Personal characteristics of how to influence the career development of employees
Successful employee career design requires that the characteristics of individual employees should be compatible with the characteristics of the organization, so whether it is the individual's self-management of their career development, or the organization of the career development of its employees, management, need to be the starting point of the personal characteristics of the assessment and the view that the starting point. Individual characteristics are many, first reflected in the human personality. The discussion of personality will not be repeated. However, in terms of classification and testing of personality, a new trend is that, instead of conducting the kind of general, multi-dimensional personality tests, it is better to make only a single dimension but closely related to the needs of practice, directly affecting people's management behavior of personality testing. Here is my knowledge of how personal characteristics affect employee career development, welcome to read.
1, the tendency to feelings
The famous psychoanalyst Jung (C. Jung), people in the tendency to feelings characteristics are divided into two extreme typical types:
(1) introverted type.
This type of person is characterized by more consideration of personal inner feelings and thoughts but less attention to the external environment and the influence of others; they like personal solitude, hard work, good thinking, opinionated, not blindly follow, cautious and serious. But there may be reticent, do not like also not good at socializing, in social occasions to retreat and avoid, withdrawn from the group, the outside world and others do not care, insensitive, easy to cause misunderstanding of the weaknesses. This type of person is more suitable to engage in professional and technical and operational work.
(2) Extraversion.
This type of person is characterized by openness and frankness, like to interact with people and talk to them, a wide range of interests, the importance of coordination and harmony with the environment and other people, sensitive to the changes in the surrounding things and care about, heavy action and effectiveness. Its weakness is that the work is not deep down-to-earth, impulsive, repetitive, routine work is not patient and persistent. These people are suitable for pioneering, diverse work.
2. Problem-solving style, also known as cognitive style
The problem-solving process involves collecting and processing information.
D. Hellriegel and J.W. Slocum (Jr.) identified two opposing typical types in these two aspects:
The style of collecting information is divided into sensory (code S) and intuitive (code I).
1) Sensory.
These people like to use their own perception to judge the facts of what happened, the routine details are very patient, but things are too complex, the anti-will promote patience, the facts are rarely wrong, the precise work is very good at doing, love to use the skills that have already been learned and not much love to learn new skills; work is practical, realistic attitude, do the job will often be done until the conclusion to the end of the time they perceive that the facts are first broken down into a series of facts. Things are first broken down into a detail, and then studied one by one; is considered patient, precise, practical, systematic, but more boring, lack of imagination, and more short-sighted.
2) Intuitive.
These people are interested in the meaning of the facts and their interrelationships, like to use imagination and inspiration to study new problems and hate the old, repetitive problems; patience for complex situations; love to learn new skills, but do not care much about the use of these skills; emphasis on the overall situation and the first impression, tend to skip the details of the study, and directly to the conclusion; is considered to be creative and imaginative, but unstable and more likely to get the facts wrong.
Note that these two extremes are neither better nor worse than the other; they both filter out certain aspects of the objective facts of existence, and thus are somewhat one-sided. In addition, most people are not at either extreme, but at some transitional middle ground.
Style of processing (or evaluating) information. There are also two extremes, the feeling style (code F) and the thinking style (code T).
1) Affective.
These people like to make judgments based on personal feelings, compassionate, fully aware of and concerned about other people's feelings, their own need for praise, but also love to please others, even if it's a small thing; do not offend people, hate arguments and conflicts, think it will reduce the efficiency; heavy coordination and harmony; be perceived as sympathetic, valued and understanding of the human being, but do not hold a critical attitude, love to accommodate. Not very principled.
(2) Thinking type.
These people are usually based on logic and reason to make judgments, calm and rational, objective and fair; but easy to ignore other people's feelings, offended people and do not know; more focused on things or ideas and not much concern for interpersonal relationships, no need for harmony, iron face, according to the rules, when necessary, will discipline and even dismiss subordinates. Be considered objective, critical, rational, unsympathetic, ruthless.
It is important to note that Jung pointed out that people may say, "I seem to have a little bit of both" when developing their own style of handling information, and Jung anticipated this. He believed that it was impossible for a person to use both of these opposing styles to make decisions. However, he put forward an explanation that he called the "compensation principle"; everyone has a dominant style of processing information, but there is also a weaker "shadow style" in his heart, hidden in the bottom of his heart, which is the opposite of the dominant style, and under conditions of high psychological pressure and intense conflicts, this style is the opposite of the dominant style. Under the conditions of high psychological pressure and intense conflict, this "shadow style" will emerge temporarily, but people's style type still depends on the dominant one.
