Chapter 20 Chapter 19 Creation of Creation and Creation of Man: The Origin of People-Oriented Enterprises

Konosuke Matsushita emphasized that the biggest product of Matsushita is people.A good enterprise should first produce talents before producing products, and cultivate talents before manufacturing products. "Creating people" comes before "creating things".Panasonic is a company that cultivates talents, and it only does electrical appliances while cultivating talents. "Creating man before creation" is a direct reflection of Konosuke Matsushita's view of talents.He believes that an enterprise is composed of people, and the role of talents must be emphasized.To this end, Konosuke Matsushita formulated a set of "spiritual rules" for the company, including the seven spirits of Panasonic, the company's creed and program, etc. All these spiritual rules, in the eyes of Konosuke Matsushita, are not to cultivate employees' stupid loyalty to the company, but to cultivate employees' loyalty to the company. It is to cultivate the autonomy of employees so that employees can behave clearly.

The basic management policy of Konosuke Matsushita is to build a career with talents.In his opinion, without the right people, the company's mission cannot be realized.The talents that Konosuke Matsushita wants to cultivate must not only have skills, but also have management capabilities. More important than management capabilities are values ​​and tenacity. In terms of personnel training, Konosuke Matsushita highlighted the cultivation of values ​​and outlook on life.Talent education must start with the education of the corporate mission and business philosophy. Only when employees fully understand and identify with the corporate mission can they work tirelessly to achieve this mission.When the business philosophy and mission take root in the hearts of each employee and integrate with them, they can be let go to independently display their creativity within the scope of their responsibilities and authority.Regarding this point, Konosuke Matsushita put forward several methods that can open the door to cultivate talents.

(1) Pay attention to the cultivation of personality ——Lack of personality training will have a bad influence on business. (2) Pay attention to the spiritual education and personnel training of employees ——It is the responsibility of the operator to educate employees spiritually and in common sense. (3) Train employees to be careful ——In the ever-changing modern work, a little mistake may bring devastating consequences, and the operator must pay attention to this point. (4) Talents must cooperate appropriately ——When employing people, the leader should consider the mutual cooperation between employees, so as to give full play to the individual's ingenuity.

(5) Do not ignore the promotion of employees ——Promoting employees in a timely manner can best stimulate morale and drive other employees to progress. (6) Adopt people who are more capable than yourself ——Only when employees are better than leaders in certain aspects can leaders have hope of success. (7) Provide an environment where employees can develop their strengths ——The nature of work often affects the performance of individual abilities. Some people are competent for jobs that are higher than their abilities, while others can only play half of their abilities. Providing an environment for employees to develop their strengths is the key to improving their work efficiency.

(8) Cultivate the professional knowledge and correct value judgment of employees ——Without enough professional knowledge, one cannot be competent for the job; without the correct value of judging things, it is equal to a rabble, which cannot promote the prosperity and development of the company. (9) Cultivate employees' sense of competition ——Employees must have a sense of competition in order to develop their potential. (10) Appointment requires trust ——When dealing with the person who wants to use it, we must hold the mentality of preferring the other party to bear me, so as to win the service of the other party.

Konosuke Matsushita believes that with the correct values ​​and outlook on life, it is also necessary to enhance the internal competitiveness of talents.In order to provide good training for Panasonic employees, Konosuke Matsushita set up an "education and training center" in the company, which consists of 8 training institutes and 1 higher vocational school.Among them, the Central Member Training Institute mainly trains directors, section chiefs, ministers and other leading cadres; the Manufacturing Technology Training Institute mainly trains technicians and skilled workers; the Business Training Institute mainly trains sales personnel and business management personnel; the Overseas Training Institute is responsible for training Panasonic overseas The staff of the company and domestic foreign trade personnel; the training institutes for members in Tokyo, Nara, Utsunomiya and Beidagu are responsible for training the company's staff in the area; the higher vocational training school is responsible for training the high school graduates and graduates newly recruited by Panasonic youth staff.

In short, Panasonic's employee education starts from joining the company.All newly recruited employees must undergo 8 months of internship training before they can be assigned to jobs. In order to adapt to the development of the business, Panasonic's personnel department also stipulates the following auxiliary measures. First, the self-application system: After working for a period of time, cadres can take the initiative to "apply" to the personnel department for transfer and promotion. After passing the assessment, they can also be promoted. Second, the internal recruitment system: When there are vacancies in the company, the personnel department can also recruit suitable candidates from within the company, and it is not necessary to promote cadres in sequence based on seniority in the original unit.

