A space of one: streamlining the organization configuration redundancy
All enterprises, as long as the use of pyramid organization model of enterprises, there is bound to be bureaucracy (or "big business disease"). This effect is extremely scary, a thing that could have been smooth progress, by shirking, pulling the plug, turning a blind eye, ineffective action, etc. covered, wasting not only human resources, but also human resources driven by the surrounding resources.
1. Streamline entity structure
First, reduce the insulation layer. Excessive layers of management can impede the transfer of business temperature and also create bureaucracy, which must be reduced. On the one hand, it can reduce a lot of labor costs and peripheral costs; on the other hand, it can also make the business more agile and better able to sense the temperature of the market.
Second, break the departmental wall. The development of an organization to a certain stage, there is bound to be the phenomenon of excessive division of labor, these places (between the division of labor) are departmental walls, team walls, job walls, are the source of inefficiency.
Therefore, the enterprise needs to be in some areas of "joint work", by a one-stop post to the end. There are two main spaces for co-working: one is the division of labor where the business is not saturated enough, and the other is the strategic area where the time window is very small.
2. Simplify business processes
The specific methods of process reengineering include removing low-value links, merging work, setting up responsible persons, and giving employees decision-making power.
There are two core propositions: one is based on the ultimate need to achieve customer value to design the process, the organization of resources, so as to reduce the waste of inputs; the second is to grant the process nodes supreme, clear authority to reduce the original departmental division of labor and hierarchical authorization of the cost of coordination between (also a kind of input). These efforts are clearly effective in improving people efficiency.
3. Post scheduling optimization
Scheduling optimization is based on the recognition of the existing organization and processes, within this framework for the reasonable deployment of personnel on duty time, to achieve the effect of as few people as possible to complete as much work as possible.
The specific application of this method is to first measure the demand curve for a certain position, and then use operations research methods to carry out linear planning to design the personnel supply curve to ensure that people are fully utilized.
This approach is more scientific deployment of the labor load of the staff, to achieve two effects: first, reduce the waiting time in the post, squeeze out the redundancy of the post personnel, reducing labor costs; second, a reasonable set of labor saturation (labor saturation = the actual working time / in-service time), a reasonable mix of work and rest time, reduce burnout in the workplace, so that the efficiency of the work has been maintained at a high level. High level. Both of these directly improve human efficiency.
4. "Time difference" in the strategy
A certain size of the enterprise will be the organizational structure, job design or staffing adjusted to the front of the business scale. However, the scale of the business must not be synchronized with the adjustment of organizational structure, job design or staff size in place. This middle "time difference" is the hotbed of bureaucracy.
Enterprises should have this kind of persistence: on the one hand, can not put out too much "time gap", for the organization design to use "small version of the rapid iteration" way to promote; on the other hand, for the teething period should have a clear requirement to specify the time, resources, and MVT (MVT). On the other hand, there should be clear requirements for the break-in period, specified time, specified resources, and the MVT (Minimum Viable Team) approach to validate and speak with the results.
Second, space two: clean up the abnormal human efficiency depression
In the absence of human efficiency standards or human efficiency standards fuzzy background, the departments will only advocate each other "division of labor is different, there is no difference between high and low". Once clear standards are established, a number of "ergonomics pockets" will be found, which have been taking up a lot of resources and producing limited results.
In this direction, the following steps can be used to tap into the human efficiency dividend.
1. Setting Human Performance Indicators
First of all, you should take an inventory of the effectiveness of the hierarchical classification, and sink the accounting to each organizational unit.
The so-called hierarchy is broken down by management level; the so-called classification refers to profit centers, cost centers, cost centers, and even according to different professional lines to decomposition, such as research and development, production, sales and so on.
To be clear, a one-size-fits-all approach to HR measurement is not scientific, and the HR indicators for different organizational units are different, as are the HR target values.
2. Setting the target value
When we have identified the HRM indicators, we need to have a reasonable target value. Generally speaking, the human effect of the enterprise should do "two lower than": on the one hand, the number of people growth rate lower than the production / sales growth rate; on the other hand, the labor cost growth rate lower than the revenue / profit growth rate.
Of course, this is only a most basic standard, on this basis, should also be specifically deduced for each organizational unit of the human effect of the target value.
A reasonable target value can pull the organizational unit to "jump up and pick the peach", on the contrary, an unreasonable target value will lead to the organizational unit only to destroy the team base (such as unreasonable reduction of manpower, pay cuts, etc.) to force to meet the standard.
