Định Vị Năng Lực Nghề Nghiệp Của Bản Thân? | Ngô Minh Tuấn | Học Viện CEO Việt nam

Hello everyone, today I would like to share with you a short video about how to identify a person's ability to work. And from this method, we have the ability to position ourselves and identify a person. This helps CEOs or managers know how to recruit people. But in contrast, those who participate in recruitment know how to position themselves to evaluate where they are. So in this program, I divided it into two parts. The first part is the theoretical part, which is the method of identifying a person, based on which method we use to identify a person. And the second part is the soft part, which you can use to test yourself. You can use this soft part to test yourself. I call this part the practical part. So there are two parts. One part is to understand the story of the theory, and the second part is to understand the story of the practice, to test yourself, or to let the staff check you right away. Let's talk a little bit about the theory. When we need to identify a person, that is, the ability to work of a person, what do we identify? We identify their practicality, or the last thing we care about is their ability to work effectively. That's it. Whatever you want to say, say it. We have to care about whether they work effectively or not. And ladies and gentlemen, whether a person works effectively or not, it includes six levels. The first level is that we have to care about whether they want to do it or not. And if they don't want to do it, then they lose. The second story is that if they want to do it, we have to care about whether they have a way to do it or not. And if they don't have a way to do it, how can they be effective? And if they just want to do it, but they don't have a way to do it, then a lot of seniors get caught. And if there is a way to do it, but you have to have the power. There are a lot of people who are very good. They want to do a lot of things. They have a way to do it. But in one day, they only have 24 hours. And there are people who accept to work outside. And they don't hire people. They do it by themselves. In the end, they don't succeed. Because normally, their ability is very smart. So they are better than others. Others can only do one thing in a day. But they are smarter. So they can do two things. But it's not because they are smart that they can do it. It's because they care about the power. The fourth story is about operation. Even if a person wants to do it, has a way to do it, has the power, but he only likes to sit and eat, he will still die as usual. There is smartness. There is ambition. There is smartness. There are conditions. There is profit. There is land. After that, he still works hard. But in the end, he still has to measure the result. He has to know how to measure his result. So if you do business, which means you care about money, and you work for 10 years, but the result is still not good, still poor, it's obvious that these four things have problems. Sometimes people think the result is bad, but they keep saying, you are very good, you are very good. The nature of the bad result is to prove that there is a problem on the way. And if there is a result, people have to know how to fix it. How conservative is it? Low. And this is the right-wing technocrats. They are very conservative. So it includes six factors to create the story of theory. Specifically, what do we study for this theory? I take an example. And what I want to do is what I call the ambition of the business. Ambition. And the ambition of each person is different. I take an example. For a CEO, and the ambition of a CEO, the ambition of a CCO, the ambition of a CFO, a financial person, and the ambition of a CHRO, that is, a HR person, are different. For example, the ambition of a CEO is to develop the business. So what kind of person will he be? Accepting the risk. The ambition is big. And what is attached to this ambition is of course this choice. Of course, his behavior will accept the risk. It is higher than normal people. For a CCO, his ambition is also development and self-assurance. Self-assurance. And what does he care about? Money. What is he? Money. But for a CFO, his ambition is stability. Stability. And the stability level, the higher the income, the better. So his ambition is stability. So who chose CFO? It is almost like he has determined stability. And who is a HR person, the more what? The more stability. So it is not right or wrong to stand on the side of ambition. It is not right or wrong. There are people who have a big ambition, they can join the business field, and join the field of what? Being a CEO. There are people who do not need to have a big ambition for money. They just need the biggest ambition is a stable life. They just need a job and a stable income and a good income. That's OK. So everyone has a different ambition. And we need to check their ambition. And we can see right away, if he has determined to have a stable ambition, then he cannot join these two fields. If he wants to do something that is related to stability, then he cannot do business. But on the other hand, if he has a risk of blood, but he works in finance, then he is dead. Finance must be sure. If he has a risk of blood but he works in HR, then he is dead. So everyone has a different ambition and we need to check it. That's all I want to say. But you have to have a way to do it. The way to do it in Buddhism is called Hetu-dui. What is Hetu-dui? For example, if I am a HR manager, the first thing I need to know is the first things I have to do. That is very important. And if I am at the level where I cannot recognize the first things I have to do, then how can I do it? Or if I am a CFO, then I have to recognize the first things I have to do. I will give you an example. It is as simple as CFO. What is the nature of CFO? You have to think about it. The nature of CFO is that he manages two things. First, he manages profit and second, he manages money. I will stop here. In order to manage profit and money, what is his job? He manages the range. In it, there are cost range, investment range, revenue range, debt range, stock range. So the vehicle for CFO to manage profit and money is the range. And at the same time, he manages property, real estate. That is, he can manage real estate. Here, property can be a brand, it can be a real estate, but in terms of capital, he knows where he can allocate capital. So, range and ability to manage property. And finally, the third step, he will move to the dark side. So, from this range, he will see where is the dark side, where death is, and where is the dark side. Then he will warn the CFO to combine to the dark side. For example, this is a theory. But not everyone has a theory to do this. And remember, the idea is to lead the French in Buddhism. And he lost his theory, so it's like the whole next step, he asks the CEO for everything. So if anyone has a theory here, he doesn't need to ask the CEO anymore. But if anyone doesn't have a theory here, and he only has the power is the skills, he keeps asking, what should I do now? What should I do now? So, what does he get? So, with the way to manage profit, make money, limit property, what must he have? What must he have? Network, tools. So he must have network and tools here. So then, he must have a template. Template, model. Must have a program. There. This is the ability. And it stops the story here. It's just the story of reason. Then, but, he must operate. What do I have to do? Effort. This is called operating network. Operating network. I must try. What does hard work show? In difficult situations, how do you react? How do you react to a profitable company? What do you have to do every day? Is it a problem for you to go home early and come home late? Is it a problem for you to work overtime? Is it a problem for you to go home late and come home late? So, for example, it's related to the company. So, if you work overtime, I suggest you pay more overtime. That's it. And in the end, your answer is that you have to manage these two for me. And if it's wrong, but you still don't recognize that the wrong result is because of you, but you still give credit to heaven and earth, but it's never because of you, then this guy can't live a good life. So, there are six elements. So, for a CEO, he must have the wisdom of a manager. For a CEO, he must have the wisdom to push the business. For a CFO, he must have the wisdom to manage the money and profits. For a CRO, he must have the wisdom to manage the benefits and profits of people. So, it means that everyone must have a wisdom in this system. And from that wisdom, you will know what you have to do next. Not everyone can have that. And similarly, a person who wants to create results must have enough six elements. It's not simple. So, how to know what a CEO needs, what a CFO needs, what a CRO needs? I have a test subject. And I test based on what? All six elements. But I do more research on wisdom. So, I can't check if it's perfect. But I will do more research on wisdom. And when we interview, there are two very important things, which are wisdom and what? The ability to operate. If you have wisdom, you will have the ability to operate. If you don't have wisdom, you won't have the ability to do anything. It's painful. So, if you have wisdom, you will have the ability to operate. If you have wisdom and you are willing to face difficulties, it's OK. So, I really like the staff of the Vietnamese CFO. They have wisdom and they are willing to face difficulties. The other problems are not problems. So, there is a test subject. And I have shared a little bit about the story of this theory. And if you want to take the test, there is a link on this video to register. And you just need to click on the test subject. You don't need to register. You don't need to leave your name and phone number. I don't take your information. You just need to click on it and take the test. After the test, you will know who you are. Or you will know where you are. And you will know what you need to add. And when you know who you are, then you have won half of the battle. And I wish you all the best. Thank you.