Third, the in-house study abroad system: technicians can apply by themselves, and with the approval of the company, they can go to the academic or education training center run by the company to learn professional knowledge.According to the needs of career development, the company gives priority to the approval of urgently needed professional talents to study. Fourth, the overseas study system: regularly send technical personnel and management personnel to study abroad. In addition to sending students to European and American countries, they also send students to China.In my country, Peking University and Fudan University have overseas students sent by Panasonic.

Since Panasonic puts talent training at the top of the list, and has a set of methods for cultivating, uniting, and employing people, it has cultivated a team of entrepreneurs and experts since the establishment of the Panasonic system.This is the premise for Panasonic to achieve high-efficiency management. Konosuke Matsushita has his own unique views on the selection of talents. He uses the word "appropriate" to describe the selection of talents, instead of emphasizing "the best".He often said that 100-point talent is good, but it is very rare to meet but not to seek.Employing people must be good at using talents with 70 points, that is, the 70% principle.This kind of management thinking is the development of China's "golden mean" thought. Through the 70% principle, a balance can be achieved at the 70% level, which can effectively deal with the contradictions in employing people.

This 70% principle was formed at the beginning of Panasonic's business.When Matsushita Electric was doing small things, it could only absorb those who were not wanted by big companies such as Mitsui, Sumitomo, and Mitsubishi.And it is the "secondary talents" that these big companies look down on, who together with Konosuke Matsushita created the glory of Matsushita. More importantly, Konosuke Matsushita believes that talents with 70 points have their unique advantages. First, they are generally easy to integrate into the team. The kind of top talents are very tall, high above the top, often self-centered in doing things, look down on the people below, and can’t listen to the opinions of the people below, so they often cannot integrate well. team.The 70-point talent is different. They often look down and think about their own shortcomings, hoping to use the strength of the team to grow themselves so that they can well complete the tasks assigned by the supervisor.So they fit in well with the team.