Generally speaking, there are several ways to determine the target value of the human effect: benchmarking method, target inverse push method, trend extrapolation method, game method.
3. Intervening in Human Performance Depressions
Considering the different attributes of organizational units, there are two ways to intervene in human performance depressions.
One is the human efficiency package. For the three powers (financial power, personnel power, decision-making power) to sink the department, should sink the human efficiency standards to each organizational unit. To achieve the effectiveness standards, according to the number of people and labor costs to be rewarded for the degree of savings; failed to achieve the effectiveness standards, overstaffing part and excess labor costs part should be directly deducted in the next year, that is, downsizing and downsizing of the budget package.
The second is the precise verification of the program. For the departments that do not have the three powers, the reason for the formation of human efficiency pits, more because the preparation is not controlled, at this time, HR should take the initiative to nuclear program.
4. Clean up the human efficiency puddle
Of course, the human efficiency puddle should be viewed in a categorized way. Certain organizational units are always low efficiency, they should be resolutely cleaned up. Some organizational units are in a trial-and-error phase, a strategic attempt to tolerate a certain degree of inefficiency for a certain period of time.
But the latter category of trial-and-error projects should be strictly limited to the scope of non-strategic attempts to decisively give up. In fact, these businesses in the past should be abandoned, only the cold winter will help the boss to make this determination.
Third, space three: the implementation of inefficient personnel elimination
Once the human efficiency puddle was discovered, and decided to downsize or reduce labor costs, it is inevitable to face the problem of personnel elimination. The following steps can be used to tap into the human efficiency dividend in this direction.
1. Draw the pool
That is, in what range of employee rating. Employees are in different types of work, different levels, how to pull through for a unified rating? The best way is in accordance with the job sequence (such as technical sequence, operational sequence) and a certain grade category (such as two or three grades within the put into a category), to determine a pool of personnel assessment, and then personnel grading.
2. Selection criteria
That is, what kind of indicators are used to evaluate employees. There are three categories of employee evaluation criteria.
Focus on inputs - this is heavy on the elite. Companies like Netflix have a similar tendency, claiming that they "only hire adults" because adults know how to work.
Focus on process - These companies are process-oriented and believe that process is more important than everything else, even more important than results. This is a very reasonable standard for a company that emphasizes scale in handling business and pursuing stability.
Concerned about the output - this type of business emphasizes the priority of results, emphasizing that "always learn from those who have results, because the results do not lie.
3. Do categorization
Once an organization has ongoing criteria for talent, it can create a categorization of talent.
The most desired state of all leaders is "one hard and one soft": first, there is a "hard standard" such as performance for reference, to transfer the pressure; second, there is a "soft standard" such as competence and values that can be adjusted to achieve control. Secondly, there are "soft standards" such as competence and values that can be adjusted to achieve control. We can not expect these two standards are extremely accurate, but when the two superimposed, there is 1 +1 > 2 effect. Most companies will establish a two-dimensional matrix of the two and categorize the talent.
4. Do the elimination
For different types of talent, enterprises should have a clear corresponding human resources policy. Reusing "double-high personnel" and eliminating "double-low personnel" is a guideline that every company follows, but the key lies in the treatment of "single-high personnel".
For most companies, employees with good performance but mismatched values may be subject to "restrictive use" to develop them into "in-sourcers", while employees with matched values but poor performance may be subject to "stress tests". "The most important thing to remember is that you can't be sure that you're going to be able to get the best out of them.
The most critical strategic location is the old bull. This type of employee has the largest proportion within the enterprise, and largely determines the fundamentals of the enterprise. For this type of personnel, the job performance process should be evaluated.
5. Looking for space
It is important to remind that for labor costs and staffing, the greater space for downsizing is in the middle. The top management of a field, high-frequency processing of complex work, grass-roots employees are divided into the business, the two types of people can not be obvious, the middle level is the most likely to produce "Mr. Nanguo" place.
We have to believe that the effectiveness has been bad, it shows that managers in their own organizational units do not have business ideas. If the enterprise has carried out a number of teaching, help and still no improvement, and then give the opportunity is futile.
Fourth, space four: adjust the rigid salary structure
To a certain extent, the above programs will allow the head of the staff to take on a greater workload, at this time, it must be adjusted to the pay model, so as to reflect the fairness. Tapping into the people efficiency dividend in this direction, the following steps can be used.
