A Brief Discussion on Association Talent
Release Time:
2010-07-01 12:50
Source:
China Condiment Association
Renowned professor Chen Zhiwu of Peking University talks about the "four major elements" of social development, namely institutions, resources, talent, and land. If a country, region, or organization possesses any one of these factors, it can achieve rapid development. For example, Middle Eastern countries and Russia are wealthy due to oil resources; Japan, Singapore, and China's Taiwan region and Hong Kong Special Administrative Region prosper due to their institutions; internationally famous IT companies like Microsoft, Google, Intel, Baidu, and Lenovo thrive because of talent; some provinces and cities in mainland China have also achieved remarkable growth due to land finance, which serves as strong evidence and proof. Taking a country as an example, the United States possesses all four favorable factors: institutions, resources, talent (mechanisms to attract global talent and the world's best universities), and land (strong protection of private property rights), thus becoming the world's strongest, most developed, and most powerful and competitive country.
Returning to the main topic, as a social organization, what can industry associations rely on to better survive and develop? The answer is obvious: talent. Currently, the environment and system for the development of industry associations in our country are poor, lacking even fair competition conditions, let alone institutional advantages. Resources and land are out of the question. Therefore, for industry associations to survive and develop, they must focus on the "talent" advantage. At present, the main approach is based on the concept of "people-oriented," developing, cultivating, and managing two types (only two types) of talent resources for association work. These two types of talent are professional staff and non-professional staff. It should be noted that, overall, these two types of talent (not targeting individuals) are not distinguished by good or bad, superiority or inferiority, right or wrong, ability size, or level, but only by "management" and "being managed." To enable these two types of talent to play their due and greater roles in the association, their basic conditions and qualities should be carefully analyzed to achieve effective goal management.
I believe that the characteristics of the two types of talent in industry associations are clearly different, so government management departments should treat them differently. The characteristics of non-professional talent are first "elderly," meaning staff over 60 years old; second, "celebrities," meaning retired "leaders" or "experts," or a small number of in-service enterprise leaders; third, those with seniority, influence, and able to contribute residual value. The characteristics of professional talent are first young or middle-aged people, meaning those under 60 and over 18; second, those employed for the first time or changing jobs, laid off, or "job-hopping"; third, those with limited experience or in the startup and learning improvement stages. Therefore, if the national civil affairs department, industry association supervisory departments, and industry association boards do not implement differentiated management for the two types of talent, it will be difficult to leverage their roles. If industry associations cannot correctly and effectively utilize talent, they will have no advantages at all.
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