Second, they have an incentive to chase the top.As the saying goes, "It is difficult to start a business, and it is even more difficult to keep a business." When the top talents are seeking defeat alone and relying on self-discipline to find the motivation to move forward, the 70-point talents are aiming at the top and struggling to catch up.They often have a mentality of competing with the top, and this clear goal and mentality will generate a strong motivation to reach the top.Just like a marathon, there is a long way ahead of the first runner, and there is no one there, so he often looks back to see where the people behind are.But the runners in the second place were different. Their eyes were fixed on the first place, and they could also avoid the wind behind the first place. When the time was right, they would overtake him in one fell swoop. Third, they are grateful and more loyal to the company.Supervisors often have the feeling that top talent often complains that this is not the right job and that is not the right thing to do. To develop him into a top executive, he doesn't seem to be particularly grateful to you and the company, because he will think that is what he deserves. of.The 70-point talents are different. They believe that their achievements today are inseparable from the training and attention given to them by their supervisors and companies.So they are grateful and more loyal to the company. This is why there is a medium-sized private enterprise owner who gave up a graduate from a prestigious university when recruiting and chose a self-examinee.He said, I want to train him to be the sales manager of the company. Both of them are good, but I think that if this self-examinee is trained, he will be more loyal to our company. Since it is the selection of talents with 70 points, when using them, we must pay attention to "use according to their quantity", make good use of their strengths, and avoid their weaknesses.To promote strengths is to try to make the people used to play the best performance and contribute to the company's victory in the business war; to avoid weaknesses, there will be no or less shrewd people become stupid, leading to market failures.We should keep in mind that in order to maximize the strengths and avoid weaknesses in modern management, leaders should have foresight, the ability to recognize and employ talents, and pay attention to adhere to the following principles of employment. (1) The principle of using according to the quantity That is, according to different types of talents and their strengths, specialties, abilities, and personalities, put them in appropriate positions and use them, so that they can use their intelligence and intelligence in the most effective positions, and find those who are not suitable. transfer. (2) The principle of equal treatment All employees who enter the company may become talents.The use of these employees should not be divided into ethnicity, race, background, criminal record, etc. As long as they are virtuous and talented, willing to work and capable, they must be boldly used, and their moral and ability achievements will be evaluated during the work process. And those with outstanding achievements will be promoted and reused. (3) The principle of meritocracy In the process of selecting and employing personnel, we must pay attention to comprehensive inspection and evaluation, and break the employment system of "seniority ranking" and "cronyism". No matter who, regardless of qualifications, regardless of diplomas, talents are used, not talents, and sons and grandchildren are not used.Form a good environment for the growth and development of talents in the company as soon as possible. (4) The principle of clear rewards and punishments In the process of employing people, the rewards and punishments are fair and unaffected by human feelings.Only in this way can we rectify the company and inspire the spirit of employees. In contrast to other companies' unscrupulous quest for talent, Matsushita Electric has adopted an ethical approach to talent recruitment.This set of measures was formulated by Konosuke Matsushita himself, including the following main principles. (1) Don’t poach other people’s corners Konosuke Matsushita believes that not all the recruited people are good people. Of course, there are many reliable people, but they are still a little unreliable, so it is better not to do it. (2) Character is the most important If you meet someone who wants to take up a new job, as long as the newcomer has a good character, you can let him learn, and you don't have to use experienced people.The company should recruit suitable talents, and those with too much experience may not be suitable. (3) The use of talents is based on the principle of application The level of employment of personnel should be suitable for the company. If the level is too high, it may not necessarily be useful, because some people will say: "This kind of bad company is really unlucky." This company is pretty good” and work for the company wholeheartedly. The word "proper" is very important. For a proper company, if you recruit the right people, if you are serious about seeking talents, although you can't reach 100%, 70% is probably not a problem. When you reach 70%, sometimes you will feel better.Therefore, if the level is too high, it may not be suitable for use. As long as you have a good character and are willing to work hard, you can learn skills and experience. (4) Use talents and help talents When promoting young people, you should not only promote his position, but also give him support and help him build up his prestige.However, the most important point when promoting talents is that there must be no selfishness, and it must be based entirely on whether this person is suitable for that job.Konosuke Matsushita believes that establishing such a promotion atmosphere is conducive to the growth of young people and will drive balanced progress in all aspects of the entire company. (5) Panasonic's employment standards In response to the problem of talent utilization, Matsushita asked young employees to answer customers' questions about "what does Matsushita Electric Company manufacture?" This is the case: career is man-made, but talents can be encountered but not sought. Cultivating talents is the top priority. If talents are not cultivated, there is no hope for career success. As for the standards of talents, Matsushita Konosuke thinks that: people who are open-minded and eager to learn, people who do not stick to the rules and often have new ideas, people who love the company and the company as one, people who are not selfish but can think about the group, people who have the ability to operate independently , There are enthusiastic people anytime and anywhere, those who have the ability to take up the position, those who can be loyal to their duties, and those who have the courage to take on the important tasks of the company are all talents.And these standards are not only suitable for Matsushita Electric Corporation, but also for all other companies. Konosuke Matsushita has his own methods for cultivating