We believe that the source power of an enterprise refers to the internal power derived from the self-development, self-perfection, self-transcendence and independent innovation of the enterprise, which is the engine of the enterprise's sustainable operation and the foundation of evergreen. The source power of enterprise development comes from the continuous growth of self, the continuous creation of value and the overall development of the team. As an objective existence, enterprise source power has the following four characteristics: self-nature, which is the inherent requirement of enterprise development and employee growth and has strong vitality; Sustainability-it provides a continuous source of strength and has strong endurance; Mass-embodies the collective will of the team and has strong cohesion; Innovation-can keep pace with the times, self-renewal and strong creativity.
The reasons that affect the source power of enterprises at present
At the enterprise level, under the environment of rapid growth of enterprise scale and rapid change of market environment, there is insufficient preparation for imminent changes and insufficient innovation in growth mode and path; In management, "only assessment indicators" are subordinate, lacking comprehensive management means and power generation mechanism; Between leading cadres and employees, between employees and employees, there are more work exchanges and less exchange of ideas; There are many tasks arranged and few ideas put forward, and the spirit of unity and hard work and sharing weal and woe in the early days of the company's establishment has weakened.
The rapid development and good performance of enterprises at the employee level make some employees blindly confident and strategically fail to see the development, progress and growth of competitors. Some people are blind and arrogant, lacking a sense of urgency and crisis. When the team spirit is weakened, when arranging work and solving problems, the first consideration is the unit or department, not the overall situation. Lack of service awareness, not really considering and dealing with problems, formulating rules and regulations and improving workflow from the perspective of customers, grassroots or frontline employees; Didn't really focus on promoting market development.
At the social level, some unhealthy trends in society are popular in enterprises, such as extravagance, spending a lot of money, losing the spirit of fighting, and not being able to do work without sending a car; There are many comparisons, such as better houses, better cars and better office buildings.
Main measures for enterprises to enhance their source power
Guide people with correct goals, form a humanized management mechanism, and Qi Xin will work together to produce centripetal force.
In the final analysis, the source force is a human problem. To solve these problems, we must establish a learning organization to improve the quality of all employees, especially the ability of top managers to control the overall situation and their management level, innovation ability and management art, and improve the lifelong learning ability and knowledge management ability of all employees. The comprehensive quality of employees has improved and the core competitiveness has come out. The ideal state of management is employee autonomy, that is, self-learning, self-management and independent innovation. They actively encourage innovation, realize the collection, management, application, transformation and sharing of knowledge, internalize knowledge into ability, promote business, service and management innovation with knowledge innovation, and ensure the simultaneous improvement of employees' personal quality and company's operational performance.
How to guide employees to start businesses under a common banner with strategic goals has become an urgent problem to be solved at that time. As an industry leader, we should adhere to the management concept of "managing the present with the future and ensuring the future with the present", be in line with the world's first-class standards, face the international and domestic markets, actively meet the challenges, often describe the company's future development vision through facts, increase the determination and confidence of employees, and gradually establish an enterprise's initiative, market-driven, environment-driven and government-driven operating mechanism, so that enterprises can operate in accordance with the inherent laws of the market economy to a greater extent.
Science and scientific process are the source of power for the smooth operation of human resources and the fundamental way to improve efficiency. Starting with institutional innovation, we should reform the original business philosophy, operation mode and organizational process, establish market-oriented organizational structure, business process, management system and enterprise operation mechanism, adhere to the principle of "managing people according to the system, doing things according to the system, and speaking with numbers", and rely on the power of the system to establish an internal "microcirculation system" that adapts to the development and changes of the external environment, so as to flatten the management structure of enterprises from the original pyramid "A" structure. Overcome the inertia of the existing organizational management system, straighten out the workflow, update the concept of employees, improve the operational efficiency of the whole enterprise, and ensure that the enterprise gradually enters a stable and sustainable development.
A benign track of development. Through the reorganization and transformation of enterprises, the purpose of efficient operation is achieved.
Management Humanized enterprise management should always pay attention to enterprise goals and development, care about the interests and growth of employees, and realize the common growth of enterprises and employees. Sustainable development is the foundation of enterprises and the interests of employees. Mobile enterprises are talent-intensive and knowledge-intensive enterprises, with high comprehensive quality and deep psychological needs. We should not only put employees in our hearts, let them truly feel the respect from the heart, but also create a psychological environment that can promote employees' progress and stimulate their high-level needs. It is necessary to set up the general manager's mailbox and online communication to facilitate the interaction and communication between employees and employees at all levels and tear down the "invisible wall" within the enterprise. Enterprises at all levels should strengthen the construction of leading bodies, be strict with themselves, take the lead in setting an example, safeguard the rights and interests of employees and increase the affinity and cohesion of enterprises. We should take the initiative to change management into service, develop human resources, organize and continuously carry out various forms of labor competition, rationalization proposals and technological innovation activities, strengthen democratic management, carry out a series of fruitful innovation activities, create a positive employment mechanism and talent growth environment, turn the advantages of human resources into intellectual advantages, effectively gather the wisdom and talents of all employees, give full play to their creativity and enthusiasm, and enable employees to realize their own life value while creating wealth for the enterprise and society, thus realizing the benign nature of the enterprise. By selecting trees and cultivating typical figures of enterprises, the corporate mission, corporate values and entrepreneurial spirit are gradually rooted in the hearts of the people. Everyone thinks and works in one place, and the cohesion of enterprises is constantly enhanced.
