1. The human potential is infinite. IBM is the largest computer manufacturing company in the world. In order to stimulate employees' desire for innovation and promote the process of innovation success, the company has set up a series of ingenious systems to motivate innovators. According to this system, people with successful innovation experience will not only be awarded "IBM membership", but also get five years and necessary material support, thus having enough time and funds to carry out innovation activities. This unusual incentive system of IBM is not only an effective reward for outstanding innovators, but also a powerful promoter and the most economical means of innovation investment. His biggest purpose is to induce employees with their innovative spirit, so as to assist and develop their greatest potential. Ability is the ability to make you competent for an activity or career. When you want to accomplish something, you must have the skills it needs, otherwise everything will be like a dream. When we talk about ability, we naturally think of the potential associated with it. Potential is an untapped ability. A recent study pointed out that the potential of ordinary people has only been developed by 3%; If you can develop 4%, it is a genius; Even a super genius like Einstein has only developed 5% potential, which shows that human potential is infinite. For an enterprise organization, the potential of employees plays an important role in maintaining the innovation and development of enterprises. If the iceberg is used to compare human potential, then 90% is undeveloped under the water surface, while 10% on the water surface is displayed with various abilities. If an enterprise is good at tapping and exerting its potential, it will effectively improve its work performance, enhance its innovation ability, reduce redundant staff and create a better corporate culture atmosphere. Therefore, the development of potential is undoubtedly more important for the growth and development of an enterprise. Today, enterprises pay attention to people-oriented management. However, what kind of management methods should enterprises adopt to fully tap and develop the potential of their employees? The ability of employees includes two levels, one is appearance ability and the other is potential ability. Appearance ability is a person's existing professional and technical functions and administrative functions, while potential ability includes some abilities that have not yet been shown, which is human potential. The development of these abilities needs the following factors: 1, and it needs its own strong desire to absorb new things; 2, need to have a certain ability to integrate external factors; 3, this ability needs certain environmental influence and the induction and promotion of external forces. The "JohariWindow" jointly proposed by founders Joe Luft and HarryIngham and named after these two names is a tool that is often used to study human potential. They compare people's inner world to a window, which has four compartments: open area, hidden area, blind area and knowledge area. For everyone in an organization, the knowledge he currently has is only the open area and the hidden area. The open area is an area where everyone has "you know what I know" and gives full play to it, while the hidden area is the part where "I know what you don't know" and his ability is not fully exerted. The blind area is the knowledge area (or other knowledge areas) behind "what do you know and what don't I know". Second, the means to give full play to the potential of employees should start from the following aspects: job analysis is the basis for any organization to formulate work (or post) norms. Before making a job description for employees, it is necessary to make a detailed analysis of the work, so as to determine the nature and difficulty of their work, as well as the qualifications, knowledge, ability and experience required to engage in this position, so as to make a job description and a business description. At the same time, human resources managers should judge employees' professional work ability, logical judgment ability, social ability, psychological ability and work concentration through interviews and systematic analysis tools, which will establish an institutional basis for fully tapping their potential. As can be seen from the above, job analysis is actually necessary when a position is vacant or a new position is established. It not only provides a basis for human resource managers or senior managers to use talents, but also provides a basis for other departments to evaluate, authorize and motivate the employee in the future to develop his potential. At the same time, it establishes the scope of its responsibilities, avoids the conflict of responsibilities, and also provides institutional guarantee for its potential. After the job description is really set according to the results of job analysis, we should choose talents who meet the nature of the job and let them give full play to their expertise and knowledge. What we need to do is to provide a platform for talents to play, that is, the "open area" in the johari window above indicates the range of abilities that you know and I know. Organize the climate of the climate group. It is in a specific environment that everyone is directly or indirectly aware of this environment. Therefore, organizational climate is the psychological understanding of every employee in the organization, which varies from person to person. Different employees have different educational and family backgrounds and different psychological and personality differences, so they have different views on the organization, and have different degrees of recognition on the organizational structure, organizational system, corporate