talents, selecting talents, and using talents.It is precisely because of the success of his talent work that Panasonic has achieved what it is today.So, what is the talent standard of Konosuke Matsushita?People have summed up Konosuke Matsushita's talent standards from 10 aspects. (1) A person who does not forget the original intention and learns with an open mind. After the company grows, the most taboo is the arrogance of employees, especially managers.The so-called original intention is Panasonic's business philosophy, which is to create high-quality and low-cost products to satisfy the society and benefit the society.The mission of the company can only be realized if employees do not forget their original intentions and remain humble.Konosuke Matsushita pointed out: People in leadership positions must especially have a humble heart.People who do not forget their original intentions and are able to learn with humility are the people that enterprises need. (2) People who don't stick to the rules and often have new ideas. Panasonic allows everyone to give full play to their intelligence and talents on the basis of following the basic policy, so that everyone can show their talents.At the same time, the boss is also required to allow his subordinates to act freely and use everyone's talents to their limits.Konosuke Matsushita advocated that cultivating people who do not stick to the rules and often have new ideas is the key to the company's invincibility and eternal youth. (3) People who love the integration of the company and the company. In Europe and the United States, when people ask what kind of work they are doing, they always answer the occupation first, and then the company; the Japanese, on the contrary, first talk about the company and then the occupation.Konosuke Matsushita requires his employees to maintain the Japanese concept, to have a sense of the company, and to share weal and woe with the company. (4) A person who is not selfish but considers the group. Cultivating talents, of course, starts with improving everyone's ability, but this is not enough.Panasonic not only cultivates individual strength, but also requires that this strength be fully applied to the team to form a joint force.Only in this way can we bring vigorous vigor and good results. (5) People who can make correct value judgments. The so-called value judgment includes many aspects.Broadly speaking, there are views on human beings, views on life, views on the company's business philosophy, and views on daily work.Konosuke Matsushita asserted: If a company cannot cultivate people who have correct value judgments in all aspects, then all employees are nothing but mobs, which are of no use to the company. (6) A person who has the ability to operate independently. The division of Matsushita Electric Co., Ltd. is actually similar to an independent company.The business activities of the business department are completely decided by the business department itself, which requires the employees of the business department, especially the director, to have the ability to operate independently.Konosuke Matsushita believes that it is not acceptable for an employee to do things as instructed by the above in exchange for a monthly salary.Everyone must do things with the mentality of preparing to become the president. (7) There are enthusiastic people anytime, anywhere. The so-called enthusiasm is to have a firm belief in the cause and the determination to pursue it desperately.Konosuke Matsushita believes that people's enthusiasm is the premise of accomplishing everything, and the success of something is often determined by the strength of determination and enthusiasm for doing it.When encountering problems, if you have the determination and enthusiasm to succeed, the difficulties will be solved. (8) A person who can order his boss decently. The so-called instructing the boss means putting forward one's own suggestions on the work in charge and urging the boss to agree; or putting forward one's own views on the boss's instructions and urging the boss to revise them.Konosuke Matsushita said: If there is not even one person in the company who can support the president to do things, the development of the company will be a problem; if there are 10 people who can really support the president, then the company will have a bright future for development. (9) A person with a sense of responsibility. If everyone from top to bottom in a company dares to take 100% responsibility for the tasks they undertake, such a company will eventually prosper no matter what.Conversely, if everyone shirks responsibility or emphasizes objective reasons, the company will be hopeless. (10) People who have the courage to take on the important tasks of the company. For Konosuke Matsushita, those who have the courage to take on the important responsibilities of the company are important talents of the company. Such talents must have the ability to consistently implement business ethics and the spirit of independence and independence, have the mentality and practical ability to overcome difficulties, understand the subtleties of human relationships, and have an international reputation. Sexual vision, as well as having its own personality and style. Some people say that Panasonic has been able to stand at the top of the world's enterprises for half a century. The reason why it is praised as "top-notch" by the American business community with highly developed enterprise management lies in its on-the-job training.Leaving aside whether this evaluation is appropriate or not, as far as Panasonic vocational training is concerned, it does have its advantages and practical effects.The following is the core content of Panasonic's on-the-job training plan. The 5 goals of on-the-job training are: First, specify the focus of accomplishing business goals, and induce the continuous improvement of every employee's daily behavior; Second, train employees to become "introspective thinkers"; Third, let employees set their own goals and promote the idea of ​​self-inspiration; Fourth, employee training must be long-term; Fifth, move towards the completion of the company's overall goals and establish a strong comprehensive mechanism. The 6 main conditions of on-the-job training. First, don’t be afraid of delegation of authority, that is, delegate power as much as possible; Second, involve employees in the plan; Third, not training, but communication; Fourth, the atmosphere of mutual trust; Fifth, a real group is not only a harmonious group, that is, the employees in the group must be full of vitality and aggressive in addition to harmony; Sixth, determine the training benchmark on a realistic scale. On-the-job training is generally divided into three stages: planning, implementation, and inspection. First, the planning stage.When drawing up plans, it is necessary to let employees establish the belief of active work in order to grow; let employees understand the focus of their own learning; provide employees with opportunities and environments to exert their full capabilities and complete their work.In order to formulate correct training