Strategic Sorting And Establishment Of Incentive System

JUV is a communications software company. Although the product market is relatively narrow at present, the global market is developing rapidly.

JUV's communication software is mainly provided to downstream chip manufacturers, and is also beginning to be provided to terminal manufacturers.

After four years of development, JUV has gradually become competitive in technology and products. Its financial position has also shifted from loss to profitability. It has been leading the world in terms of technology and R & D capability.

More than a year ago, JUV's chief executive was in contact with Ming Yuan, hoping that Ming Yuan counseling could help him solve the problem of employee motivation.

In his view, the main problem of human resource management in the company is the instability and loss of personnel. At present, the problem that needs to be solved is how to form a reasonable incentive mechanism, maintain the stability of the staff team, and enable the employees of the company to achieve the goal of the company's business development under the drive of incentive mechanism.

From the past experience of consulting service, the problem of employee motivation in growth companies is far less than that.

Although incentive mechanism is an important system construction problem in most enterprises, the problem of enterprise incentive system is often a prominent manifestation of the weakness of human resource management, rather than the real problem.

The incentive mechanism itself includes two major categories: management incentives and system incentives.

Management incentives involve employees' recognition of the enterprise, including the vision and purpose of the enterprise, the culture of the enterprise, the style of the business leaders, etc. the system incentive involves employees' identification of the business mechanism, including organizational system, process post, performance appraisal, salary system and career development.

In the actual management work, the executives of many enterprises are basically talking about the salary system and the performance appraisal when they discuss incentives. Generally speaking, they are eyed on the money. They think that the relationship between enterprises and employees is basically the relationship, that is, the incentive system is a quantitative evaluation system.

We can see that the enterprise incentive system is related to all the deep topics of enterprise management.

Therefore, for JUV, the establishment of enterprise incentive system may involve many aspects of enterprise management improvement, and the real improvement comes from the overall improvement of all aspects concerned.

From the perspective of system construction, the establishment of enterprise incentive system needs to start from the carding and communication of the development strategy of enterprises. This is the action to ensure the upgrading of human resources management in line with the needs of enterprise development strategy, as well as the need to ensure the upgrading of human resources management and other management enhancement of enterprises.

In order to fully understand the current situation of JUV management and to lay a solid foundation for putting forward the overall improvement plan, the Ming and Yuan consulting team made suggestions to JUV's boss at the stage of work plan: taking strategic sorting and strategic communication as the first stage of the project, and defining the overall work of the content project as "strategic sorting and incentive system establishment".

After the start of the project, the consulting team carried out internal research. The contents of the research included issues related to the incentive system, especially those related to JUV's development strategy and enterprise management status.

The findings of the survey, though confirming the initial assumptions of the consulting team from various aspects, have surprised some of the project team members.

The survey of the company's vision, mission, current year development goals, income targets and future development goals of the company showed that the managers of the other senior managers were not clear except for the boss.

In the survey of corporate culture, most middle and senior managers believe that there is a huge difference between the corporate culture perceived by employees and the corporate culture with the core concept of "world-class".

A survey of enterprise organization, process and power and responsibility shows that most senior and middle managers think that the organization is too flat, the organization is in disorder and the operation of latent rules is running. Employees can not get a sense of belonging and a sense of achievement from the organization.

According to the survey of human resource management, JUV lacks the basic human resource management system. Besides the recruitment system, human resource management is still in its original state: the salary system is not mature, the position and responsibilities are not clear, and the training system is not established.

The results of the research on the problems reflected in the research on the survey of the company and the company have made the initial assumption of the Ming far consulting team: the problems JUV faces is far beyond the salary system and the performance evaluation scope, which is a typical problem in the human resources management of the growth enterprises.

Firstly, the infrastructure of human resource management is seriously insufficient, which is quite different from the general manager's judgment of the current situation of human resource management.

This discrepancy comes from capability defects arising from the growth of enterprises.

From the early stage of development to the early stage of development, it is difficult for growing enterprises to get the support of specialized human resources management. The CEOs generally have the advantage of technology or market, but basically have no experience in human resource management. The general ability and level of human resource managers employed by the company are all low, and their experience and ability are seriously inadequate. Even though the importance of "personnel work" is important, the arrangement of relevant senior executives is responsible, and the specialization of human resource management is also an insuperable problem.

Secondly, the lack of human resources management system is only a part of the company's overall management system and management capability is weak, and the lack of corporate strategic management system is the basic reason leading to the confusion of company organization and system.

In the early days of the company, the market, products and customers are in the exploratory stage. The survival of the company is determined by the grasp and effective execution of the opportunity, rather than the systematic strategy. The decision and execution of the company are based on the general manager and the criteria for judging success or failure in the near future.

However, when the enterprise enters the development stage, the scale of development and the complexity of management make it impossible for the enterprise to continue the management mode in the initial stage. The enterprise must take the initiative to change its mind, focus on the long-term development of the enterprise, enhance its management ability, and establish a management system supporting the sustained and rapid development of the enterprise.

Third. The incentive system is fundamentally a guide to employee behavior. What kind of actions and results the company motivates requires the guidance of the consensus between the senior managers and the senior managers in the vision and mission of the enterprise development. How to motivate employees to work hard for the development of the enterprise requires the guidance of the development strategy and development goals of the enterprise; how the company staff work efficiently under the company's incentive needs the protection of the company's management system and management process.

