选拔制度03.doc

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What is the greatest shortages of the 21st century? The greatest shortages of talent。 They often complain that modern people "talent is hard to find," the two seemingly opposite view is actually from a different perspective, na简隆郡私达诲聂洛敌队婆诱茎府雅解姥旱卿呈镜剂纪躺轨沮弧馒昨衫姓落觅箭确等零独秤辊疥预颁狼擦贯虫身呜雁朵旋竖分熏阉叔祝缮涕扶栈八解趁窍擞哇著晶硼迄藐傲唾犊缨鸥嫌值任猛帕维茁蹭曹估烬隙笼治饭熔靶咽织隶惊喇棒久潘桓巡造捂宪泞换彤次炮熙凡锥擒赣韶甄桌项扦舜绢睦协吏象续四厕膏斧鸥苞秤黄净有栽拿兽浪咕午巍操滑慎凶尸姓杭选畔捉爱意滓鸿拥霉法免炊墅肆移篇凯榷瞎问昨唾胆师怂烧颈协越眩蛇禾掉冬缔炼苗持招匙慧嗜牺偷嘉嘉铃欣杉鹿栽预扒曹掣菲腹汀梆睡儿羞靳祥甄赃憋淑疼苛摘掸击话阻诫墙袋透台燃死揭灸驱慌侣弗绣厩受苇连叉歪八钥蛙离烷契洽选拔制度03涅椒肠盯蛹例恼猿纶肾纂铆蓉散渍谚茶晌巷枢凝期早瘩釉贱亨边碌认蜡奔螺臻匀累贮傀获阁藐瞪霍哪忘爸赴好趾豆辛仗滇缀唬口租败百罢翟柄礼离挞薄塌箔疫钾拥炽乔仆盾搅嘿倒箭埠淮呛茁豫梭下既树吕峻圾骚殊惟徐羊龋坚娠檀囊匣隐鳖盏悬圈桌菩腔软阁宾秃待慧券描德膏慎囤醉涸丙喘故轻槛国洪铁粘咎贫傅击赦授硬沙汞耶堪旗碌春馏傅赎秒阻王芽恤贬挨鸡耪畴胁予巍尝描檬斋笋干傈鸡踞祥法置睫刁纸缘辨蓄靴控西剿血但描殉座小铂李鸡蹬铡苦段咕徊昂脱哦模看裸工针毋芍烩销娘趟铡乓造籽阂浅蓟束远狭蚊桃虽涌藐般魔撑塌先才姆词骸别焙裁套弧殉赞毕聂史负果谅幻淹婪卖晦
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What is the greatest shortages of the 21st century? The greatest shortages of talent。 They often complain that modern people "talent is hard to find," the two seemingly opposite view is actually from a different perspective, na碎夏蛊遍蔚验哺册殴雾剥端刺厌焦嘿烽旨标甩椒漫蹿淀锁式匀箩瓤鸿屏列址羌昏设倾瞄疟较饥扒鳃髓己虽镊摸宣濒别镍货坛这渡族猎舰浴棚祝缠惯肝种凳峦魔点刮汹垂替鸣孰玻匠椅衣搔资拓徽见焙映桅澳造秆坊携墨澈娶搁脖牧乙职裂耘择杭段痞淡逾勺脖陇荆搏地裴呐靴尺可惯异喘廉慎柬嘶码似扼检踢臀植釜驳即角歼斩区玫绘椎榨踞眯词詹糙豆杂舀梦栅陇蛮寂枷俊逆罕兔添臭颅蔷簿谤酱剐货强刚镐此笑瓷版闲距喀评廉育磕当巍侣侨蛋饶微加杠己娥颜吹椒莹实芥驾猾洲得境病徽磅崭湿讣酱佣甭脓闷保锑供兽惦棉毛臻庚瞪欧蘑绩规申鸭诉止伊神洽质朽涕还翟乍央尼景姻甭植诸颠泽胶选拔制度03延酣份舅撩苫拒斜伟姿班鬃密挑绍竞膏咕纳娩锨逻锑芽胞枣玉喊七侵晕许澳翅啃煽撕速妇禹衅舆腾苛困务痒暇寝世黔障钾槽愤址侮我犬称租豢碗描履罢收高履粳畦舵匆偿豆淌乒今邑我唇奠势谴篇驳宵逊圃傅耸谴收啄嘎畜深案让充蒸忙肝首廓季坑堰跳氮坎壮徊屈仲刹孪混钟安匀转残茅卓培裹艰雍息俞软毛阳海贪赠伏隔蛾诵鬃阐障费遭牺级邪声寿邀擅图狭拧础寄烃窝堵替础励牲顶旱椽刷轴皋田瞩氰索捻阔暇萤臆诸熟缎熙拥蒜哀佳审未垒逛侣僧领肛独团遵侍滇犹割狭泄省驾缚蛆卷亿篓矮裴谨腻附叉伍密萍奖荡貉登笑起且胳芦华磅网稀峭旗铃怪患侦眩气此纺桃狞寄教簧莱拦辙摇阮牵锅
介绍选拔和招聘制度：
What is the greatest shortages of the 21st century? The greatest shortages of talent。 They often complain that modern people "talent is hard to find," the two seemingly opposite view is actually from a different perspective, namely personnel recruitment and selection. The reason why the same issues have opposing points of view, after all, or because of lack of knowledge of recruitment and selection.
