Two Important Events Of Enterprise Management

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Finding the right person is the input of business activities, and the result of satisfaction is the output of activities.

These two seemingly simple and key actions are very difficult in the actual human resource management practice at home and abroad.

Overseas: General Motors, the most sophisticated American enterprise in the twentieth Century, occupied the United States in its prime.

China: the US group, which sold more than 90 billion yuan in 2009, is famous for its excellent corporate governance, corporate governance, separation of three powers and centralization of power.

If the decentralization Handbook of the big American group, the four small group, the various business units and the product companies is spread out, then the major human resource management decisions will no doubt be attributed to the chairman of the board or CEO personally.

In October 2007, a major organizational change took place in the US group. The first meeting of the newly appointed US household appliances group CEO Mr. Huang Jian was to publicize and emphasize the quality model of entrepreneurs for each team member of each group of business units. Mr. Huang Jian, who was well-known for marketing and human resources management, had been the first American sales department in the Chinese market for 5 consecutive years before he was promoted to CEO.

But in that major meeting, his model of entrepreneur quality was actually only a simple three red line, which required that the cadres of the business department could not surmount, which was equivalent to the behavior veto index.

Finding the right person is actually recruiting in the human resource management activities. Who would have thought that this is another game of gambling? And to achieve satisfactory results, in fact, it is the performance management of enterprises.

However, many managers in real enterprises, including some human resources managers, can understand this simple common sense: most people are assessing for the sake of assessment, and a few of them realize that performance management is for improving activities to achieve satisfactory results.

There has never been any performance appraisal in small Japanese island countries.

Not because of their lifelong system. If it is for this reason, little Japan will be finished.

It is because the Japanese advocate excellence and continuous improvement. Look at TOYOTA's production methods, look at their 5S, see their Kanban management, which activities are not aimed at continuous improvement, so they do not need performance management tools.

Many managers in the domestic enterprises are very smart, but they are doing or will do something wrong in the input and output links of the business activities: they can change their lanterns into another type of professional managers, pick up Japanese enterprises from European and American enterprises, pick up Japanese enterprises from Japanese enterprises, or spend time in finding a permanent way and tool, from target management to KPI to BSC, but do not see the essence of the two key links of business activities.

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So the first big thing: election is a gamble.

Even if a brilliant talent evaluation expert is to help entrepreneurs select talents, it may eventually be a brick.

The reason is that the methods and tools of brilliant talent assessment are using the past to predict the future. This is just like the weather forecast, the Wenchuan earthquake and the Yushu earthquake have never been accurately predicted.

The same applies to past candidates, past actions and past achievements to predict future behavior or future performance.

Even if there is a lot of scientific theoretical basis of psychology and behavior science, no one can deny that the theoretical basis of these theories is itself derived from the judgments and conclusions made by various kinds of behavioral assessments in the past.

The real thing to do is to reduce the risk of gambling.

It is right for a professional human resource manager to do this, because it is called the director of employment, and only the advantages can bring results to the enterprise.

But the professional human resource managers in the Chinese market are not easy to find. To find professional human resource managers is a gambling activity.

Is there any other way to reduce the risk of candidates? {page_break}

It is very simple, that is, training by oneself and long-term training.

Nowadays, the employment of university students is so difficult that managers in enterprises should take such responsibilities from the moral sense.

The deeper meaning lies in the fact that only those who have personally cultivated for a long time can you know the root of the matter and make the best use of others.

Don't worry that your business can't keep up with people, so that they can compete and compete with each other so that they can avoid losing and find more things to do. Don't worry that college students will do nothing. Just find people who are smart and able to learn, or who are hard-working and hard-working, so that they can buy books and CDs to learn in real work and work after work. You will find that they will never be able to work to such a short time.

But one thing must be said, if you want to pick senior talent, then you must make up your mind to cultivate for a long time, because there is no free lunch in the world. You want to lower the risk of selecting senior talents, and do not want to train for a long time, then the only way out is to terminate the business.

Therefore, second important events need attention and implementation of performance management.

In the event of performance management, we really need to focus on improvement and progress.

Satisfactory results have never been achieved easily and casually. They need continuous improvement and continuous progress.

And what do we really need?

The first is time.

It takes time to solve problems, improve and progress; at the same time, only in different time periods can we observe progress or retreat, improve or deteriorate.

Realizing that any job will take time to improve, managers must be patient when dealing with their subordinates. If they want to eat fat at a stretch, they are not managers. They are Japanese sumo.

Second: target.

Without goals, there is no way to improve. Without goals, there is no driving force for progress.

But the problem is that many new jobs or new jobs never have historical data. How can they set goals? The answer is very simple. Some data and conditions can be modified and some of them can be deduced by simulation. Some work can be summed up by the trial run for a period of time. Reference to benchmarking enterprises is also a goal.

In short, as long as you know that you must have a goal, you can follow this goal to find a way to find your goal.

This in itself is a matter of improvement and progress.

Third: strengthening.

Through a series of attempts, we can find many ways to solve problems and promote improvement and progress.

In order to ensure the next time we encounter the same problem, we can directly use the correct methods and tools to save time for trying and finding.

It is very necessary for us to make a summary of experience after every success, and establish relevant rules and regulations, methods and tools, incentives and rewards and punishments.

This is also called standardization, standardization and process.

Fourth: expectations.

We must ensure that our employees have 3 expectations: they will be able to achieve their goals after they work hard; they can receive an appropriate and reasonable expectation after their goal is reached; and the rewards they must get after achieving their goals must meet the expectations of their employees.

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This is actually the three theoretical principles that must be observed in implementing performance management: Rock's goal theory, Skinner's reinforcement theory and Forum's expectation theory.

It can be seen that the two major events of enterprise management need to do well in human resource management. Therefore, effective managers must be excellent human resource managers.

Managers, have you done these two things?