Some leaders, on the one hand, want to replace the disobedient professional and technical personnel with their own, but they are afraid that the departure of these professional and technical personnel who master core technologies or even "secret skills" will affect their existing work. Therefore, they designed this technology in the name of rewarding professional technical achievements. In fact, they took other people's technology and then crowded out, overhead and marginalized these disobedient people.

If this happens once or twice, then others will lose trust.

Second, the reward is not enough.

Many units engage in a one-size-fits-all approach, or buy and sell with one hammer. On the surface, the achievements of professional technicians have been affirmed, but in fact, the relevant professional technicians have not gained a sense of identity.

Some non-professional achievements, like professional achievements, were evaluated and rewarded, which greatly dampened enthusiasm.

If the leader has the first idea, it is impossible to reward him.

Therefore, some professional technicians who feel that they are not valued, or even feel that they are overhead, excluded and marginalized, naturally will not rashly disclose their unique skills.

Third, there are problems in the evaluation and reward mechanism of professional achievements.

Some leaders are overbearing and should be listed as the first or second signatories of their subordinates' achievements. If he is not listed as a contractor or ranked lower, he will deliberately add points when awarding awards and awards. For a group of young professional technicians, they are unwilling to participate in this award of "making wedding clothes for others".

The professional achievement awards of some units are a kind of worldly wisdom, which leads to some good achievements not being affirmed as they should be. Often some projects with low gold content but good popularity, background and leadership promotion are more likely to get good returns.

At the time of awarding, the appraiser's own technical ability is not enough. Some units are usually measured by how much economic value they can create. As a result, many principled, basic and theoretical achievements have not been properly evaluated and rewarded. Even in the evaluation of economic benefits, some lack unified and standardized accounting standards.

Fourth, reward professional and technical achievements, but only know how to "use" professional and technical personnel, but don't know how to "raise".

Some units, especially all kinds of enterprises, are sensitive to cost and adopt the strategy of never more than one professional and technical personnel. For the boss, it is not a small expense and cost to use one more professional and technical person.

In fact, "cultivating" talents is far more effective than "awarding prizes"!

The so-called "support" includes two meanings:

First, we should cherish professional and technical personnel.

The so-called, good steel should be used on the blade! Senior talents should do high-level work. Intermediate talents, then you should do intermediate things. On the contrary, those low-level basic work should be considered by junior professionals. Some bosses, in order to save lives and make a middle-and senior-level talent, have to do middle-and senior-level work, and at the same time they have to contract a lot of basic work. This practice, on the surface, is very efficient, but in fact it is a waste and waste. Many people in the workplace who had a promising future ended up spending a lot of energy on their daily affairs and breaking down from constant overwork.

The second is to cultivate professional and technical personnel.

In fact, it is not only beneficial to care about different levels of professional and technical personnel, but also very beneficial to their growth: on the one hand, they all have their own work to do; On the other hand, they have their own direction, can get the leadership and guidance from their superiors, and can accelerate their growth. For the unit, it is helpful to prevent the so-called technical fault by establishing the allocation of high, middle and primary professional talents and the talent reserve echelon of the old, middle and young generations.

Another measure to train professional and technical personnel is to carry out training, not only within the unit, but also actively carry out external training. This not only helps to speed up the progress of the professional and technical team, but also helps to broaden the professional and technical vision of the unit.

Similarly, qualified units should also consider setting up professional and technical personnel re-education and achievement transformation groups. For some outstanding scientific and technological achievements or professional and technical personnel or teams, this team will package, publicize and promote them and strive for a higher level of honor.