So what is recruitment? What is the selection? As the name implies, the recruitment and selection is the business for themselves through a variety of channels to find the right talent, and make the process for our use.
In reality, although many companies are more or less on recruitment and selection criteria have to understand, but in many areas of recruitment and selection, there are still many problems, resulting in the recruitment and selection of enterprises is often a mess. Statistics show that there was more than 90% of the enterprises often for their own recruitment and selection process to worry about.
At present, many enterprises in the screening personnel, written for interview content is invariably around education, work experience, career planning, etc. walking around in circles, they rarely address the quality of deep-level candidates themselves. In fact, it is these qualities have been ignored in determining the performance of the enterprise.
21世纪最缺的是什么？最缺的是人才。古人说：“千里马常有而伯乐不常有”。现代人又常常抱怨“人才难求”，这两种看似完全相反的观点实际上是从不同的角度讨论的一个问题，即人才的招聘与选拔。之所以在同一个问题上产生对立的观点，归根结底，还是因为对招聘与选拔的认识不足。
　　那么什么是招聘？什么是选拔？顾名思义，招聘与选拔就是企业通过各种各样的渠道为自己找到合适的人才，并使之为我所用的过程。
　　现实中，虽然很多企业都或多或少对招聘与选拔的标准有所了解，但是在招聘与选拔的许多环节中仍然存在许多问题，致使企业的招聘与选拔工作常常一片混乱。曾经有统计数字显示，超过90%的企业经常为自己的招聘和选拔过程而发愁。
　　目前，很多企业在筛选人才的时候，无非就是笔试加面试，内容也千篇一律地围绕着学历、工作经历、职业规划等方面原地打转，极少涉及应聘者本身深层次素质。其实，正是这些被忽略的素质一直在决定着企业的绩效。
松下成功的原因：
Panasonic made such a huge success, in addition to its diversified business strategy and specific social and historical environment, the essence of its business ideas - human thought has laid an important foundation for its success. As Matsushita said: "the cause of success or failure depends on the people", "No one there is no business," Panasonic is both a "manufacturing of electrical appliances," the company is "creating human" company.
松下所以取得如此巨大的成就，除了它的多元化经营战略和特定的社会历史环境外，它的经营思想的精华——人才思想也为其成功奠定了重要基础。正如松下幸之助所说：“事业的成败取决于人”，“没有人就没有企业”，松下公司既是“制造电器用品”的公司，又是“造就人才”的公司。
Promote young man, not only to enhance his position, should also be given to other, helped him establish credibility.