points, the following issues must be paid attention to. (1) In order to accurately grasp the jobs held by employees, it is necessary to list the jobs one by one. (2) Write down the standard knowledge and skills required to complete the work one by one.That is, the setting of guiding standards. (3) Elicit needs.That is, for the second item, check the employee's current work situation, work results, and completion level one by one; at the same time, assume that he is still lacking in a higher-level job, and point out where he needs guidance. (4) For the aforementioned required items, point out which ones are sufficient for on-the-job training and which ones need to be discussed outside. (5) Prepare individual conversations, that is, understand the intentions of employees, and encourage them to put forward plans or questions for improving their work. (6) Individual conversations.Establish business goals for employees, as well as self-development programs and on-the-job training programs. (7) It must be suitable for the competency standards of employees.Specifically, for those who have been in the company for 2 to 3 years and cannot complete the work independently, try to find out his expertise, and draw up a plan from auxiliary work to independent work; How to accomplish business goals; for alternate supervisors or work veterans, in addition to allowing them to complete their current work, let them accept the knowledge and skills of higher-level work, expand their scope of authority, and get in touch with a wider range of business. Second, the implementation method.Because the core of on-the-job training is "daily management is training", the implementation is based on this.The specific guidance methods are: (1) Lead by example; effective educational methods.There are 4 stages: prepare employees to learn; explain the work so they understand; let them do it; and watch the results. (2) Small mistakes made by employees at work should be let go and not brought up again. (3) In order to ensure the smooth progress of the work, more room for autonomy should be left for employees.Review each other's achievement of goals during the training period. Third, check the summary.This work is primarily carried out by the supervisor who directs the training.Its steps and methods are. (1) Let the trainees self-evaluate the business results during the training period. (2) The supervisor makes an evaluation. (3) Prepare interviews with employees based on the aforementioned information. (4) For evaluation and guidance, interview with employees. It can be seen from the above plans that Panasonic's on-the-job training is relatively complete and may be effective.If the operator wants to build a huge corporate kingdom, these tasks must be done properly. Advocating and encouraging employees to develop themselves to make up for the shortcomings of other training methods is an important and most distinctive part of Panasonic's talent education measures.The active participation of employees and the proper guidance from their superiors will surely produce excellent talents.In Panasonic Corporation, in addition to vocational education, internal education is more commonly called "self-enlightenment training".This method of education is not only simple and convenient, but also very effective.Here, this training method is seen as the responsibility of the cadres, requiring them to frequently ask employees self-enlightening questions such as "what to do? Why? When? With what method?" instead of just shouting hard.In this way, it is possible to cultivate excellent talents. So, how does Panasonic self-development training work? Generally speaking, there are three methods of self-development, namely: First, unconscious self-development.That is, personality-based development, such as self-development based on the example of parents and teachers. Second, conscious self-development.That is to understand one's own strengths and weaknesses, and consciously develop oneself in order to make up for the shortcomings. Third, goal-based self-development.That is, in order to complete the higher-level goals, the necessary development topics are selected by themselves, and self-development is planned and clearly defined. Of these three types of self-development, the unconscious type has a powerful subtle effect, but there are good and bad role models, which are easy to confuse; the second type will have bad effects when self-judgment is wrong if there is no guidance from others; the third type is Highly conscious and graspable, so it has a great effect on improving work ability. "Together the wisdom of all will bring us nothing", this is the most reasonable saying that Mr. Konosuke Matsushita has worked hard for more than 70 years.Indeed, in an enterprise, the most important thing is to discover and utilize talents.No matter how high a person's talent is, it is limited, and it is often a partial talent that is better than a certain aspect.And using all talents for my own use, and integrating many partial talents into one, can form an omnipotent all-rounder and exert infinitely great power.Mr. Konosuke Matsushita is just a superb artist who brings the way of employing people into full play. Hou Teng Qingyi was originally the vice chairman of Sanyo Electric Co., Ltd., and later defected to Panasonic Corporation. When he was the factory director, the factory caught fire and burned down.Hou Teng Qingyi was very frightened, thinking that if he was not dismissed, he would be demoted.Unexpectedly, after receiving the report, Konosuke Matsushita only said four words to him: "Do it well!" Konosuke Matsushita did this not to appease the fault of his subordinates.In the past, Hou Teng would be severely reprimanded by Panasonic even if it was just an inappropriate way of making a phone call.This style can be said to be the secret of Matsushita's management.Since the fire was not punished after the fire, Hou Teng would naturally feel guilty, and he would be more loyal to Konosuke Matsushita, and repay with double the work. This approach by Konosuke Matsushita subtly captures human psychology.When I make a small mistake, I mostly don’t care, so I need to be severely reprimanded to attract his attention; on the contrary, when I make a big mistake, a fool also knows how to reflect on himself, so there is no need to give severe criticism. There are countless art of employing people like this in the management of Konosuke Matsushita.Mr. Konosuke Matsushita's artistic way of employing people has influenced several generations of business managers not only in Japan, but also in the world.Over the past few decades, the tide of business in our country has ebbed and flowed, and many so-called entrepreneurs who are talented but weak in the middle have been drowned out, making their mistakes become eternal hatred.The reason is that improper employment or even the inability to employ people cannot but be said to be an important factor.Therefore, today it is even more necessary for us to learn and learn from Mr. Konosuke Matsushita's way of employing people, and firmly believe that stones from other mountains can be used to make jade.