Do you want to know how to calculate the human efficiency of the middle and back office, I know!

bottom-up pricing

Last year, I made a model to calculate human efficiency. The core idea is: to price the project :

1. First, classify the project, which can be divided into S, A, B, C, D;

2. Pricing for different items, for example: S=48w, A=24w...;

3. In the end, everyone completes the relevant projects and gets points according to the rating;

Final personal ROI = money earned from doing projects ➗ (own labor costs + expenses)

But this strategy died last year, mainly due to:

1. HR felt that he was tossing around and was unwilling to support. I lacked a starting point;

2. Pricing system is too difficult;

Regardless of the support of the HR system, the main reason for failure is that the pricing system is too complicated. Take the technical team as an example:

1. In terms of positions, the team is divided into front-end, back-end, terminal, and testing;

2. In terms of things to do, although it is mainly to do projects, the projects will be divided into levels and even types;

If there are five positions and five project evaluation levels, then the pricing quantity required here is 5*5=25; if the project pricing system for the entire company is to be implemented, then the pricing quantity may exceed 500, which leads to a big problem : The model is fine, the result is too fragile!

Why is there no problem with the model, but the result is too fragile? Because there are hundreds of pricing, as long as there is a problem with one pricing, the overall ROI will be inaccurate; 10w) Fine-tuning may be required for some reasons. This maintenance cost is very high, and it is difficult to complete without the help of the department management system and HR system.

To summarize the previous ideas:

1. Exhaustively enumerate all tasks of all positions in all departments (task = project);

2. Grading and pricing of different tasks ;

3. Count the tasks completed by each person in a month for settlement;

4. Calculate ROI for all;

The reason for the failure of this strategy is that it is difficult to achieve accurate task pricing , and the amount of maintenance is too large. However, if the pricing accuracy and maintenance problems can be solved, this should be close to the optimal solution.

To sum up, I gave up the practice of this model and replaced it with a new idea this year, the top-level pricing strategy.

top-down pricing

In order to solve the problem of difficult pricing and maintenance of tasks, the Leader pricing strategy was launched this year to apportion the pricing pressure, and finally feedback the results with a large amount of data. The specific strategy is:

• Internal settlement is the basis

The company operates with an internal settlement process. For example, the technical team needs to discuss pricing with the business side for each requirement. The technical team "does things with money" , and the finance will rely on our internal purchase/settlement data for real bookkeeping.

The art of this matter is that the development department and the business side are natural enemies in pricing . That is to say, buyers want low prices and sellers want high prices , so it is easy to reach a relatively fair price here .

So at this point, how much money is needed for a big demand is actually defined .

• Internal Leader Account Distribution

After the demand acceptance is passed, the virtual fund settlement is completed , and the development department begins to allocate funds. For example, a demand is 100w, which is actually divided into two sub-projects AB. His possible settlement methods are:

1. The management of the technical department draws 10w, which is used for team building, business trips and other expenses;

2. The engineering department draws 10w, which is used for DBA, operation and maintenance, and technical infrastructure investment;

3. A project 20w, and then distributed to each individual by the owner of project A;

4. Project B 60w, and then distributed to each individual by the Owner of Project B;

In this way, everyone in the technical department has earned "money".

• ROI Calculation

On the contrary, the ROI part is very simple:

Personal ROI = money earned by doing projects ➗ (own labor costs + expenses)

Managers or HR teams only need to pay attention to two things: whether there are cheating behaviors with particularly high ROI, and whether those with particularly low ROI are targeted. In addition, prepare reward and punishment strategies.

• Labeling and Automation

In fact, each specific task will be tagged when the money is distributed, what level, difficulty, and type. After the amount of data is large, it will also form a task database, which will tell you: all the tasks of a department What are all the tasks of the post, and what is the price range for each task .

Therefore, the accuracy of the original data was demonstrated again from the negative side.

dramatic scene

This top-down strategy has been running in the technical team for more than a month, and the effect is not bad. But a rather interesting thing happened: HR changed the person in charge, and actually started bottom-up pricing , and has completed the basic model verification in a department, and produced a lot of data, it seems that the organization is ready The HRBP system serves as a model for the entire company.

This is definitely a great benefit for me. Let's wait and see how I can get the accumulated data and enter it into my system!