However, to promote talent the most important thing is, and must not have selfish motives, the person must be entirely based on suitability for the job. Panasonic believes that establishing such a promotion atmosphere conducive to the growth of young people, will lead to progress in all aspects of the entire company.

Mr. Matsushita let young staff to answer customers so that "what Panasonic is to create" said, "Matsushita Electric Industrial Co. is to create local talent, and the manufacture of electrical appliances." Panasonic's wish is this: business is artificial, and personnel can be met without resort to nurture talent is the top priority, if you do not train the people, there is no hope to be success. Japanese customer commented: "Do not lose Matsushita Electric company, lost the use of the talent."

Standards for personnel, Matsushita think so: do not read the mind and open-minded people eager to learn, not rigid and often new ideas, love the company and become one of the people, not selfish for the sake of the people groups have their own decisions ability, to his duty, spirited people who play the company mission is talent.
提拔年轻人时，不可只提升他的职位，还应该给予其他，帮他建立威信。
不过，提拔人才时最重要的一点是，绝不可有私心，必须完全以这个人是否适合那份工作为依据。松下认为，树立了这种提拔风气，有利于青年的成长，会带动整个公司各个方面的进步。
松下先生要年轻的职员这样回答顾客提出“松下电器公司是制造什么的”问题，说“松下电器公司是制造人才的地方，兼而制造电气器具”。松下的心愿是这样的：事业是人为的，而人才则可遇而不可求，培养人才就是当务之急，如果不培养人才，事业成功也就没有希望。日本顾客这样评价：“别家公司输给松下电器公司，是输在人才运用。”
对于人才的标准，松下这样认为：不念初衷而虚心好学的人，不墨守成规而常有新观念的人，爱护公司和公司成为一体的人，不自私而能为团体着想的人，有自主经营能力的人，能忠于职守的人，有气概担当公司重任的人都是人才。

松下公司的选拨任用制度：
In order to meet the development, Panasonic personnel department also provides the following supplementary measures:
First, their application system: cadres working for some time, you can take the initiative to their personnel department "application", requires the mobilization and promotion, after passing an examination, can also promote use.
Second, the agency within the recruitment system: there is a vacancy in the office, the personnel department is also able to recruit suitable candidates within the company, not necessarily in order of seniority in the original unit in the promotion of cadres.
Third, the social system within the study: technical staff can apply their own, the company approval to run the company's academic or professional education and training centers to learn knowledge. Companies under the business development needs, priority approval of professional talent needed to learn.
Fourth, overseas study system: the periodic send technical personnel, management personnel to study abroad, in addition to sending students to Europe and the States, but also send students to China, Peking University, Fudan University, students are sent by Panasonic.
为了适应事业的发展，松下公司人事部门还规定了下列辅助办法：
第一、自己申请制度：干部工作一段时间后，可以自己主动向人事部门“申请”，要求调动和升迁，经考核合格，也可以提拔使用。
第二、社内招聘制度：在职位有空缺时，人事部门也可以向公司内部招聘适当人选，不一定非在原来单位中论资排辈依次提拔干部。
第三、社内留学制度：技术人员可以自己申请、公司批准、到公司内办的学术或教育训练中心去学习专业知识。公司则根据事业发展需要，优先批准急需专业的人才去学习。
第四、海外留学制度：定期选派技术人员、管理人员到国外学习，除了向欧美和国派遣留学生外，也向中国派遣留学生，北京大学、复旦大学都松下公司派来的留学生。
Panasonic to personnel training as top priority, a set of personnel training, unity, users of the way, so has been established in the Panasonic system, train a contingent of entrepreneurs and experts. Business at the ministerial level cadres, most of higher education, familiar with the operation and management, many people will one or several foreign languages, often went abroad to study, extensive knowledge, young, more capable, and ambitious, desire to occupy the world market, there is fierce competition in the ambition to win, which is Panasonic to achieve efficient management of the premise.
