Lenovo Group Q12 Helps The Aorta &Nbsp, And Achieves Microcirculation.

Traditional employee satisfaction surveys often have unclear purposes, lengthy questionnaires, divorced from the grass-roots level, and they spend months and months consuming, and after completing high-level reports, they are either formalistic or shelved.

In fact, you only need to manage 12 problems (Q12) to enhance employee engagement and maximize organizational effectiveness.

Lenovo Group's rapid development, thanks to Q12. as early as 2002, Lenovo Group began to introduce the American Gallup consulting company "Q12 - work environment construction evaluation and management system".

As the core person in charge of this project, we participated in the whole process of the project. We have many experiences and feelings to share with you.

What is Q12?

In the past 60 years, the Gallup company has investigated hundreds of Companies in dozens of industries, interviewed 80 thousand managers, millions of employees, questioned more than 1000 questions, and applied advanced analysis methods and strict scientific examination methods to sum up 12 core issues:

Q1, I know the company's requirements for my work.

Q2, I have done the necessary materials and equipment for my work.

Q3, at work, every day I have the opportunity to do what I am good at.

Q4, in the past 7 days, I

Q5, I think my supervisor or colleague cares about my personal situation.

Q6, work units have encouraged my development.

Q7, in my work, I feel that my opinion is respected.

Q8, the company's mission / goal makes me feel important in my work.

Q9 and my colleagues are committed to high quality work.

Q10, I have a best friend in my work unit.

Q11, in the past 6 months, someone in the workplace has talked to me about my progress.

Q12, in the past year, I have the opportunity to learn and grow in my work.

These 12 questions are consistently related to the four dimensions of enterprise operation:

The survey found that in every company with good scores in the 12 problems, the ability of every employee was brought into full play, while the companies with poor scores in the 12 problems lost a lot of excellent employees, or underestimated and misused the employees left behind.

Based on this survey, Gallup has developed a set of working environment evaluation and management system, that is, Q12. can provide important data on key employee performance and quality of work environment in the key performance indicators through the 12 core issues, through the full public opinion poll (each question is based on the satisfaction degree and the score is 1-5 points).

Accordingly, taking effective measures can enhance the management efficiency of management personnel, especially the front-line managers, thereby strengthening the executive power of enterprises, implementing the construction of enterprise culture, and maximizing the help of enterprises in achieving short-term business objectives and long-term development blueprint.

Four purposes of Lenovo's introduction of Q12

Liu Chuanzhi, President of Lenovo Holdings Group, summed up Lenovo's management as three elements: team building, strategy and team.

Lenovo Group's introduction of Q12 project is aimed at enhancing the ability of cadres to "bring teams".

At the same time, we also hope to report the measurement results as a KPI indicator for the performance of cadres.

Specifically, the introduction of the Q12 project has four purposes:

Help the aorta to get through the microcirculation.

Q12 is different from other survey tools. It focuses on the construction of grass-roots working environment, helps Lenovo's corporate culture construction from "soft environment" to "hard data" management, and promotes the construction of enterprise culture from the first level directory construction to the three level or even the four level directory, and to the most grass-roots level.

After nearly 40 years of research, Gallup found that the only way for talented employees to work is through excellent managers.

"Helping the aorta and microcirculation" is the best embodiment of the role and function of the manager.

This statement vividly illustrates the role of the manager in organizing the value chain. On the one hand, it helps the company's core strategic level to implement the business strategy and strengthen the executive power, so that the company's aorta can beat effectively, and the "nerve endings" and "microcirculation" play an important role. On the other hand, a good working atmosphere and local sub culture can be created through the promotion of team managers' ability and team building, thereby affecting the overall corporate culture and working environment of the company.

We often say that employees join the company because of good company, because the manager is bad and leave. The company decides "climate" and the manager decides "weather".

In retaining key employees, the direct role of the manager is superior to that of the company.

In front of employees, the manager's behavior is the company's behavior, and the manager represents the company.

In the first book, breaking all the rules, Gallup has a clear description of Gallup's path.

From the path of Gallup, we can see that the role of an excellent manager is to train dedicated employees, including the selection, training, requirements, assessment and development of employees.

But only by effective management of the 12 problems can we effectively cultivate excellent and dedicated employees and bring loyal customers, thus bringing about sustainable development and real profits growth of enterprises, and finally realizing the stock appreciation and shareholder value of enterprises.

Q12 not only pays attention to evaluation, pays attention to simplicity, but also pays more attention to management and improvement after evaluation.

