Make the best use of people and things

如何用人，充分发挥人的长处，避开人的短处，做到“人尽其才，物尽其用”，那是有很大技巧的。宋代司马光在《资治通鉴》中说：所谓“才”，是指聪明、明察、坚强、果毅；所谓“德”，是指正直、公道、平和待人。才，是德的辅助；德，是才的统帅。德才兼备称之为圣人；无德无才称之为愚人；德胜过才称之为君子；才胜过德称之为小人。

How to use people, give full play to their strengths, avoid their weaknesses, and achieve "the best use of people, make the best use of things", that is a great skill. Sima Guang of the Song Dynasty said in the book "general guide to Zizhi", the so-called "talent" refers to smart, discerning, strong and resolute; the so-called "morality" refers to integrity, fairness, and peaceful treatment of people. Talent is the assistant of virtue; virtue is the commander of talent. He is called a saint if he has both ability and moral integrity; a fool who has no virtue and talent; a gentleman is called a man of virtue when virtue surpasses that of a talent; and a villain who is superior to virtue.

云梦地方的竹子，天下都称为刚劲，然而如果不矫正其曲，不配上羽毛，就不能作为利箭穿透坚物。棠溪地方出产的铜材，天下都称为精利，然而如果不经熔烧铸造，不锻打出锋，就不能作为兵器击穿硬甲。

The bamboo in Yunmeng is called "vigorous" all over the world. However, if its curvature is not corrected and its feathers are not matched, it can not be used as a sharp arrow to penetrate the solid objects. The copper produced in Tangxi is called "Jingli" in the world. However, if it is not melted and cast and forged, it can not be used as a weapon to break through hard armor.

所以，管理者要了解员工的优点与缺点，发挥、发扬他的优点，将他的缺点规避或转移为与其他人配合的优点。把人放到适合的岗位上，这样才能更好的发挥。比如说：“文人”要他舞大刀，这就是放错了地方。

Therefore, managers should understand the advantages and disadvantages of employees, develop and develop their advantages, and avoid or transfer their shortcomings to the advantages of cooperating with others. Put people in the right position, so as to better play. For example, "literati" asked him to dance broadsword, which is the wrong place.
                               

要有正确的人才观

We should have a correct view of talents

如今人力资源越来越受到企业的重视，经营企业不仅要认识到人力资源的重要性，更要认识到人力资本在企业发展过程中的不可替代性。特别多的企业家，特别是部分民营企业家还没有意识或认识不够人力资源的重要性，认为我国更多的资源就是人力资源，你走了，不知后面有多少人想来呢！殊不知一个适合的人在企业中的重要性，人是多的是，可拿过来就能全能发挥，不耽误工作，真正能够接受企业文化、管理理念的也就是适合的人又有多少呢？所以企业管理者们要有正确的人才观念。使用人性化管理的模式为主，刚性管理为辅，放低您的高度，尊重、理解、关心和爱护我们每一位员工，他们也会同样的来对待你。做到真正的“以人为本”，“士为知已者死，人为知已者用”。

Nowadays, human resources are paid more and more attention by enterprises. Enterprises should not only realize the importance of human resources, but also realize the irreplaceable nature of human capital in the process of enterprise development. Many entrepreneurs, especially some private entrepreneurs, have not realized the importance of human resources. They think that the most important resource in China is human resources. If you go away, how many people want to come! But I don't know the importance of a suitable person in the enterprise. There are many people who can take it and give full play to it without delaying the work. How many suitable people can really accept the corporate culture and management philosophy? Therefore, enterprise managers should have a correct concept of talents. Using the humanized management mode as the main mode and rigid management as the supplement, we should lower your height, respect, understand, care and love every employee of us, and they will treat you the same way. To achieve the real "people-oriented" and "the person who knows himself will die, and the man who knows himself will use it".

要有科学的激励机制

There should be a scientific incentive mechanism

现在有很多企业把激励理解得过分狭窄，并把激励和奖励视为等同，造成了很大的偏差。激励离不开奖励，也可以把奖励称为激励的一种推动机制。也就是说它应该是员工通过努力后想要得到的，其中主要包括奖金、升迁机会、分权以及授权等。这是一种向上的推力，它同时也是员工努力工作的基本前提。再者，激励管理也离不开牵引机制，它是一种向上的拉力，主要有价值牵引机制。

At present, many enterprises take incentive as too narrow and regard incentive and reward as the same, resulting in great deviation. Incentive cannot be separated from reward, which can also be called a driving mechanism of incentive. That is to say, it should be what employees want after hard work, including bonus, promotion opportunities, decentralization and authorization. This is an upward thrust, and it is also the basic premise for employees to work hard. Moreover, incentive management is inseparable from the traction mechanism, which is an upward pull, mainly valuable traction mechanism.

要有合理的约束机制

There should be a reasonable restraint mechanism

激励管理也需要压力，或者说需要约束机制。因为任何奖终究会有失效的，而且现阶段人们的需求日益丰富多变，管理者很难持续找到适合大众的奖励方案。简单地说，前面有胡萝卜的同时，后面好再放只老虎，这样才能跑得更快。也就是说，要约束员工发展、进步的方向以及速度。在一些重要岗位，有意识地做好人才储备，简单地说，就是“一个多岗”和“一岗多人”，一旦有人离开某个岗位，立即能有合适的人员自动补上，不会给企业带来重大的影响。企业要根据岗位变动的情况，提出岗位需求说明。同时，替代岗位人员的培养还有助于员工内部形成竞争意识，因为有一定数量的后备人才储备，个别人就不会因为岗位的重要性而产生自我膨胀的心理。

Incentive management also needs pressure, or restraint mechanism. Because any award will be invalid one day, and at this stage people's demand is increasingly rich and changeable, it is difficult for managers to find a suitable reward scheme for the public. In short, there are carrots in the front and a tiger in the back to run faster. In other words, we should restrict the direction and speed of employee development and progress. In some important positions, we should consciously do a good job of talent reserve. In short, it means "one post with many people" and "one post with many people". Once someone leaves a certain post, there will be a suitable person to fill in automatically, which will not bring significant impact to the enterprise. The enterprise should put forward the job demand description according to the situation of post change. At the same time, the cultivation of substitute post personnel also helps to form a sense of competition among employees. Because there is a certain amount of reserve talents, individuals will not have self expanding psychology because of the importance of the post.