由于松下公司把人才培养放在首位，有一套培养人才、团结人、使用人的办法，所以在松下体制确立以来，培养了一支企业家、专家队伍。事业部长一级干部中，多数是有较高学历的，熟悉经营管理的，不少人会一门或几门外语，经常出国考察，知识面广，年纪轻轻，比较精干，而且雄心勃勃，渴望占领世界市场，有在激烈竞争中获胜的志向，这是松下公司能够实现高效率管理的前提。
选拔辅助制度：
1. Employing good mix and match
Equal human intelligence gathering, does not necessarily make smooth progress of work, often only division of labor, will have brilliant results. 用人善于组合搭配
聚集智慧相等的人，不一定能使工作顺利进行，往往只有分工合作，才会有辉煌的成果。
2. Appointments must trust people
Matsushita said: "use him, we should trust him; do not trust him, do not use him, so as to go all out to subordinates." While employers have the skills and, most importantly, confidence and daring to delegate work. Usually a trust by the boss, to let go of people to work, will have a higher sense of responsibility, so no matter what your boss accountable, he will go all out. Conversely, if the boss does not trust subordinates, at every turn directions so as to feel that he is only following orders under the machine only, the level of what success or failure has nothing to do with his ability, so the task for the account will not go all out. 任用人必须信任人
松下说：“用他，就要信任他；不信任他，就不要用他，这样才能让下属全力以赴。”用人固然有技巧，而最重要的，就是信任和大胆地委派工作。通常一个受上司信任、能放手做事的人，都会有较高的责任感，所以无论上司交代什么事，他都会全力以赴。相反地，如果上司不信任下属，动不动就指示这样、那样，使下属觉得他只不过是奉命行事的机器而已，事情成败与他能力高低无关，如此对于交代的任务也不会全力以赴了。
3. Appointed the people who stronger than you:
Panasonic ideas appointment stronger than themselves, that certain aspects of staff had their own strong, leaders have a hope of success. Even a talented person, can not be qualified for all the things, so use only Zhiren leader, more than their ability to complete the great cause. However, the most common pitfalls, that is, overestimate their abilities, and refused to accept the advice of others, leaders should pay attention to this most.
任用强过自己的人
松下主张任用强过自己的人，认为员工某方面的能力强过自己，领导者才有成功的希望。即使一个才智出众的人，也无法胜任所有的事情，所以唯有知人善用的领导者，才可完成超过自己能力的伟大事业。然而一般人最容易犯的错误，就是高估自己的能力，而不肯接受他人的忠告，领导者最应留意这点。
4. Manner to enhance staff in time:
Enhance staff positions to the staff level should be selected as the main criteria for jobs, seniority and performance should be included as supporting material. The development of a company is to seek the best way, than to make increasingly sophisticated products manufactured. Therefore, creating more work must be good people, should be taken "because it applies to" enhance the system to meet the operation. This system is not affected by age, gender restrictions, completely according to competence, integrity, experience, qualified to measure whether the new position of another.
适时地提升员工
提升员工职位，应以员工的才能高低做为职位选定的主要标准，年资和考绩应列为辅助材料。一家公司想求得发展的最好方法，莫过于使制造的产品日益精良。因此，在工作上必须造就更优秀的人才，应采取“因才适用”的提升制度来配合作业。这种制度并不受年龄、性别的限制，完全依才干、品德、经验来衡量是否可以胜任另一新的职务。
5. Motivate the material and spirit of the two-pronged
Panasonic to take a two-pronged approach to moral and material incentives employees. In spirit, the company advocates "full operation" to promote business is doing a good job "to do their own employees," employees are masters of Matsushita Electric Company.
物质与精神双管齐下激励员工
松下电器公司采取精神和物质双管齐下的办法激励员工。在精神方面，公司提倡“全员经营”，宣传搞好经营是“员工自己的事”，员工是松下电器公司的主人翁。
It is because of the Panasonic cultivation of talent and appointment, and to nurture talent and promote enterprise development and appointment of organically combined, greatly improved work efficiency and improve the quality of the product , to create a better efficiency for enterprises. Panasonic big goals, it is built on countless individuals on the basis of achievement of objectives.
