1, organization design
The word organizational development and design is familiar to everyone, but the difficulty lies in how to design the organizational structure to maintain sufficient flexibility under the new normal. In the face of complex external environmental changes, it can maintain its agile response and make it not rigid. As we all know, the VUCA era is full of uncertainty and ambiguity. If the internal organization is rigid, there is no way to improvise, which is reflected in the organizational design. One of the biggest challenges is how to deal with the emergence of such small organizations and teams and keep the organization agile enough. Once the external environment changes, there will always be some parts that can react quickly. As we all know, the strategy determines the organization, but a very big problem faced by enterprises in China today is that it is the organizational structure strategy that is difficult to match. Many enterprises still maintain the organizational form of 20 years ago, but the strategy is already this year's strategy. If we want to carry out structural adjustment within the organization, it will affect the whole body, especially when the scale of the enterprise has reached thousands or even tens of thousands of people. Adjusting the organizational structure is really a laborious task.
For example, the organizational structure of many real estate companies is composed of several small teams with special tasks, which are called micro-teams internally. Deploy people from within the organization to tackle a project, and after solving external problems, the micro-team members will return to their own systems, which saves a lot of trouble and is very efficient in solving problems. This kind of micro-team organization maintains the agility within the organization, and can respond as quickly as possible once problems arise. This needs to be carefully considered when designing the organizational structure.
2. Corporate culture
Corporate culture is familiar to everyone, but sometimes it is just a slogan on the wall. From the perspective of a start-up, the establishment of corporate culture is actually closely related to the core values of the founders and the ideas they advocate. In a sense, the corporate culture of a startup company is the boss's core values, but with the development of the enterprise, its culture and system have matured, and what HR system needs to do is to spread and consolidate. To know that culture is not static, it may restrict the development of the organization to a certain extent. What do employees in the Y era value most now? First, develop the platform, and then the working state-they work to be happy, and if they are unhappy, they will go to the outside world tomorrow. If your corporate culture emphasizes management thinking, such people can't keep your business. If you want to see how important corporate culture is to employee retention, you can study Google.
The author once applied for Google, and people who are employers' brands in their company complained to me that Facebook had a great influence on Google's talents. Later, I helped him analyze and diagnose the reasons why these people went to Facebook. They said they would go to Facebook because the environment there is cool, the environment is cooler and the pace is faster. In our opinion, Google is a very innovative and dynamic company. After more than ten years of development, it has become a very large company. When the company is big, bureaucratic diseases may occur and the organizational response speed will slow down. What creative employees hate most is the constraints brought by organizational structure and culture. He wants to go to a cooler environment and an entrepreneurial platform with enough room for development. At this time, it is particularly important for Google to make itself into countless micro-entrepreneurial teams. Therefore, after the enterprise develops to a certain stage, the culture needs to be reshaped. You know, HR's task is not only to spread organizational culture, but also to reshape organizational culture.
3. Design thinking
In R&D teams and technical teams, it is usually considered very important to have design thinking. Because they want to innovate and design new things, but why is this important to HR?
Employees in the y era should be happy at work. They are a generation that attaches great importance to employee experience. Employee experience includes two levels: the first level is hardware. Didi, one of the domestic internet companies, has lovely hardware decoration, internetization and full local functions of fitness and leisure. However, the experience depends not only on the hardware, but also on the software, including the attendance system, reimbursement system and fake attendance system used by employees. Whether it is a bad system or a quick response system, it is also an important part of the employee experience. The software level also includes the employee development design felt in the enterprise. Whether all the designs, processes and mechanisms are for controlling employees or developing employees is a more important employee experience and needs to be designed. And this kind of design not only needs professional ability, but also needs some information technology to complete.
4. Digitization Digitization Digitization Digitization
This is an era of digital change, and digital HR is everywhere. Everyone has been talking about big data in the past two years. Many people mistakenly think that only product R&D and designers need to pay attention to this matter, which has nothing to do with HR, but human resources have entered the era of big data. If your enterprise does not have a digital management system, it will be difficult to collect data. Without big data, what about big data analysis?
All along, human resources departments are organized and designed according to functional departments. However, this also has disadvantages. Many HR departments lack effective coordination and it is difficult to play the value of integration. At the same time, the talent data among employees can not be effectively integrated, and there are different information islands, which seriously affects the possibility of comprehensive evaluation and development of a person or team. If the selection, use, education and retention data of enterprise talents are separated from each other, it will lead to the embarrassing problem that key talents cannot be tracked and managed in an integrated way. So we need to break through these barriers and integrate all the data around each talent.
