1 . Plato, an ancient Greek philosopher, believed that men are divided into three classes: gold, silver and bronze. Vifredo Pateto, an Italian economist, argued that “the vital few” account for most progress. In the private sector, best companies struggle relentlessly to find and keep the vital few. They offer them fat pay packets, extra training, powerful mentors and more challenging assignments.
As the competition in business is getting increasingly fierce, companies are trying harder to nurture raw talent, or to poach it from their vitals. Private-equity firms rely heavily on a few stars. High-tech firms, for all their egalitarianism (平均主义), are ruthless about recruiting the brightest. Firms in emerging markets are desperate to find young high-flyers to cope with rapid growth and fast-changing environment.
Bill Conaty and Ram Charan’s recent book The Talent Masters provides a nice mix of portraits of well-known talent factories along with sketches of more recent converts to the cause. “Talent masters” are proud of their elitism. GE divides its employees into three groups based on their promise. Hindustan Unilever compiles a list of people who show innate leadership qualities. “Talent masters” all seem to agree on the importance of two things: measurement and differentiation. The best companies routinely subject employees to various “reviews” and “assessments.” But when it comes to high-flyers they make more effort to build up a three-dimensional picture of their personalities and to provide lots of feedback.
A powerful motivator is to single out high-flyers for special training. GE spends $1 billion a year on it. Novartis sends high-flyers to regular off-site training sessions. Many companies also embrace on-job training, speaking of “stretch” assignments or “baptisms by fire.” The most coveted are foreign postings: these can help young managers understand what it is like to run an entire company with a wide range of problems.
Successful companies make sure that senior managers are involved with “talent development.” Bosses of GE and P&G spent 40% of their time on personnel. Intel obliged senior managers to spend at least a week in a year teaching high-flyers. Involving the company’s top brass (高级职员) in the process prevents lower-level managers from monopolizing high-flyers and crates dialogues between established and future leaders. Successful companies also integrate talent development with their broader strategy to ensure that companies are more than the sum of their parts. P&G likes its managers to be both innovative and worldly. Goodyear replaced 23 of its 24 senior managers in two years as it shifted its target-consumers from carmakers to motorists.
Meanwhile, in their rush to classify people, companies can miss potential stars. Those who are singled out for special treatment can become too full of themselves. But the first problem can be fixed by flexibility; people who are average in one job can become stars in another. And people who become too smug can be discarded.
1. The author mentions the needs for talent of different firms in the second paragraph to show that _________.| A．the need for talent is universal |
| B．there is a cut-throat competition among them |
| C．the economy is more prosperous than before |
| D．the need for talent is confined to high-tech firms |
| A．How the well-known talent factories classify their staff. |
| B．How the talent factories and recent converts to the cause are like. |
| C．How to identify and recruit talent. |
| D．How to keep and foster elite employees. |
| A．checking and evaluating them frequently |
| B．compelling the senior managers to instruct the high-flyers |
| C．moving them into the positions that display their strengths |
| D．providing them with training or special mentoring classes |
| A．making sure that its senior managers spend enough time on personnel |
| B．changing the company’s strategy according to the status quo of talent |
| C．replacing most of the senior managers regularly to avoid monopoly |
| D．grooming future leaders from high-flyers rather than from lower-level managers |
| A．The importance of equality. |
| B．The necessity of flexibility. |
| C．The drawbacks of elitism. |
| D．The harm of self-conceit. |
