If only as a visual metaphor, the "barrel law" can be described as extremely ingenious and unique. However, with more and more frequent use, its application occasions and scope are becoming more and more extensive, and it has basically risen from simple metaphor to theoretical level. This "wooden barrel" composed of many boards can not only symbolize an enterprise, a department, a team, but also an employee. The maximum capacity of the "wooden barrel" symbolizes the overall strength and competitiveness.
If an enterprise wants to become a durable wooden barrel, it must first try its best to increase the length of all boards. Only by keeping all boards "high enough" can we fully embody the team spirit and give full play to the team role. In this era of fierce competition, more and more managers realize that as long as one employee in an organization is in a weak position, it will affect the whole organization to achieve the expected goals. The best way to improve the competitiveness of every employee and effectively unite their strength is to educate and train employees. Enterprise training is a meaningful and practical work, and many famous enterprises attach great importance to employee training.
According to the authoritative IDC company's forecast, in the United States, by 2005, the total expenses of enterprises for employee training will reach11400 million dollars. The president of GE, who is known as the "best manager" in the United States, claims that the annual employee training expenses of GE will reach 500 million dollars and will increase exponentially. Hewlett-Packard Company has an education program on management norms. Just this training program, the annual research funding is as high as millions of dollars. They not only study the content of education, but also study which education method is more acceptable to people.
The essence of employee training is to increase the capacity of each "barrel" through training and enhance the overall strength of the enterprise. In order to improve the overall performance of enterprises, besides training all employees, we should pay more attention to the development of "short board"-non-star employees.
In practical work, managers often pay more attention to the use of "star employees" and ignore the use and development of ordinary employees. If enterprises pay too much attention to "star employees" and ignore the general employees who account for the majority of the company, it will hit team morale, thus making the talent and teamwork of "star employees" out of balance. And practice has proved that it is difficult for superstars to obey the team's decision. A star is a star because he feels that his starting point is different from others. What they need is to constantly improve their level and challenge themselves. Therefore, although the light of "star employees" is easy to see, the non-star employees who account for the vast majority of the company also need encouragement. Two heads are better than one. If we encourage "non-star employees" well, the effect can be much better than "star employees".