Since problem solving involves collecting and processing information in two dimensions, and each dimension has two types of typical, i.e., S and I as well as F and T, there are four typical combinations of people's problem solving styles, i.e., feeling ----feeling (SF), feeling-thinking (ST), intuition---feeling (IF), and intuition--feeling (IF), and intuition--feeling (IF), and intuition--feeling (IF). -- feeling type (IF) and intuition ---- thinking type (IT), their style will not be difficult to deduce according to its two sets of components.
For example, belonging to the feeling ---- thinking type of problem-solving style is characterized by: attention to and focus on the specific details of the fact that the physical characteristics of their work environment is more sensitive, such as cold or hot, bright or dark, etc., the layout and decoration of the room should be conducive to good work, equipment to maintain good maintenance, and so on. The ideal organization in their minds is that everyone knows exactly the requirements of their positions, these requirements should be printed in the form of rules and regulations in the written instructions; information flow downstream to be easier than upstream or lateral flow; subordinates should be evaluated in terms of their technical skills, if not suitable for their positions, they will have to be transferred to another appropriate position in the organization to go. Each individual is trained to fit the requirements of his or her position to ensure that he or she will be able to meet the requirements of the rules and regulations. They value the rational factor more than the human factor, have a leadership style that favors arbitrariness over democracy, set goals that are clear and realistic rather than vague and fuzzy, and prefer hierarchical structures that are well-defined, with clear lines of authority and responsibility, rather than ambiguous and disorganized models. In short, this type of person wants an organization that is highly controlled, defined, and specific. The other three typical styles can be extrapolated from this.
3, occupational style characteristics
Now, more and more scholars on the personal characteristics of the study is more and more specialized, practical and specific. One of the more famous research results is the American psychologist McCabe (M. Maccoby) on the classification of managers of professional style, although in the organizational behavior class has been introduced, but here it seems necessary to be restated from the perspective of human resources management. Maccoby in a group of North American high-tech companies in hundreds of high, medium and grass-roots managers made six years of in-depth investigation, that in this type of organization according to the characteristics of their professional style, managers can be divided into four typical types, namely:
1) "craftsman" type.
They are technical experts, love their own profession, eager to invent, make new achievements, tough and hard work and the spirit of hard research, is some "workaholic"; but the administrative affairs and duties are not interested in, insensitive to interpersonal relationships, poorly deal with interpersonal interactions and conflicts; they are They always want to optimize everything, not realistic; and knowledge and thinking are specialized and narrow, but broad is not enough.
(2) "Fighter" type.
These people have a strong desire for leadership, desire for power, want to establish their own power "kingdom"; they are energetic, bold, dare to take risks, bold, but can not tolerate others to share his power, "a mountain can not be two tigers! "The first time I saw this was when I was in the middle of the night, and it was the first time I saw it in the middle of the night.
(3) "corporate man" type.
In fact, this type of managers in the most people, they are loyal and reliable, follow the rules, conscientious, only for stability, but conservative and afraid of change, innovation and enterprising is not high.
(4) "Racer" type.
They see life as a race, eager to become one of the winners; but they are different from the "fighters" are not intoxicated by personal domination, but only want to be a victory in the collective star; they are good at uniting and inspiring others, willing to carry the subordinates; but is not a
These are the four extremes of sex typical, most people are both the number of types of characteristics, but in different intensity combinations only. Although McCabe is based on the research in North America high-tech companies to make the classification, why do not we close our eyes and think a little deeper, think of your colleagues in the unit of words and deeds, the above four types of typical people will emerge in front of your eyes, visible in this classification can also be applied to our enterprises.
In recent years, from the point of view of making the best use of talent, U.S. human resources management experts Staib (L. Stybel) advocate a "dynamic talent use theory", which advocates to make full use of all kinds of talent, it should not be cadres fixed and long-term placement in a specific position. Especially in the requirement of rapid product renewal to strengthen the competitive advantage of the modern market, all kinds of talents should correspond to the different stages of the product life cycle, the rational deployment of the use; in the product is still in the late stage of the development of the "introduction stage", the new product has yet to be the market test marketing in order to y test the demand and to make the stereotypes, this time, the technology development capability is still the key, the project team leadership positions should be equipped with a combination of both the demand for the project and the ability to develop the project. Leadership positions in the project team should be equipped with both "craftsmen" and "fighter" characteristics of cadres, or "fighter" as the main position, "craftsmen The "fighter" as the main position, the "craftsman" as a deputy, partner use. When the product has been accepted by the market, the demand is soaring, into the "growth stage", the first task becomes as soon as possible to form a large-scale production capacity, with a large number of low-cost products into the market to fill the demand for vacancies, so as to avoid being followed up by others to copy, reap the benefits. At this stage, the product has been finalized, "craftsman" to stay in office has been a waste of backlog, should be transferred to enrich other research and development of new products to be project team, leaving the "fighters" to its ambition and vigor to go into battle, open up the depths of the market to seize the territory. To be gradually saturated market, Chu He Han boundary demarcation, no need to re-investment and expansion of production, only need to hold steady, stable profits of the "maturity stage", "fighters" have been knife and gun into the library, thighs meat gradually, boredom, they should be transferred to lead other project teams, and then create a new industry! If they are bored, they should be transferred to lead other project teams and start a new business, and let the "business people" keep the business, they are stable and reliable. Until the exhaustion of product potential, a new generation of products have been born, the original product has entered the "decline stage", the project needs to be closed, stopped, and, or transfer or transfer to others, and then make the "business people" to give way to the "fighter! ", in order to bargain in the transfer negotiations, or boldly to clean up the mess. As for the "racer" type characters, scarce and hard to come by, it is only appropriate to entrust the leadership of a particularly important project to the heavy responsibility, with a view to cultivating and exercising into the future commander in chief, should not be used recklessly, a waste of manpower.