After the evaluation, managers at all levels are required to organize their staff to interpret the evaluation data reports of their departments and formulate corresponding action improvement plans according to the strengths and weaknesses of the departments so as to achieve the goal of "evaluation" and "management" through "physical examination" and "treatment".

Meet the needs of staff motivation and promote employee engagement.

Q12 is not to investigate employee satisfaction, but to analyze employee engagement.

Because a satisfied employee is not necessarily dedicated, only a dedicated employee can really continue to create good performance.

Therefore, through the management of these 12 problems, to fully meet the incentive needs of the employees in four aspects, from "I get", "my dedication", "my ownership", and finally to "my growth", to achieve the "common growth" of employees and organizations.

For the human resources department, the "best team" can be identified and the excellent management experience is summarized and promoted.

To achieve this goal, one of the most important, convenient and effective ways is to learn from the effective practical methods and tools verified by international consulting companies.

Intimate contact with Q12

Lenovo has successfully implemented the Q12 project since its introduction in 2002 for 5 years.

In terms of specific operations, a general annual assessment is conducted, and the process is divided into five stages.

Stage 1: Project Design

Purpose: to prepare well before the project starts;

Task: determine the members and division of labor of the project team; formulate project plans; design questionnaire; determine the staff list and reporting relationship; complete project mobilization and preparation;

The key is to ensure the importance of managers and staff at all levels in order to ensure the recovery rate of the questionnaire.

The second stage: data collection

Objective: to maximize the recovery of questionnaires;

Task: to issue questionnaires and carry out surveys (supervise the daily statistical recovery rate), and provide hotline help (providing hotline, intranet and posters publicity);

The key is to do well in publicity work and ensure that managers and employees participate actively and fairly.

The third stage: analysis

Objective: to make a statistical analysis of the returned questionnaires.

Task: data statistics and generation manager report, and generate company comprehensive analysis report (company overall situation, department comparison, rank comparison, other comparison); select typical departments to hold group discussion;

Key: do accurate data analysis and comparative analysis.

The fourth stage: manager training

Objective: through training, senior managers and managers at all levels can understand the meaning of Q12 projects and stimulate their recognition and participation.

Task: do a good job of high-level reporting; train internal teachers; make training plans; implement manager Q12 training;

The key is to communicate well with senior managers, win their recognition of the results and support for projects, and train Q12 teachers and departmental counselors to ensure that managers at all levels take an active part in training.

Fifth stage: implementation of IMPACT action plan

Objective: to strengthen the implementation of departmental improvement plan after training.

Task: supervise the managers at all levels to hold the team IMPACT action plan; supervise the manager to implement the IMPACT plan; conduct interviews with excellent managers; make a summary of the projects; prepare for second years of re evaluation preparation;

Key: effective follow-up of key departments and implementation of IMPACT plan.

Figure four shows a manager's six steps to hold a IMPACT action plan with the Department after taking part in the training (IMPACT, namely, the combination of six steps in the first letter of the English word).

A dedicated employee is like a car in good condition. Every gear is functioning normally and driving smoothly.

Q12 is to monitor the working environment in time and find the error of gear at any time.

As a good manager, it is necessary to troubleshoot.

If gear is running normally, attention must always be paid to ensure the best condition of the machine for a long time.

Q12 provides managers with practical guidance for team building and provides 12 comparable behavioral guides.

Combined with Q12, Lenovo group puts forward five core management requirements for managers: choosing people, asking people, motivating people, training people and assessing people:

Choose people: talent.

When selecting people, it is more important to choose talents than to experience experience, intelligence or determination.

Request: define the result.

When asking for a request, it is important to define the correct result rather than the correct step or procedure.

Motivating people: giving full play to their advantages.

When motivating people, it is important to give full play to their strengths rather than overcome them.

Training people: because they are applicable.

When training people, it is important to help him understand his talents and help him find the most suitable position.

Evaluator: towards development.

When assessing subordinates' performance, they must be more sure to further stimulate their potential for self-development, not just sorting.

According to the five competency requirements, Lenovo developed management training courses corresponding to the "management core five task", and organized managers at all levels to take part in the training.

Five years of practice shows that this plays an important guarantee role in promoting the smooth progress of Q12 project.

The outcome and impact of Lenovo Q12 project

Lenovo successfully implemented the Q12 project and achieved at least three achievements.

For the group, in 2003, Lenovo's first Q12 overall average was basically the same as the fiftieth percentile of Gallup's global database. The result shows that the advantage of Lenovo lies in the overall satisfaction of employees, the general recognition of the mission and objectives of the enterprise, the good trust between employees, the opportunity to learn and grow, the clear requirements for employees, and the necessary materials and equipment for completing the work.

