在最近 人力资源欢乐时光, an interesting statement was made about companies 拥有ing 天赋 (versus managers.) It got me thinking…who “owns” 天赋 in a company: is it the organization or the manager?
可能是个人排列三开奖时间“owns” their 拥有 天赋?
Organizations merely rent or lease the 天赋 of their 雇员. They do that via compensation and benefits. Employees bring their 天赋s and, in exchange, they 得到报酬并获得福利. Since the employee’s 天赋 is the driver…the employee “owns” what the company wants.
Here’s another way to think of it. As soon as an employee makes the decision to leave (either genuinely or just mentally), the organization ceases to have that 天赋. The challenge for companies is to make sure that 雇员 bring all of their 天赋s to work 每一个 day. Because the last thing a company wants is to pay for 天赋 they aren’t getting.
Enter the department manager. Managers are supposed to help 雇员 recognize their 天赋s, direct the use of their 天赋s, and encourage 雇员 to develop existing 天赋s and/or seek additional 天赋s. The idea being that managers create the environment for 雇员 to do what 马斯洛 来电 自我实现。我称其为每天要让您起床并上班的事情。
让我知道你对此的想法. I still can’t help but think the first step in this logic is 天赋. Which means the employee “owns” 天赋, not the company and not the manager. And how, when and to what extent 天赋 is used is based upon the way an employee interacts with their manager and the company.0