1. Adjust the fixed-float ratio
Adjusting the fixed-float ratio is to make more of the floating part of the salary and market performance linkage. Companies should shrink the fixed portion of labor costs. Note that this is not an argument for lowering employee salaries, but rather for dissolving the fixed portion of compensation and "retaliating" the variable portion of compensation.
This would give greater benefits to those who actually create market performance, which should be the orientation of the business.
2. Clear KPIs
After adjusting the fixed-float ratio of pay, the increased float should be used to incentivize "strategic output". This means defining the KPIs for each organizational unit, noting that they are key (K) performance indicators (PIs), not just performance indicators (PIs).
In addition to the departmental level KPI confirmation, it is necessary to continue to decompose down to quantify the output of the individual. At this point, it is relatively effective to use a succinct approach such as OKR (Objectives and Key Results).
3. Follow-up Incentive Packages
After setting aside a large chunk of variable pay and quantifying KPIs at the organizational unit and individual levels, we can then proceed with a "platform incentive" that mimics the market mechanism, allowing employees to become their own CEOs.
This incentive is generally targeted at project teams and organizations that offer clear financial returns. There are three elements in the design, that is, "incentive line": dividend starting line, dividend capping line, dividend ratio line.
V. Space V: Enhance the efficiency of talent training
A good talent training system can definitely create a direct competitive advantage, and a poor talent training system is largely a symptom of the organization's ability, but also the direct cause of the low efficiency of people.
An excellent talent development system should have five major elements, namely, instructors, courses, students, project design, and pass design.
In short, it is through the talent training "project design" and "clearance design" to build a platform, "lecturer" and "course" these two types of content resources.
In short, it is through the talent cultivation "program design" and "pass design" to build a platform to connect the "lecturer" and "course" two types of content resources with the "students" this kind of training object.
1. Content resources?
A good talent development system requires continuous iteration and an endless supply of content resources. This requires the enterprise to carry out knowledge management, i.e., to extract the experience of the enterprise development process into knowledge, which includes the system, process, enabler, model, Baseline, etc.
The enterprise must have the ability to manage the content of the system.
Enterprises must develop the habit of knowledge management at the company level, and promote this work in a systematic way.
Specifically, HR should set up a team of instructors comprised of VPs (talented people) within the organization, and promote these VPs to become "knowledge catchers", using a framework approach to promote them to quickly upload best practices in their fields, and encode them into disseminable knowledge that can be easily accessed by employees within the organization.
2. Cultivate the target
It is important not to think about comprehensively upgrading the talent team, but to have a clear idea of how to build the talent pool. After determining the idea, should also be for each type of talent warehouse to establish screening and training standards, this standard is specifically expressed in the quality model of the talent.
It is still important to emphasize that these models must be customized based on the strategic orientation of the enterprise and the concept of talent.
This also means that for each type of talent in the talent warehouse, corresponding training measures are required. Here, in order to facilitate the general understanding, the author of a company's "talent warehouse" is divided into three:
The first category is the "leading talent", they have excellent ability and strong will to answer the question of "what to do and whether to do it right? What to do and whether to do it right". This kind of person is rare, the role of training for this kind of person is "long wave" range to realize.
The second category is the "core talent", they have the professional ability of the business field, in the values of the enterprise is fully integrated, they answer the "done or not done" question. The role of training for such people is realized in the "medium wave" range.
The third category is the "engineer talent", they are engaged in specific business, they answer the question of "do good or not". Training has a role for these people, and the role is "short wave" range. In the winter period, the strengthening of such training may be an effective means to improve the efficiency of people.
3. Platform Design
Once we have solidified the content resources and identified the training targets, we need to build a platform. the most important platform that HR can provide and control is the training program. For most companies, this determines the efficiency of talent development to the greatest extent possible.
We can also say that if an enterprise does not have a few outstanding "talent training ace project", the continuation of its organizational capacity is not guaranteed.
"Project design" is for the "thing", explaining when the project can start, in what way, when the project can be closed. "Program design determines whether content resources will be present in the most logical way to support the growth of the learner.
The "pass design" is for the "people", describing who can enter the pool, and what criteria (e.g., credit hour accumulation, knowledge testing, behavioral standards, etc.) they can exit the pool.
Some companies also extend the design of the pass to the "talent push" part, that is, after the talent is in the pool, it can be seamlessly connected, and be configured to the appropriate new position.
The above five directions can be considered to be a certain degree of platform management, and the ultimate in platform management is the platform organization. This is the ultimate pursuit of the human resources profession in the Internet era.