The Department is orderly in terms of responsibilities and tasks.

Lenovo's shortcomings are: the daily management of managers at all levels (the first camp, Q3 to Q6) needs to be strengthened; staff positioning is not very clear; mental motivation is not enough; dialogue between upper and lower levels should be strengthened; and there is room for improvement in personal development and humanistic care.

In order to enhance the atmosphere of communication, Lenovo's human resources department specially planned a "C-Time" corporate culture activity ("C", meaning "Coffee+Communcation"), that is, at noon 12:30-13:30 every Tuesday. In the three storey high platform of Lenovo building, the president will provide free Nestle coffee for executives, and employees can exchange with any executives, feedback and suggestions.

This initiative promotes communication between management and employees.

At the same time, through the implementation of a series of methods of Q12 project, Q12 has enhanced the value of "first camp" significantly, strengthened the construction of human centered culture, and promoted Lenovo's pformation from "strict, serious, active and efficient" corporate culture to "family love, trust, equality and appreciation". It also laid a good humanistic foundation for the future association's acquisition of IBM's PC business.

For department managers and employees, Q12 provides managers with a framework for team building and a concise system of tools and tools, and generally improves managers' awareness and team building ability.

For the Ministry of human resources, the Q12 index is included in the cadre management system, as the annual performance appraisal index of cadres, accounting for the 5-10% index of its annual assessment. Combined with the results of the 360 degree cadre democratic evaluation and the association of cadres, the cadres are required to enhance the Q12 score of the team every year to optimize the grass-roots working environment.

At the same time, through interviews with managers Q12, the excellent behavior is compiled into the behavior benchmarking Manual of Lenovo manager Q12, which solidifies Lenovo's team management experience.

Seven successful experiences to ensure Q12 implementation

Summarizing the experience of Lenovo's successful implementation of the Q12 project, we believe that seven successful experiences are worth learning from.

Ensure that senior executives agree on the value of this project.

We invited Mr. Fang Xiaoguang, the Chinese plator who was the first to break all the rules, to train and communicate with Yang Yuanqing, President of Lenovo Group and its CEO, so as to achieve a high degree of consistency in the way of thinking. In addition, we also did data analysis and interpretation to the top of the evaluation report, in order to urge them to give continuous attention and support to the project.

Effective use of external consultants.

Employing professional consultants as consultants is not only to use their business experience, but also to trust them.

Effective use of their communication experience in other organizations to eliminate and avoid risks in project implementation.

Fully mobilize the participation of managers and employees at all levels.

We use the mail group, intranet home page and special Q12 project column, posters, Lenovo magazine, various management meetings, human resource system working meetings, even reading experience and knowledge contest to attract and urge people to answer questionnaires and participate in improvement, and form the atmosphere of Q12 mobilization in the company.

High quality training and evaluation are closely integrated.

We developed high quality Q12 training course development, and let some executives and human resources managers of Lenovo as internal teacher training, and Q12 training for more than 1000 managers, so that managers at all levels fully understand and agree with the concept of Q12, and let managers master the skills of IMPACT motion planning.

At the same time, according to the Q12 targeted organization of nearly 30 shift management training for managers at all levels - "management core five tasks", so that managers to enhance the overall management of five management capabilities, and promote the overall improvement of Q12 scores.

Set up departmental Q12 counselor team.

To organize and train human resources Q12 counselors in headquarters departments and major regions, to help counselors build confidence and enhance their professional status, and to facilitate their follow-up work in departmental Q12 projects.

We should combine Q12 with cadre assessment.

Taking the Q12 result as a KPI of the annual assessment of cadres, it puts forward a clear request to urge the cadres to attach importance to it. At the same time, it does not regard the Q12 project as a sport, but carries out an evaluation every year to form a comparison between the results before and after the evaluation.

Supervise the implementation of the IMPACT plan.

After training, through the Q12 counselors of various departments, the manager will be urged to hold a IMPACT action plan within the Department, announce the implementation results and announce the implementation of the plan on the Internet.

We should seize the typical exchange experience, advance by advanced, and promote the implementation and implementation in an all-round way.

In short, through the implementation of Q12 in Lenovo Group, it has effectively enhanced the manager's humanistic consciousness and team building ability, strengthened the construction of grass-roots working environment, improved employee engagement, and made positive contributions to Lenovo's excellence from excellence to excellence.