. But in his opinion, this is a serious concern. By appropriately accommodating different opinions, the work can be promoted more smoothly.

The supervisor always hopes that all employees will be satisfied with themselves. This idea is good, but it is hard to achieve in real life. In the end, the supervisor becomes a good gentleman, also known as "bad guy", which gives a feeling that he has no idea and cannot take on the important responsibilities. In addition, if all the good people say that you are a good person, and all the bad guys say that you are a good person, you will have a problem. Therefore, if the supervisor's work is recognized by 70% of employees, the work can be carried out smoothly. Of course, if 70% of the employees in a supervisor oppose him, his work will be very difficult and he will deeply reflect on himself.

The above six 70% principles are part of the summary of Panasonic's confused employing wisdom and the author's understanding. They are essentially a concept of employing people and a summary of experience in practice, it is an extension of the doctrine of the mean in China. It seems that the supervisor sometimes gets confused and may be able to solve the problem more effectively.