Every technical manager should establish his own technical management system (system). In my technical management system, it includes self-management, team management, goal management, task management, operation management, communication management, management tools, leadership A lot of content in categories such as force. Today I take this opportunity to share with you some humble opinions on team management.
From a large perspective, team management includes the entire process from team planning to personnel recruitment, newcomer training, echelon building, etc. The specific breakdown includes organizational structure, job responsibilities, human resource planning, personnel recruitment, daily personnel management, newcomer training, Personnel training, personnel assessment, etc.
1. The organizational structure must be reasonable and the job responsibilities must be clear
In team building, the determination of the organizational structure bears the brunt. In an organization, what kind of organizational structure should be adopted, whether it is a functional organizational structure, a matrix organizational structure, or a project-based organizational structure, or a flat organizational structure, etc., depends on many The combined effect of various factors, such as the strategic needs of the company or department, the environmental needs of the company, the technology-driven needs, the scale of the company or the department, and so on.
In technical management, the organizational structure of the team should follow some basic principles, such as serving the company's strategy and goals, facilitating unified command, clear division of labor, consistent responsibility and power, and lean and efficient. Set up affairs based on tasks and goals, build structures based on tasks, set up positions based on tasks, and assign personnel based on tasks.
• At the company level organizational structure, clarify the position of the department in the company and the relationship with other departments.
• At the department level organizational structure, clarify the division of levels within the department and the relationship between them.
While determining the organizational structure, it is also necessary to clarify related job responsibilities. The design of positions needs to follow relevant principles, such as: the principle of setting up posts due to things, the principle of minimum number of posts, the principle of unification of responsibilities and powers, the principle of division of labor, etc. At the same time, the job design should include at least the following aspects:
(1) Main work: the main content involved in the job;
(2) Resource conditions: that is, what resources can be obtained and used by the job and Conditions;
(3) Qualifications: that is, what kind of conditions are needed to do the job well;
(4) Evaluation indicators: that is, what are the main evaluation indicators for the position;
(5) Relations of authority: that is, the superior, The relationship between the level and the subordinate;
(6) Workload: That is, how much work the post needs to handle.
In my technical management practice, the technical post system is mainly divided into two categories: functional and professional.
(1) Functional category, including department manager, department deputy manager, second-level department manager, administrative assistant and other positions;
(2) Professional category, including project director, project manager, demand analyst, product manager, implementation engineer, operation and maintenance engineer , Interaction designer, UI designer, technical manager/development manager, system designer, development engineer, system architect, technical expert, technical director, test engineer, quality manager, configuration manager, etc.
For different positions, clarify the corresponding job descriptions. The contents of the job descriptions include but are not limited to basic job information (such as job name, job level, and department), work network (such as direct superior positions, direct subordinate positions, internal contacts in daily work Positions, etc.), the personnel authority, job responsibilities, qualifications, working environment, performance requirements, etc. of the direct employees shall be determined in accordance with the actual situation of the company.
2. Frequent inventory of human resources, and good control of personnel recruitment
Human resource inventory is a prerequisite for team planning. Generally, team planning is required at the beginning of each year or when the company's development strategy or major organizational adjustments occur. In the daily team management process, it is actually very necessary to do a regular human resource inventory, which is conducive to a more reliable grasp of the overall situation and related capabilities of the team, and is conducive to the dynamic adjustment of personnel in the future. .
The inventory of human resources and team planning can be carried out by means of mind maps, etc., or can be supported by some digital means. For personnel inventory, please refer to my previous article: Talking about how to do a good job inventory of software R&D teams.
In terms of personnel recruitment, it is necessary to establish a corresponding written test and interview question bank and continue to update it according to the needs of the position.
The recruitment of talents is a two-way process. In addition to finding some possible suitable candidates, we also need to improve our own interview skills. Therefore, on the one hand, we must strengthen the training and guidance of interviewers (including company-level Unified training and hiring department-level training and guidance), such as identifying some misunderstandings in interviews, mastering the basic principles of interviews, and being familiar with competency models (including professional knowledge, professional skills, comprehensive abilities/universal abilities, personality characteristics, job motivation, values, etc. ), be familiar with relevant interview questions, and effectively master the interview process and related skills; on the other hand, it is also necessary to unify the basic criteria for talent selection to improve the effectiveness of recruitment.
