作为企业的领导,会深深感觉到企业中的人员不少,而堪称得上是“人才”或是“人物”的,可就少之又少了。其实,这是一种正常现象,它符合“2、8”原理。即企业当中80%的人员都是一般员工,而只有20%的人员才是骨干人才。而恰恰这20%的骨干人才却为企业创造了企业总体价值的80%。因而,领导在企业中要使用好员工,其实更要用好这20%的“人才”。但如何使用呢?是重在开发利用还是可持续增值使用,这需要领导用才观念的转变。 As the leader of the enterprise, I feel deeply that there are quite a lot of people in the enterprise, and the number of people who can be called “talents” or “people” can hardly be less. In fact, this is a normal phenomenon, it is consistent with “2,8” principle. That is, 80% of the employees in the enterprise are regular employees, while only 20% are the key personnel. And just that 20% of the key talents have created 80% of the enterprise’s overall value for the enterprise. Therefore, the leadership in the enterprise to use good staff, in fact, make good use of this 20% of the “talent.” However, how to use it? Whether it focuses on the development or sustainable use of value added requires the change of leadership concept.