4, career development in the system to stay point
The main personal characteristics of the impact of a person's career development is the person's needs, talents and values.
American scholars have done a meaningful long-term research on this. They conducted a longitudinal study of 44 male graduates of the Sloan School of Management at the Massachusetts Institute of Technology (MIT) over a period of about 10 years, through interviews and attitudinal surveys conducted in the early 1960s, before these people graduated, and in 1973, when they had already been in their careers for 10 to 12 years after the interviews and attitudinal surveys conducted on these people, a detailed study of these people. It was found that their stated motivations and values prior to graduation did not reliably anticipate the development of their subsequent career development. This is mainly due, on the one hand, to the fact that in the early stages of their career development they gradually identify the areas of adaptation and non-adaptation between their needs, values and talents, and, on the other hand, to the influence of the requirements and constraints imposed by the organizational environment in which they work. This is especially true because, while human talents cannot be clearly estimated without real work experience, the perception of one's talents is precisely the most important part of one's self-concept. Several of the alumni studied did not become aware of certain needs, values, and talents until they had been in an occupational setting for many years, and some of them did not develop a clear self-image until they had been in a number of different positions, organizations, or even occupations.
People are organized around:
1) needs and motivations;
2) talents;
3) values.
The process of clarifying one's self-image can be conceptualized as a process of finding "points of attachment in career development", which begin to play a role in limiting and guiding one's career development. Thus, a career anchor is different from motivation because it also includes self-perception of talents and values and is based on real career experiences. It has been found that the 44 situations can be categorized into five sets of career attachment points, which are the set of needs, values, and talents that people are most reluctant to give up when they are forced to make a choice.
These five groups are:
1) Technical/functional competencies.
The entire career development of people in this group is organized around a particular set of technical or functional competencies that people are good at, and around a particular set of values that lead to the development of a self-concept that keeps them in an occupation that offers them challenging work centered on those particular skills. that constantly provide him with challenging work centered on those particular skills. Alumni in this group work in a wide range of jobs, from technical staff to functional leadership.
(2) Management skills.
The entire career progression of this group is organized around moving up an organization's power ladder to a position of overall managerial responsibility, where decisions and their consequences are clearly linked to their efforts to analyze problems, deal with people, and make difficult decisions under uncertain conditions. The efforts made in analyzing problems, dealing with people, and making difficult decisions under uncertain conditions can be clearly linked by the people in this group. Alumni in this group clearly strive for overall management positions such as President and Executive Vice President.
3) Creativity.
The entire career development of this group is organized around some kind of entrepreneurial effort that allows them to create a new product or service, or to invent something, or to build their own business. The alumni in this group have developed their own businesses, some of them successful, others still struggling and exploring.
(4) Security or stability.
The entire career of this group is organized around an appropriate position in an organization that guarantees continuity of employment, a stable future, and the ability to achieve a degree of financial independence to adequately support their family.
(5) Autonomy.
This group's entire career path is organized around finding a career in teaching, consulting, writing, running a store, or the equivalent, which allows them to organize their time and determine their own lifestyle and work style. This group is most likely to leave regular business organizations, but their consulting or teaching activities will continue to be linked to business activities and management.
Obviously, one can imagine other types of career stays, such as providing services to others, working for ideological, political, or religious causes, and struggling for power, but in fact the five groups described above are sufficient to summarize the 44 cases in this study. Attempts to apply these tethering points to other occupations have also proved fruitful. For example, one could similarly analyze occupations such as medicine or law into different career development points for various doctors or lawyers. Rather than trying to identify the single motivation or value that determines people's career choices, it may be more fruitful to choose a given career that satisfies multiple needs and utilizes multiple talents.
In summary, the value of concepts such as tethering points in career development lies in the fact that they are clearly developmental and attempt to reflect each individual's quest for a well-defined self-concept that may last a lifetime.
;