Selection methods of different talents 1. Selection of Management Talents In an enterprise, managers should lead, guide and motivate other members to achieve the organizational goals of the enterprise with their own influence. Managers should, according to the actual situation in the organization, use leadership skills, adopt correct leadership styles, realize guidance and encouragement, and at the same time use power to supervise and control. The manager is an influential person in the organization. There is a saying that "the train runs fast, all by the front." In an enterprise, the manager is the front of the train, and the success or failure of the enterprise is closely related to the quality of the enterprise manager. Finding and screening senior management talents in enterprises is much more difficult than finding other talents, and there is no complete method to follow. What qualities do you need as a senior manager of an enterprise? We can point out that we can control the overall situation, have a strategic mind, have a clear value judgment and profound thoughts. But these are still conceptual after all. As a senior manager, you must also have some specific personal qualities, such as being energetic, being able to improvise and being good at dealing with all kinds of emergencies. Because the role of senior managers in enterprises is very important, the tasks faced by enterprises are different, and the selection method of senior managers in enterprises is not stipulated. In the selection, although we should pay attention to their experience and background, we can also use some scientific human resources evaluation methods, but the factors of impression and intuitive judgment still account for a large proportion. It is easier to choose the general manager of an enterprise. This is because, with the decrease of management level, the quality requirements for managers are correspondingly reduced, and human resources evaluation and other methods can be used to help the selection. 2. Selection of management talents A leader once said when introducing his experience in selecting talents: "Over the years, we have hired all kinds of talents, including MBA, lawyers, accountants, retired athletes, and some people who have jumped ship from other companies. Some people do jobs that are in line with their majors, while others do jobs that they never expected. " His experience and lessons in talent selection are: (1) Beware of familiar faces. "If there is any lesson in hiring employees, it is to be careful of familiar faces. Never hire a person just because he has a good reputation in your industry. In the end, you may feel that he is familiar with his own business, not yours. After signing a contract with a famous athlete, our company initially planned to find a manager who is familiar with the sport to handle his business, so that they would have a common language. But we soon realized that there was no need for someone familiar with the sport to promote my athletes to sponsors and related companies. What we need is a salesman who knows how to sell celebrities. This situation is like selling a new brand of soap. Do you hire a chemist who invented soap or a well-connected sales expert? " (2) consider the needs of customers. Companies should also consider customers' ideas when hiring employees. They once hired a golfer to work in the golf department of the company, and soon they understood that it was difficult to pull a person out of the tour, tie him behind a desk, and expect other golfers to accept him and admit that he is an expert in managing his career and income. Inevitably, the customer will say, "He is just a golfer. What does he know? " When hiring a retired professional football player to manage the team sports department of the company, the same problem was encountered. Football players don't need people who know football. What they need are people with rich experience in signing contracts and managing money. This kind of problem may be all the problems in our industry. 3. Selection of assistant talents Besides secretaries, leaders also need smart operators. When arnold palmer started his own automobile sales business, he knew nothing about it, but he hired the general manager of a department of a large automobile manufacturing enterprise to manage it. I believe this gentleman is an expert in this field. Unfortunately, this gentleman's understanding of cars is from the perspective of a manufacturer, not from the perspective of a salesman. He has never sold a car, and is used to being a department manager with a large group of subordinates who give orders, so he is not used to starting a business in difficulties. To make matters worse, he is very receptive to the opinions of the factory. In the automobile industry, dealers have to compete fiercely with factories to get hot-selling goods. Under such circumstances, his attitude can be said to be a fatal weakness. Arnold later hired a shrewd businessman who had nothing to do with the automobile industry. This gentleman used to manage his own business, he is very familiar with business management and is very enthusiastic about reducing costs. If someone said to him, "This is the way it has always been done," he would certainly try to find another way. Therefore, the company's business is booming. As a leader, you should choose employees who dare to tell the truth as your assistants. At work, if you are surrounded by an accent and have no different opinions, you can't make the right decision. In fact, many people like to say what the boss likes to hear in front of the boss, which leads to "all the listening is dark." In order to avoid this situation, when choosing assistants, we should consciously choose employees who dare to put forward different opinions, so as to drive everyone to speak freely. It is necessary for the leader to find someone who can listen to your complaints. When a leader hires the staff around him, he does not require everyone to be smart and capable, but should hire different talents according to the different needs of the work, so as to combine these different types of people into an efficient whole. For example, find a subordinate who can listen to your complaints. 4. Selection of sales talents The selection of sales personnel is a very important thing for enterprises. When choosing a salesman, you might as well consciously measure whether the object you choose has these qualities from several aspects. It is impossible for a bookish person to possess these qualities. He should have rich sales experience, fairly high education level and excellent intelligence. Cleverness is a necessary condition for successful sales promotion, but it doesn't have to be too demanding. If he is a person with superior intelligence, he will not feel at ease in sales promotion and will probably resign. When choosing a salesman, we should also pay attention to the following aspects: the selected object should be able to advance the work with peace of mind and be hard-working to maintain the stability of the staff in this position, otherwise the salesman will be changed frequently and the novice will always do the promotion work, which will have a great impact on the sales performance. The chosen object should have a strong enterprising spirit, take selling the company's products or services as its own goal, and be willing to suffer without complaint in order to achieve this goal. The chosen object should also have loyalty to the enterprise, he should be a loyal and honest person, and he should use this loyalty to impress his sales target; The chosen object should also be good at rhetoric and use words very accurately. Goldman, an expert in salesman education, said that when choosing a salesman, we should first analyze in depth what kind of talents the company needs and observe who has the characteristics and conditions of such talents. Mr. Goldman opened a company in Geneva to train salespeople, and hundreds of thousands of salespeople from about 8,000 large enterprises in various countries received training here. It can be seen that for salespeople, we should not only pay attention to "selection", but also pay attention to "training".