If an enterprise wants to become a durable wooden barrel, it must first try its best to increase the length of all boards. Only by keeping all boards "high enough" can we fully embody the team spirit and give full play to the team role. In this era of fierce competition, more and more managers realize that as long as one employee in an organization is in a weak position, it will affect the whole organization to achieve the expected goals. The best way to improve the competitiveness of every employee and effectively unite their strength is to educate and train employees. Enterprise training is a meaningful and practical work, and many famous enterprises attach great importance to employee training.

According to the authoritative IDC company's forecast, in the United States, by 2005, the total expenses of enterprises for employee training will reach11400 million dollars. The president of GE, who is known as the "best manager" in the United States, claims that the annual employee training expenses of GE will reach 500 million dollars and will increase exponentially. Hewlett-Packard Company has an education program on management norms. Just this training program, the annual research funding is as high as millions of dollars. They not only study the content of education, but also study which education method is more acceptable to people.

The essence of employee training is to increase the capacity of each "barrel" through training and enhance the overall strength of the enterprise. In order to improve the overall performance of enterprises, besides training all employees, we should pay more attention to the development of "short board"-non-star employees.

In practical work, managers often pay more attention to the use of "star employees" and ignore the use and development of ordinary employees. If enterprises pay too much attention to "star employees" and ignore the general employees who account for the majority of the company, it will hit team morale, thus making the talent and teamwork of "star employees" out of balance. And practice has proved that it is difficult for superstars to obey the team's decision. A star is a star because he feels that his starting point is different from others. What they need is to constantly improve their level and challenge themselves. Therefore, although the light of "star employees" is easy to see, the non-star employees who account for the vast majority of the company also need encouragement. Two heads are better than one. If we encourage "non-star employees" well, the effect can be much better than "star employees".

There is an employee of Hua Xun Company. Because of the bad relationship with the supervisor, some ideas at work are not affirmed, so I am worried and not interested. As it happens, Motorola needs a technician seconded from Hua Xun to assist in their marketing services. Therefore, after careful consideration, the general manager of Hua Xun decided to send this employee. The employees are very happy and feel that they have a chance to display their fists and feet. Before leaving, the general manager simply explained to the employees: "Going out to work represents both the company and us. I don't need to teach you how to do it. If you feel overwhelmed, just call back. "

A month later, Motorola called: "The soldiers you sent are great!" "I have something better!" When the general manager of Hua Xun didn't forget to promote the company, he was really relieved. After the employee came back, the department head looked at him with special respect, and he also increased his confidence. Later, this employee made great contributions to the development of Hua Xun.

The example of Hua Xun shows that paying attention to the encouragement of "short board" can make the "short board" longer and longer, thus improving the overall strength of enterprises. Human resource management should not be limited to individual ability and level, but should integrate all people into the team, scientifically allocate and use good steel in the cutting edge. The height of the board of directors is sometimes not a personal problem, but an organizational problem.

On the stage of home appliances, a hundred schools of thought contend, but Haier runs at the forefront step by step. Why? Haier's capital is no thicker than that of others, the number of international talents introduced is no higher than that of others, and the quality of talents is no higher than that of others ... In short, there are not many "high planks" in Haier, but people have good teams, and the overall performance is no worse than any "high planks".

Therefore, in the process of strengthening the water-holding capacity of wooden barrels, we cannot simply oppose "high boards" and "low boards". Everyone has his own "high board". Instead of kicking him out, we should give full play to his strengths and put him in a position suitable for him.