Introduction:
In the era of global competition, if an enterprise wants to survive in the competition, it needs to use the wisdom, creativity and knowledge of its employees. Treat employees with respect and ownership. Respect is not only explained by our usual polite name and polite gesture, it has a deeper meaning: trust, care, encouragement, development... It is precisely this that echoes our company's corporate culture. On the basis of achieving a win-win situation between enterprises and employees.
1 Respect for employees is the foundation of management
Managers should take every opportunity to show respect for their employees. Especially for front-line employees, they rarely come into contact with senior managers, but often come into contact with customers. If senior managers fail to recognize their contributions in a timely manner, it will affect the mood and results of employees' work. You might think it's not a big deal, but for these often forgotten people, the meaning of identification is very profound.
I once saw this story:
Once, when a manager visited a hospital, he saw a worker mopping the floor and asked the worker what the floor looked like when it was clean. The worker explained, "Clean means you can not only see the floor And you can see the shadow of the light bulb on the floor.” The experience reminded the manager that only those who do the specific jobs know best how to satisfy customers.
To meet the expectations of customers, we can only continuously improve the work efficiency of employees and stimulate their enthusiasm and initiative. What affects the enthusiasm and initiative of employees is the partnership between "manager-employee". As a partner, managers must not only care about what employees are doing now, how employees feel and think, but also their sense of self-worth and achievement. When managers show them that they care not only about their tasks themselves, but also about other things, they will trust the managers, and they will be more loyal to the enterprise and produce more.
Properly understand the tasks that employees take on, no matter how simple the task may be, and allow managers to help employees so that they maintain their sense of self-worth after completing the task. The challenge for managers is how to define this task, so that employees understand how important this task is to the entire business of the company. With this definition, managers can make employees feel respected and valued.
2 Contribution to create value
For every employee, work is not just a step-by-step, assembly line step, work should be indispensable, extremely valuable and contributing. It's not enough for managers to assign work to employees by simply explaining to them how to do it like a machine. They must also explain to them why. For example, the cleaners at Disneyland do not simply do cleaning, but also undertake the entertainment business of entertaining customers. Disneyland managers have also made it clear to the cleaners that sometimes it's part of the job to stop cleaning and smile at customers and pass them on happiness. Because the ultimate purpose of this work is not to clean, but to make customers happy.
Putting a task into consideration in the overall situation, highlighting the importance of the work, can reflect the taste and significance of the task. Without these tastes and meanings given to these tasks, employees do it mechanically without being creative and trying to improve their work, or failing to respond positively to surprises. Therefore, the realization of respect and self-worth is the key to creating positive and productive employees.
I like a quote from Drucker: "If you take 'merit' out of your vocabulary and replace it with 'contribution', you'll get the best results in business. Contribution allows you to focus your work. Put it in the right place—customers, employees, and shareholders.” Showing employees that they can make a unique contribution is at the heart of what keeps them organized and successful.
3 Empower employees to reform
The best way for a business to be more competitive is to be more flexible and innovate continuously. Since the soul of a business is its employees, that means they—especially those on the front line, those who deal directly with customers—must be willing and able to innovate. Respecting employees and giving their work status and meaning is the first step in making employees willing and able to innovate, but in addition to respecting employees, we also need to empower employees to innovate and change.
In a transformative enterprise, managers listen to the employees who are closest to customers and empower them to do it. Authorization and reform are complementary and mutually reinforcing. During my own tenure as president, the work that helped me the most was the change efforts made by my colleagues. When I first took office, I spent six months visiting all areas, listening to the advice of the front-line staff, and observing the practices of the front-line staff. These practices and suggestions finally became the driving force and reliance of the company's rapid growth.
Innovators are no more successful than making them feel like they own the reform decisions. This ownership, whether financially rewarded or just an additional recognition, makes them feel the joy of success. But it also means that innovators should take responsibility for innovation. Give innovators plenty of room to accommodate their mistakes, but at the same time, innovators must accept some degree of responsibility for failure, just as they accept the rewards of success.
McGregor, a famous American management scientist, said: "The organizational system of an enterprise exists because it encourages people's behavior. The input, output and the process of converting input into output of this system all depend on the relationship between people. It is determined by people's behavior." Therefore, the core of an enterprise is people, and talents are the main body and foundation of an enterprise. Only by fully mobilizing their enthusiasm can the enterprise be able to make money and prosper for a long time.
4 three elements of ability
What is the real meaning of the very flexible word "capability"? Why we can rely on employees to make changes themselves is because employees are capable. If we go deeper, we can find that the concept of capability can be decomposed into three elements: resources, procedures and values. Maybe my division is not scientific in itself, but it can express the ideas I want to express, the capabilities employees have, and the resources, procedures and values that build the organization.
Employees themselves are a kind of resource, their knowledge, experience and problem-solving methods can bring great help to the organization, and even the customer resources, relationships with suppliers, family and social relationships they have accumulated in practice The network of employees is a key element to help enterprises, and the influence of employees themselves is the driving force that can make the people around them grow rapidly. So, sometimes, we often hear the saying that as long as you find the right person, everything will be solved. The conditions of employees themselves enable employees to continuously release their own experience and knowledge in the working environment, and at the same time, they are also constantly learning new skills and knowledge in the working environment, so that continuous communication and learning make employees more adaptable to the working environment. , resulting in greater performance.
Businesses create value when employees transfer invested resources (personnel work, equipment, technology, product design, information, capital, etc.) to higher-value products and services. The patterns of interaction, coordination, communication, and decision-making by which employees complete these transfers are procedures. Many people think that a procedure is a rule and a work flow, but I prefer to understand it as the conscious behavioral choice of employees, because procedure is simply a way of doing things.
In this sense, procedures should be an informal choice, a way in which people interact, an organizational culture that has long been proven to be effective, consciously and unconsciously followed. The only key to measuring the program is how to convert the invested resources into something with higher value, so the program is the behavioral choice of employees to create higher value. This understanding allows us to understand that employees have the ability to process programs that allow employees to create greater value. Programs allow employees to know what certain behaviors are and how to make their own behaviors and organizational tasks. Coordinate.
So capable employees, we can rely on them to develop. In the development of any business, the achievements of an organization are largely attributed to its human resources. Over time, the capabilities of an organization will always accumulate with its procedures and values, and people will successfully complete each new task together, take on each new challenge, and acquire a more competitive workforce. resource.
Transfer from PMP Exam Halo International Project Management