The soldiers who don't want to be marshals can be

2022-08-06
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A soldier who doesn't want to be a marshal can be a good soldier.

Wang is the trade union of a large film studio in the capital. The experimental performance meets the requirements of ASTM standard B611 (8) 5 method. Because of his outstanding photography technology, he was promoted to the chairman of the trade union two years ago. However, the promotion did not bring him happiness. On the contrary, he often talks about how he does not adapt to the work of the trade union chairman, hoping to return to the photography business and become a master photographer one day. However, the idea that there should be no water or acid in the oil has been stifled by many practical factors. Because to return to the position of photographer, at least it will directly lead to the decline of salary level

in traditional organizations, it is often the best in learning that leads to an official, and the best in technology that leads to an official. The career development channel provided by enterprises to employees is often only the promotion of positions. Regardless of their personality, interests and expertise, employees can only obtain higher salary and greater development by pursuing job promotion. If an employee is in a low-level position, no matter how well he does in his professional field, he cannot get high salary. Under this system, employees are encouraged to spare no effort to "climb up", and no matter whether this position is really suitable for him, it is the so-called "thousands of troops to follow the official path". At the same time, enterprises also believe that employees who have done well in one professional field will certainly do well in other fields. Therefore, promotion has become one of the most important incentives for excellent employees in many enterprises, including information methods such as manufacturer, batch number and raw material batch number. Once employees do well in lower level positions, the enterprise will promote them to higher positions or shift them to relatively important positions. As a result, employees who were originally excellent in technical positions now have to stay in an administrative position that they are not competent for but at a higher level. In this way, both the enterprise and the employees are harmed. On the one hand, employees are incompetent, unable to find the fun of work and realize their own value. On the other hand, due to the relatively long development time of technology, the enterprise has a mediocre new manager and lost an excellent technical talent at the same time. Unfortunately, the traditional incentive mode of obtaining high salary and development through promotion is not uncommon in our management practice

with the flat organization and the emergence of broadband salary system, this traditional model has been gradually broken. Under this flat organization and broadband salary system, within the same salary broadband, the salary range provided by the enterprise for employees may also be larger than the salary range that employees may obtain in the original five or more salary grades. Employees do not need to go up the traditional hierarchy. On the contrary, they may only be in the same salary band for most or all of their career. Their mobility in the enterprise is horizontal. With the improvement of ability and performance, they will be able to get higher salary. Even if they are assigned to low-level jobs, they will still have the opportunity to get relatively higher salary for their excellent work. In this way, employees do not need to worry about job promotion for the sake of salary growth, but can get corresponding remuneration as long as they pay attention to the development of the technology and ability required by the enterprise. Employees have more right to choose career development direction, which is conducive to the enterprise to design different career development channels according to employees' personality, advantages and disadvantages, so as to give greater play to employees' abilities

soldiers who don't want to be marshals can be good soldiers. They have specialized skills. Enterprises should set up a variety of career development channels to give full play to their employees' strengths and effectively enhance their competitive advantages

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