What big data brings to HR is not so much the improvement of tools as the change of thinking. In this change, HR should not only break away from the existing framework and tools, but also see the variables that have never been concerned before from a more comprehensive perspective, grasp individuals and organizations more deeply from the aspects of psychology, organizational behavior and management, observe real problems, touch the deeper essence, put forward more scientific assumptions, gain a deep insight into technology and mathematics, and understand what goals technology and data can help us achieve.
5, talent data analysis
In the past, when we were doing talent data analysis, we used simple statistical data, such as personnel structure, the proportion of different education, the proportion of different ages, the proportion of gender and so on. But these data are far from enough. The analysis we need to do now is: What kind of talents are more likely to become high-performance talents when they arrive at the company? What are the genes of high-performance talents? We can do correlation analysis through big data. Big data analysis is not causality, but correlation, because causality is too difficult to define. For example, medicine is the most typical study of causality. Knowing the pathology and etiology, we can develop corresponding drugs. It is very expensive for pharmaceutical companies to sell new drugs in the market because they invest billions of dollars every year to determine these causal relationships, and it takes a long time. General new drug research and development needs 10-20 years.
But this is the era of VUCA. Who wants to take the time to wait? So we need to find the correlation. When this phenomenon appears, that phenomenon will also appear. We just need to know the correlation. Talent data and big data have come to real life, but let's not talk about big data. Let's integrate talent-related data first. You must ensure that the data is not an island. Some data is on this table and some is on that table. It is very difficult to associate performance data with basic talent data, and it is difficult to complete without information system.
6. Agile learning
A few days ago, when our team was sorting out the team quality model, there was a quality item that no one wanted to give up. This project is called "agile lifelong learning". Because this is too important for everyone, the outside world is changing too fast, and only by continuous learning can we keep up. Everyone hopes that every employee can learn quickly, but how to design the learning experience and learning content of employees is an important topic that needs to be studied within the enterprise.
Every organization needs a platform for employees to customize their learning path anytime and anywhere according to their career development plan, monitor their learning process, and even conduct fragmented learning anytime and anywhere in this process, and be able to play games. For example, our company's internal learning platform has a mechanism for clearing points and a path for promotion. After completing a certain course, we can challenge this and take it to a higher level. Pass the exam, study and effect evaluation. We don't need to force employees to learn, employees will complete this path. So our learning platform can be called "agile", and many people will spend a lot of time studying on the subway. If our study becomes such a product, we will push some information to you anytime and anywhere. Fragmented knowledge points and video courses are important designs to ensure employees' agile learning.
7. dating
Employee engagement is a topic that every manager cares about. Gallup's annual analysis found that all bosses in China complained that their employees were not dedicated enough. Both engagement and loyalty are related to engagement, which is a global concern. In the past, Chinese enterprises did an engagement survey once a year, and even some enterprises could not do it in one year.
Explaining "engagement survey" in vernacular is: Are your employees engaged in their jobs in the enterprise? Does he have a high degree of recognition for the organization? Have you always been in a state of spontaneous motivation in the enterprise? These are all professional fields. There are many factors that affect employee engagement, such as the maturity of managers and the openness of corporate culture, which are also related to employees' own characteristics. One of the most important engagement surveys is the organizational climate survey. What is the organizational atmosphere and culture? Are employees willing to participate in the working atmosphere? Engagement survey is very helpful to reshape the focus of organizational management, so we encourage you to investigate and master the engagement of employees every year. If it is not high enough, what are the reasons?
In the digital age, engagement can break through information technology and ensure that managers and enterprises can always pay attention to employee engagement. Even if you do an engagement survey once a year, some people may run away because of their low engagement.
What enterprises should emphasize now is the word "collaboration". For example, the company is using the tita internal collaboration system, and has recently launched many functions. If I assign a task to a subordinate, he will update the progress in the system at any time after completing the task, and I will know that as his manager, I can give him feedback in time, without waiting until the end of the year to give him an evaluation, and I can also give him a red envelope as a reward. Therefore, from next year, managers need an extra budget-money for giving red envelopes to employees. How do employees feel? Although the boss is very busy, he is very concerned about me. Once you find a friend whose morale is a little low recently, you should give a few words of encouragement, clap your shoulders and send a red envelope. This is a form. Essentially, I found him in a low state. I was very active on tita before, but not very active recently. I can talk to him about the reason. In this way, everything becomes timely, and the employee engagement of such an organization will definitely be higher than the year-end assessment.