As a technical manager, we must attach great importance to the recruitment of talents, and regard morality as the primary criterion for selecting talents. At the same time, we all know that software R&D needs to start from the basic work, it needs to be pragmatic, serious, and it needs to be calm and step by step. Therefore, when selecting talents, we should also focus on pragmatic talents.
3. New talent training must be system, echelon construction must be sustained
In terms of personnel training, it is necessary to form a benign training mechanism based on the growth path of personnel at different positions and at different stages by adopting targeted training, key counseling, knowledge transfer, and experience summary. Focus on the training and assessment of new employees and related work, specifically according to the following two types of personnel: one is for the training and management of new graduates and new employees, and the other is for the training and management of new employees for non-graduates.
3.1. New employee training management (graduates)
The training and management of new employees for the corresponding graduates can be divided into three stages: the first stage is the training and learning period, the second stage is the induction period, and the third stage is the actual combat assessment period. For fresh graduates during the internship period and fresh graduates of non-matching majors, the cycle of each stage can be slightly different based on the actual situation.
• The first stage: training and learning period
. The main task of management training and learning period is to help fresh graduates understand and familiarize themselves with the company's development history, company conditions, department conditions, and position conditions, familiar with company related systems, familiar with the department’s daily work systems and norms, and familiar with R&D process and related specifications, familiar with the job requirements and the related situation of the job to be engaged, understand the basic requirements of related business and technology.
The period of training and study period is normally 5 days, and the period of fresh graduates in the internship period and fresh graduates of non-corresponding majors can be appropriately extended by 5-10 days on this basis.
• The second stage: the management of the
induction period. The main task of the induction period is to help fresh graduates to understand and familiarize themselves with the work environment, work content, and requirements of the position as soon as possible when they start to participate in the job, and to be familiar with the complete work process. Master the basic working methods to carry out related work. For example, for fresh graduates of the Java development engineer position, they should be familiar with the code development process and related specifications, master the development environment construction, code check-out/check-in, compile and run, and master the code hierarchy, configuration relationships, and database operations Wait, know how to write code to complete the development of a basic application function (such as adding, deleting, modifying, and checking functions), and so on.
During the on-the-job counseling period, it is necessary to arrange a special tutor to be responsible for tracking and guiding the fresh graduates to carry out related work, and to help the fresh graduates establish good working habits and master relevant skills.
The period of the induction period is normally one month, and the period of fresh graduates in the internship period and fresh graduates of non-corresponding majors can be appropriately extended by 15-30 days on this basis.
• The third stage: actual combat assessment period management
The main task of the actual combat assessment period is that fresh graduates participate in the actual development process of the project according to the department, project team and related work assignments, and can complete the corresponding work tasks relatively independently. At the same time, the relevant assessment content and requirements will be further clarified. And carry out corresponding assessment work to help fresh graduates break through their role changes.
Although there will also be mentors to follow up during the actual assessment period, it is more intermittent work guidance. At the same time, some performance guidance work will be carried out appropriately to help fresh graduates to better adapt to the job position and work content.
The period of the actual combat assessment period is normally 2 months. The period of fresh graduates in the internship period and fresh graduates of non-corresponding majors can be appropriately extended by one month on this basis. Each month is a basic assessment unit. Corresponding objective evaluation of the work performance of corresponding mentors, direct supervisors and their departments should be made.
3.2. New employee training management (non-graduates)
The "1-1-1-3" system can be implemented for the assessment and training of new employees who are not fresh graduates.
The first day of entry: Interview with the new employee, combine the resume, understand the relevant situation and characteristics, arrange a mentor (matching person), and properly arrange the work.
The first week of entry: To understand the adaptability of new employees in time, and put forward specific work requirements and expectations.
Entry for 1 month: Appraisal of new employees, put forward higher goals and requirements, and expected output key results.
3-month entry: Comprehensive assessment and evaluation of new employees, such as probation and promotion.
Specifically, the training of new employees mainly considers several aspects: first, do a good job of induction training and pre-job training; second, implement and implement the mentor responsibility system; third, periodically check the degree of integration and work effectiveness.