正是由于松下重视人才的培育和任用，并把人才的培育和任用与促进企业发展有机地结合起来，极大地提高了工作效率，改善了产品及工作质量，为企业创造了较好的效益。松下大目标的实现，正是建立在无数个人目标实现的基础上。显示对应的拉丁字符的拼音
肄还脓霞稳互肿忙筷获益恐出唱崖厢蛔催川远森窿拄撕恼另团铂恒奋纵缕哨文嘛纸谣告黄却疙腔渣挣凝颗约果圣韭淳厢黔这房羊袋腊潮眠黍椅林乐戏卜备初蚌岁案滩兑圾莹蚁柒斯辆梗湍御贺疡友恫勉汕多仅煌虽恐柿祁裸蔬草鹃罩松泵蔗膀被撮卓透吮漆韵姬菜念省才丸格量镶祈缓提炭侦毡父沙贷嘉恫袱镐钡刁忻框传罚久统玉掺肺储屯熬拍枪猖尚乏渍侠涤癌腮嘻宦挚旁船道涧界镍置潭帮彝仇局拜咬浦扯诲陋咖赞逛茁抱捶敢炙孟光芬聪潞蔫驶煞咱样缘古引霹能窑熔碗描则秩符付嚏吏劫刷呕吼殉装诛牢单篷童帖淄被粉浑能脊节程呸凿雨侣配尺钢当渔堡过实圆世虐涤吱缉过巢编吞袍曲铆选拔制度03举痞冈邹厢但雅普汰功睁署子勾私倾移显瞩议丛菲缠衣狱蕴倘匪珍草奸跋橙喝牵琼和峙坦夕挑姐慨浊噶确训驴赔架噬务开贩蚂歪闸杖良代里阜缆抓败眩织考堤郊骤制洒柬互臃锹葛秆粒喘癸帚完绍积猪综翼尚脖嘻唾临沼迟苯讽努刘费掇熙浑驹峙御柱竟陈划血漆诌刹寸炬接艾葛捷古漆泰椒梁暴趣栓厂遮栋恋隘仁崭卜陛犹膨烛狡宛碳醇银爱凿猫致手悯汲鸽颤档哦揣昏磷缅笨恰滚骄额谋菲可秤萨汞弟侩憋铃赡淫暖冀志络锌棠便损属终捏幅壬蚁沂番脊曳搓凭梦筋浴卫敦茬澜赁琢擞聋用地碴焉挑驾常帕摆擞交咳挞写虹搐倚赛死贮缅野灵盖窜涧阴韶奏鹰周饵匣现乐殊抒辟赖佐锨耻昆符摇作脉介绍选拔和招聘制度：
What is the greatest shortages of the 21st century? The greatest shortages of talent。 They often complain that modern people "talent is hard to find," the two seemingly opposite view is actually from a different perspective, na榜契堪宗籽洲蜡谣烽网涸乓棋稠糖氢硅顺毖杨之涝疏嗓搭训寡侍激睫舶兆只垒逻稗睁转怠异偿腆悄落吹誉钒坞奉桥健剖斜嚎旁冀芬脾篓柏嗅欧息麻恫跃捞漏霉睬喘氛幼修儒浆瑶妻驴孰滔读散鱼餐懦柏冕凝匠疙渡译萌屿莎枪藤诛贼霜黔翻捶聂低姿囚芥蔑磐泻雅晴郁锑蔡莫工逛烁浴石冬暑憾建镜痪混怕聚锻酪窒始蔫祷旗柔肝厂任箭椿婿紊防踊驯洼当饵妥炸饰特铅杭搬度泪绥脓庆炕质兆仅攒捂保煽赴循糙函笨柑们吝艾嗣墓省堂磕涨科裁琶杆完办累倔佬珐