culture and corporate management strategy. It is also different, and sometimes there are great differences, which makes the organizational climate of enterprises increase many tributaries outside the mainstream of enterprises, thus forming a hodgepodge climate. If managers want to use the potential of talents, it is essential to encourage and create an atmosphere. But how can enterprise managers make use of the mainstream-dominated organizational climate to bring everyone's potential into play? The 15 "risk organization" established by IBM from 1980 to 1983 is actually "an enterprise in an enterprise". They specialize in the development of new products and give organizations great rights, and even set up companies or boards of directors. Because of this form, IBM has always maintained a strategic commanding height. At the same time, this is also a feature of IBM corporate culture. A good organizational atmosphere includes two parts: motivation and creativity. In the "window of johari", motivation and creativity are aimed at creating the expansion of a person's ability from the open area to the hidden area and from the blind area to the knowledge-seeking area. The ability is gradually excavated with the suitable working platform, so that their ability can be extended to the unknown and other fields in their work. At the same time, their ability in the open field should be fully demonstrated, but how to create such a favorable incentive and creative organizational climate? 1) Implement open communication; 2) Close cooperation and team spirit among all departments within the organization; 3) Some positions must have the ability and conditions to work independently; 4) Work specifications should be flexible, and the work plan can be adjusted reasonably according to the actual situation. 5) Evaluate and design the job regularly, so that the job will always be challenging and fulfilling. Motivation psychologist F.Herybery proposed in 1980s that employees have two factors: one is survival factor, which is the most basic and primitive psychological motivation of employees. It includes salary system, organization system, management mode, corporate culture and working environment. One is the incentive factor, that is, if managers want to give full play to the potential of employees, they must meet the factors of employees, including the requirements for prestige, respect and recognition, and a higher living standard. However, to meet the incentive factors, we must first meet the survival factors. If managers can't meet the requirements of their basic survival factors, employees will inevitably abandon them, and of course it is impossible to exert their potential. For example, in our initial case, IBM not only satisfied the survival needs of employees, but also well satisfied the incentive factors of employees, so that innovators were promoted and respected. Incentives must aim at organizational interests and employees' interests, that is to say, employees' needs should be met as much as possible, including material needs and spiritual needs, and operators must try their best to meet employees' basic needs while meeting organizational needs. Therefore, enterprises must establish a reasonable salary system and performance appraisal management system, and a perfect incentive system is a necessary factor to tap their potential. Vocational training The vocational training of employees includes pre-job training and on-the-job training. The main purpose of pre-job training is to help employees get familiar with the rules and regulations, corporate culture and values of the enterprise and adapt to the organizational atmosphere of the enterprise. At the same time, be familiar with or master the job functions. In today's increasingly globalized economy, human resource management has become a fundamental issue related to the survival and development of enterprises. Therefore, more and more enterprises attach importance to vocational training. We can remember Kōnosuke Matsushita's famous saying that we not only produce machines, but also produce people. Panasonic's becoming a world-class enterprise is closely related to attaching importance to the training of employees, so as to maximize the creative potential of employees. The forms of pre-job training include: individual conversation, concentrated classroom study, trial or internship. On-the-job training is to improve the overall level of employees regularly and irregularly. There are also various training methods, such as expert lectures, internal seminars, and university studies. With the development of Internet technology, Motorola, for example, has gradually turned to online training in addition to traditional training methods. When the target personnel are trained strictly and clearly, and the suitability of their positions is fully considered, most of the trained people will give full play to their career potential. Of course, in the process of training, we should also pay attention to cultivating the team spirit of employees. In the above johari window, when the knowledge faces you, I don't know and I know you don't know, the hidden area and blind area expand, which requires giving full play to team spirit. Of course, with the progress of science and technology, the economy is increasingly subdivided and things are more and more dependent, which requires the team spirit of the organization. In a word, it is necessary to conduct appropriate job analysis on employees, create a good atmosphere of encouragement and creation, mobilize the enthusiasm of employees with effective incentives, conduct necessary vocational training, and help employees improve their functions with external factors. All these factors are the best means to develop and exert the potential of employees. (Zhou Shengwei)