Under the condition of unclear enterprise development strategy, the urgent need to upgrade the enterprise management system and the urgent need to establish the human resource management system, the incentive system based on performance is not only difficult to establish, nor can it be effectively implemented.

At the same time, the research team made a summary of the survey results, and the Ming and Yuan consulting team carried out research and analysis of the JUV incentive system construction plan and implementation path.

According to the specific situation of JUV, staff turnover is indeed an imminent problem affecting the development of the company.

The problem facing JUV is that, at present, with the development of the company becoming more and more clear, and the company's financial situation obviously improved, a group of core technical personnel who have contributed to the company's pioneering work are on the move or left the company.

Therefore, the JUV human resources management enhancement plan must have the effect of stabilizing the team in the short term.

However, the design incentive system can provide a solution for the boss to solve the problem at present. However, the implementation of the scheme is very risky under the current management conditions.

For growth enterprises, management problems are intertwined and interact with each other, which is the basic state of management improvement. If we do not solve problems from a comprehensive improvement point of view, not only can the problem of staff turnover be solved well, but also the failure of implementation of incentive system construction due to other management problems.

However, it is unrealistic to try to solve the management issues involving strategy, organization, human resources, process, finance and so on in the short term package.

This is often the biggest difficulty for the growth of business management.

Even from the point of view of implementation, JUV's incentive system must meet these two goals simultaneously.

After many communication, Ming Yuan advisory team put forward the management improvement plan of "starting from a comprehensive start, focusing on", and the implementation plan of "small step, fast run and gradual improvement".

"Starting from a comprehensive perspective" is based on the problems found in the survey, and puts forward and determines the overall ideas and ideas for improving human resources management. At the same time, it puts forward preliminary suggestions and improvement actions for other management improvement issues.

Focusing on the key issues, such as strategic communication, organizational restructuring, improvement of salary system, performance appraisal system and so on, should be deeply studied, formulated, widely communicated and arranged.

In view of the fact that JUV is still in its development stage in terms of organizational maturity, we should avoid adopting "hard push" in the implementation of management improvement, but adopt the "small step fast run and gradual improvement" program.

Strategic planning and communication is the starting point of the whole plan. The purpose is to form the basic framework of JUV company management improvement, and to provide a basic basis for the design of incentive system.

The key point of the strategic carding process is communication. The discussion and decision of strategy itself is a consensus for the establishment of the top management team, forming the process of the resultant force of employees, that is, the process of forming the incentive basis of the incentive system.

Mingyuan consulting team assisted JUV management team in carefully sorting out the development strategy, especially the next year's development ideas, organized several discussions and arranged major actions and detailed action plans involving R & D, marketing, sales and management.

On the basis of strategy sorting, the focus is on the establishment of incentive system. The consulting team helps the deputy general in charge of human resources to build the human resources system and preliminary human resources planning, including the establishment of the salary system, the preliminary sorting out of the post responsibilities, the establishment of the performance evaluation system, the arrangement of the training work in the next 12 months, and the main work plan of the human resources development in the next 12 months.

In accordance with the principle of "small step, fast run and gradual improvement", the construction of incentive system is divided into three stages.

The first stage, mainly through the communication, discussion and decision-making established by the incentive system, establishes the understanding of the management system and staff to the incentive system, and forms a consensus on the goals, contents, principles and actions of the incentive system construction.

The second stage, mainly through the construction of the human resources management system, lays a good foundation and atmosphere for the implementation of the incentive system.

In the third stage, the incentive system of JUV is gradually established through stages such as performance appraisal and training.

The establishment of a reasonable management system and management process is not only an important task for improving management, but also an important condition for ensuring the establishment of incentive system.

To this end, Mingyuan consulting team has made recommendations for further management and promotion activities to JUV bosses and management teams.

These include establishing the mechanism of strategy formulation, carrying out CMM certification and 6 Sigma training, establishing budget management system and financial authorization management system.

In the process of putting forward management proposals, Ming Yuan advisory team adheres to the principle of "establishing system and gradually improving".

Without the systematic thinking of upgrading management and the general idea of no management improvement, it is easy to take account of one thing and lose one another. Different management modules restrict each other and can not achieve the purpose of management promotion.

On the contrary, without considering the organizational affordability of enterprises, it is difficult to achieve the goal of improving management and upgrading.

The management of JUV adopted the advice of Mingyuan consulting and made arrangements. Ming Yuan consulting continued to support the company's management support.

The improvement of human resources management of growth enterprises can not ignore the organizational characteristics of different enterprises.

In the initial stage of communication with JUV management team, Ming Yuan consulting team found that JUV is a company that started from R & D. The boss is a technical expert and manages the marketing and marketing of the company. The result is that the right is too centralized. This accumulation of management habits not only leads to bosses' hands-on responsibilities, the management scope is too wide and too deep, but more importantly, it hinders the improvement of JUV's organizational development and management team's ability.

The management habits of JUV company's boss is one of the important obstacles to improve the company's human resources management. This is why JUV's boss agrees with him.

The main problem here is how to achieve a smooth pition.

Aiming at this problem, under the suggestion of Mingyuan consulting team, JUV established the management committee and the technical committee system, which is responsible for the company's strategy formulation and major decision making, and regularly discusses the company's operation status; the latter focuses on the discussion and decision-making of technical decision making and technology development, path and project management arrangements.

The establishment of the management committee and the technical committee has begun to decentralization of the company's management and decision-making rights.