After completing the personnel selection process, the next problem managers encounter is personnel allocation, that is, how to put the selected people in the right positions. If the manager is likened to the captain of a team, then matching the recruited drivers with the cars in the team in turn becomes the key. If you put a conservative driver in a high-speed sports car like Ferrari, not only will the car’s performance not be fully utilized, but the driver will also be trembling all day long, worried about crashing the car. Similarly, if you put a radical driver in an old car, it is likely that the driver will soon be depressed and even abandon you. Therefore, letting the right person do the right thing becomes the key to the allocation process.
Although the candidates have already understood the general scope of their work when selecting people, the details of the position and the direction of development still need to be allocated by managers. If you are the manager of the e-commerce operation department, then your department may have multiple stores and channels that need manpower to operate. At this time, allocation is very important. Suppose there is a candidate who is very good at T-shirt products in the clothing category, but you assign him to the operation of a store specializing in sweater sales, then it is a mistake in allocation. Every job seeker has his or her own career ideas and personality. There is no time to understand these details one by one during the recruitment process. Therefore, in order to make reasonable arrangements, the two major tools of managers are “observation” and “communication”.