With the rapid development of China's market, a large number of enterprises have a strong thirst for talents and are eager to find professional managers with core value in the market. Therefore, skydiving has become the normal way for enterprises to introduce high-end talents. This efficient and fast way to get core members has brought expected results to many enterprises. However, there are still many cases of failure, resulting in painful "marriage", greatly increasing the opportunity cost of enterprises and talents, resulting in huge waste. In addition to the company's reasons, professional managers' mistakes are also the main reasons for breaking up. Here, talentone headhunting company lists eight mistakes that professional managers often make in job hopping:
Headhunters cautioned that the lack of a comprehensive understanding of the enterprise before entering and unrealistic expectations lead to a huge psychological gap after entering the enterprise.
Any enterprise has its own advantages and disadvantages. Before entering the enterprise, the enterprise should conduct a comprehensive investigation. The positive and negative situations are clear. According to their own needs, they should judge their own influence and advantages and disadvantages, and then decide whether to enter. If you want to enter, you must be able to accept certain conditions that cannot be changed for a period of time and you cannot expect them to disappear immediately. It's like in a relationship, accepting the good and the bad. You can build consensus by running in, but you can't expect to reinvent yourself right away. If you complain and lose, the final result will be more and more annoying, more and more disappointed, resulting in resignation, which is a kind of loss for the enterprise and professional managers themselves.
Headhunters remind us that we should cover the reality of new enterprises with a fixed mode and vision.
There are many professional managers who have the working experience of well-known enterprises and are often proud of it. For new enterprises, they often play a major role in the past strategies, methods, models and other aspects, and use them, that is, they can immediately produce the expected good results; or they often think about the experience and examples of the past enterprises in their work, and think that the practices of the current enterprises are wrong, that the current enterprises are everywhere, and look down on the current enterprises, and say that the past. In fact, different enterprises are often different in many ways, not just a little bit worse. The original practical good method, for this different situation, may become an anachronism. Mechanical copying will not only produce good results, but also new problems. Therefore, if you want to enter a new environment, you should adjust your mind, adapt to the new situation, be able to solve practical problems according to local conditions, and not copy the original experience and methods. Otherwise, there will be a situation of acclimatization of the things that are hard to copy, leading to failure in the work.
Professional manager is a person with a special value, an ordinary person, who can not be isolated from the organization. In the organization, we must also realize that he is the general attribute of a member. The law of a learning organization, the principle of respect, in the exercise of power, not only should he have a strong willpower, flexible and soft side, strengthen positive interaction, reasonably allocate resources, let a person, money, content, For example, information resources are organically connected. At the same time, we should recognize our own weaknesses, constantly remind ourselves, prevent mistakes, combine our strengths with others' strengths through teamwork, eliminate the possible negative impact of weaknesses, and realize the optimization of professional value.
The above is the detailed introduction of Jinan headhunting company's taboo of entering new enterprises. I hope it can help you! To learn more, please click http://www.shandonglietou.com