After the selection phase is over, the next phase is personnel allocation, that is, how to put the selected people in the right positions. If the manager is compared to the captain of a team, then matching the recruited drivers with the cars in the team in turn will become the key. If a conservative driver is matched with a high-speed sports car, not only will the performance of the car not be fully utilized, but the driver himself will also be trembling all day, worried about crashing the car. If a radical driver is matched with a classic car, it may not take long for the driver to become depressed or even abandon the car. Therefore, letting the right person do the right thing is the key to the allocation phase.
Although the candidate has an understanding of the general scope of the job when selecting people, the details and development direction of the job still need to be allocated by the manager. For example, an e-commerce operation department may have multiple stores and channels that need manpower to operate, and allocation is very important at this time. If a candidate is very good at T-shirt products, but the manager assigns him to a store specializing in sweater sales, then this is a wrong allocation. Each candidate has his or her own career ideas and personality. Managers do not have time to understand these one by one during the selection process. Therefore, in order to be able to make reasonable arrangements, managers need to observe and communicate with candidates.
The first is observation. It is strongly opposed to non-senior managers staying in independent offices all day to work. Unless they are senior executives of large companies, managers must work together with their team members, because only in this way can managers observe. This kind of observation is not supervision or monitoring, but observation of work status. For example, many job seekers are very motivated when they first start working, but with the accumulation of work experience and their own growth, they gradually enter the “comfort zone”. At this time, managers should timely observe and understand the changes in the job seeker’s work status, and then allocate them to more suitable positions according to their work ability. If the job seeker enters the “comfort zone” because of his or her rapid growth and strong ability, then the manager can promote him or her to a junior manager and let him or her learn management knowledge with the newcomer. If the incumbent enters the “comfort zone” because of lack of enthusiasm, then the manager needs to communicate with the incumbent to understand the reason for his lack of enthusiasm, whether it is family reasons that make the work unmotivated, or because he feels that the current business content has no future, etc.
The second is communication. Many managers imagine communication to be very limited and formalized. For example, some managers will ask the incumbent to send themselves an email every week to summarize the progress and gains and losses of the week, and think that this is a very formal management behavior. How many people in the grassroots executive positions can iterate and update every Monday? Even an Internet product team composed of dozens of people cannot achieve new breakthroughs every week. Communication must be effective. Managers can choose to have meals with team members, and in the process ask members about their recent situation and their views on work. They can also hold “brainstorming” meetings while working to organize everyone to express their views. In short, managers should not communicate for the sake of communication, but should pay attention to the growth and recent situation of team members like friends. If team members will actively communicate with managers, that is, actively explain their understanding of work and confusion at work, then communication is effective. If it is only one-sided communication by the manager, then it is very likely that the employee is communicating with the manager because of the relationship between the superior and the subordinate, not out of his own will. At this time, the manager needs to reflect on why the team members do not trust him enough.
To sum up, if the manager wants to better match the members of his team with the work, he must observe frequently and be good at communication.