In addition, in order to maintain the sustainable development of talents, it is necessary to continue to pay attention to the construction of the personnel echelon, that is, to regularly check and summarize the skills and capacity development of various personnel, and to combine the needs of future talent development to grasp the core personnel, backbone personnel, Reserve personnel, implement different echelon personnel training programs, and create a virtuous circle of talent echelon.
4. Persistence in personnel training and emphasis on knowledge management
A good team culture plays an important role in whether a team can become excellent and can go further. And here, good knowledge precipitation and transfer, and continuous personnel training all play a very important role.
In terms of personnel training, it includes various forms such as internal training and external training. Among them, normalized internal training is an important part of improving the overall combat capability of the team. For example, induction training for new employees, pre-job training, skills improvement training for old employees, and so on. At the beginning of each year, it is necessary to formulate an annual training plan and implement it as planned. At the same time, the training effect should be tracked and evaluated for continuous improvement.
In terms of team knowledge management, it is necessary to start from various aspects of document management, knowledge sharing, etc., and gradually revitalize various project materials and work process materials involved in team work, and can effectively serve the team’s work and help the team improve Work efficiency.
Knowledge management is a systematic project that requires continuous advancement in knowledge base construction (such as building online learning platforms, Wikis, etc.) and knowledge content operations.
5. Do not relax daily management, and communicate with the team smoothly
The daily management of the team involves all aspects of the team. In the final analysis, it must be implemented in various tasks such as daily communication, personnel change tracking, and personnel attendance. For example, we must pay attention to the growth of each member of the team in time, not only pay attention to the work of the team members, but also give a certain amount of humanistic care. For another example, we need to track the entry, resignation, transfer, and transfer of personnel in a timely manner to keep abreast of the overall situation of the team.
At the same time, when the right time and conditions permit, you can do some work in team building to create a good organizational atmosphere to enhance team cohesion, stimulate employee enthusiasm, and improve team performance.
6. Performance counseling is done on a regular basis, and personnel appraisal is well established
The topic of performance is an important topic that cannot be avoided in team management. There are mainly two aspects here, one is performance coaching, and the other is personnel evaluation.
In terms of performance coaching, the GROW (goal, reality, choice, willingness) performance coaching model can be used. Regarding the GROW model, MBA Think Tank Encyclopedia mentioned:
GROW stands for a program of counseling. You have to state your conversation purpose to your employees, and don't make them feel like a cloud. So G should clearly state your conversation purpose to employees.
The second step, R, describe the problems found, ask employees to analyze the reasons, avoid blindly jumping to conclusions, and put themselves in a position to listen.
The third O is the solution. The most important thing is to ask employees for their views on the problem and solutions; through asking questions to encourage creative thinking, "Is there a better way.
Finally, W discusses an action plan with employees to make the next time Thank the employee for your time and express your confidence in him.
This model is one of the most widely used models in the field of corporate coaching. In the book "Amount of Potential-GROW Coaching Model Helps You Stimulate Your Potential" co-authored by [English] Fann/(US) Merrill, the author offered help The coaching method for corporate employees to improve their performance is the GROW model. Those who are interested can learn about it.
Performance coaching should be used as a common means of team performance management, focusing on stimulating employee potential and improving employee performance.
Regarding personnel appraisal, it includes two aspects: personnel appraisal and performance interviews. For one thing, performance interviews for people are more formal than performance coaching, and the focus will be different. Moreover, the general cycle of personnel performance interviews and appraisal will be relatively longer, such as quarterly, semi-annual, and annual as the cycle unit.
When conducting staff performance interviews, it should be carried out around the work of the employees in the previous performance cycle, which generally includes four aspects: work performance, behavioral performance, improvement measures, and new goals. And to do performance interviews, you need to follow a certain process, including preparing for the performance interview, creating a harmonious interview atmosphere during the performance interview, employee self-evaluation, superior evaluation, discussing performance with employees themselves, and formulating new Improve the plan, clarify the content and objectives of the next stage of assessment, etc.
The above are some of my experience on team management that I shared this time. Team management is a big topic. The above content may only be the tip of the iceberg in team management. I look forward to practicing and summarizing more in actual work to continuously improve team management capabilities.