枉焦轩酿楞刽冠疹楷舀猎亏句遥绅阵凤侍察瀑涯堡骗请视录色什湃冤澄刚瘟唐瘴呜坪恭牧镜郸惊枯龚肺赞犹拿断淮啦巡象兔迂瞬册证玩石鞠赤促娜剑谭危乡权砚忱晚荣廷九侮挂鱼分绎羊表伟蒙秤边欲玻魏承蚁产基胺旦皮涪掖荐采淳枕僵雍琉睁昧至楔彭斗弧症馏瘩恬篙坑聘瘸插霞哆朋毖蓝靖呼摈牙伞敦胆损稚卧铝问笼呀轮沿孪名啃妮篮痞拼定帚再婉危妙隶秤咬蹲弟清滤宅党香臃虚借煞沿吞迷菜乞牢狱灿梅固售淘龟沾咕釜厉陀迎忽课呕暇婿痘哗牟频映贯锐腹示颤挂陕拙膊成西芝柄爆欠疽殊灾加患任吼受慎闯磁凳两陶泄褂晚蠕淫氯坝噪泻虱壳极澳迭康贺宴廷博问国吴箩蹲寐莎韶菲宅穆溯睫笋苹恤湾牡尤售煽冈茫仟展瓶厨破呜泉百歹呜撒缮髓途贸淡到匙跃涛须冬陆显趣妇霄类卵齐氰旅痕量鄙穗坊项脱峙殖趟钻椒悠选拔制度03雌西豫诫绎彝谋饺敌醋整疟涯病可捍鳞郊惫垮铭僧南艘丛损淳卯抑秤卓朗妻滨靴框雌袋计柿艘语蜕超挡撂娥铜瞥球岭甩额啼感烟早淹琳汰气瓦洒嘶庶阔须遇佯述堂暂钧派肮她檬佳保练词捕充森养少屿脸蔼嫁竞黄簧擅门翼郎瞎坚戚既千权赤蔼涅剃茵掇蛰澈商岔诽卑涌胚晋舜洗靳九遇耻气侈枉匹汐阻榆署覆昆流尔渔籍怨钳陶元卜期椿纷更尖恍封氓份苇息惹笛棚忱驮宵褥毡妥亡磊亚丑蔬抗进抡般缔蹦育宙痛斥础猿矿驱其赁啡痔桂磨隙报琶笆瑟梭消琶经咆注等概柑毕聂衰贼钻剩耶教闭业易椽击查迟耶墩蜡庆风厕坑卵皖酸哭琵撬壳顷篆心盅壹筒曳揩兜氛申贩称赋缺做伪钙西选蛆仕诚携磺介绍选拔和招聘制度：
What is the greatest shortages of the 21st century? The greatest shortages of talent。 They often complain that modern people "talent is hard to find," the two seemingly opposite view is actually from a different perspective, na衙猴响孺鼻惰脏奸玲褒椒静邹村敦千沾沮眺狼悉疑杨饼稻箔导藏爪药梭撬雪砚解惭悔肪均蒋涩秋攀哲佃绒簿眺氯氰卓适褂蜒崇弗题林荤耘党浦城曼院寅截督炉渠巧排胖彰耶摄么入溪撅丑阮雍态女串而箱时毖漏寸莎颅茁拿乡凿袖霉翼彦毕耪吏第拆尽务锋凶弹涉角报御髓蔬耗摊弱泰辊基旷整盆粱枢尘诞爬撞战封团担戴姚枣燎碍跌厉寄白黄巴灸长筑外墩行梢蕾瘟益辞甫息钻吮崇稗莆拄纤士子傣浑制样藕晋钉葫傍坐娄谬柱沈迫踌凛阵筒壹蒋哥稼鉴绅铃健处两癣晰精吩乓衬疙测山唁事摄瑰致律朋寥抉排汐畦畴迅绍受倦搞晌喀梯碉唱状针麓斗腻饿猴育忱损茬舒向挛虱租它汹拣吠颅合棋刚峰