Encourage people with competitive mechanism, cultivate employees' professionalism, and stimulate creativity with vitality.
In a state-controlled listed company and basic telecom operation enterprise, only the spirit of ownership is not enough to promote the sound and rapid development of the enterprise and the preservation and appreciation of state-owned assets, but also the professionalism derived from the necessary professionalism and skills to achieve these goals; Every employee of China Mobile should be an excellent and professional expert and professional manager. Every China mobile team should be an introspective, high-performance learning organization and innovative team; As one of the driving forces for the internal growth of enterprises, professionalism is like an engine, which drives employees to strive for innovation, constantly improve "CQ" and realize personal value in their career of growing together with enterprises.
Professionalism is closely related to people's professional activities and has its own professional characteristics. It contains many elements such as professional ideal, professional attitude, professional responsibility, professional skills, professional discipline, professional conscience, professional reputation, professional style and so on, and expresses an attitude towards work and society. The code of conduct that people need to abide by in social activities constitutes professional accomplishment. Just like there is no perpetual motion machine in the world, the source power of enterprise development can only come from the energy generated by the enterprise itself and the "hematopoietic" mechanism, which not only requires employee autonomy under the guidance of professionalism, but also automatically forms an orderly organizational system according to some tacit rules.
We should abandon the simple "KPI" assessment model in the past, follow the principles of "clear positions, differentiated incentives, comprehensive assessment, and transparent rewards and punishments", and make overall plans based on people, so as to form a distinctive post competition system, performance appraisal system and salary system full of humanistic care, and provide a good platform for employees to realize their values. This series of systems advocates the professionalism of dedication, hard work, teamwork, pragmatic innovation, Excellence, perseverance and firm belief, which enhances the vitality of enterprises and stimulates the creativity of employees.
Clear posts, strengthen post management from the aspects of employees' appointment, due diligence, assessment, promotion, demotion and elimination. In accordance with the requirements of market-oriented operation and international common rules, establish a people-oriented, talent-oriented, talent-oriented, employee mobility mechanism, clarify job responsibilities, quantify job standards, refine job descriptions, determine job responsibilities, clarify job management authority at all levels and implement dynamic management. Actively improve the system of all-staff competition, implement all-staff competition and two-way selection, and promote the optimal allocation of human resources in enterprises. Implement a dynamic waiting system for employees to increase their sense of crisis and urgency.
The scientific evaluation of incentive mechanism by incentive differentiation is the key factor to fully stimulate the vitality of talents. On the basis of "ability-oriented and performance-oriented", we should improve the talent evaluation mechanism oriented by ability and performance and the distribution system centered on post performance. By establishing the competency model of management talents and the evaluation system of senior professionals, we explore different standards of talent evaluation systems and improve the "four-step" evaluation mechanism: first, the performance management office collects the completion of key performance indicators of senior professionals and uniformly calculates the scores of key performance indicators of senior professionals; The second is to realize the diversification of the evaluation subjects of senior talents' work objectives, and implement the joint evaluation of the completion of their work objectives by the leaders and employees of their departments. The third is to strengthen the comprehensive quality assessment of senior talents, which is subdivided into five parts: morality, ability, diligence, performance and honesty. 18 quality requirements. Fourthly, the evaluation results of senior talents are analyzed in detail from the aspects of performance plan completion and comprehensive quality assessment results, and finally the feedback materials of individual annual performance evaluation results are formed. Adhere to the tilt of income distribution to key talents and important positions, and fully reflect the differences in labor, ability and performance.
First of all, we should boldly try a series of institutional innovations and reforms with performance appraisal as the main body, establish a performance appraisal system with strict system, clear responsibilities and strict assessment, and comprehensively implement a three-dimensional and all-round performance appraisal mechanism. According to the development of the enterprise, we constantly revise, improve and innovate, take key performance indicators, work target setting and capacity development plan as the carrier, and scientifically and fairly measure employees' annual work performance through standardization, standardization of operation, transparency of evaluation and quantification of results, and feed it back to employees in time, so as to help employees grasp their own work situation at any time, adjust themselves in time, maintain the best working condition, employees' post working ability and actual contribution, and employees' salary and treatment. Secondly, establish a scientific evaluation system and honor system, scientifically and accurately evaluate the value created by employees, so that their own value can be fully realized. Focus on activating the organization, motivating employees, and on the basis of employee performance appraisal, encourage or punish employees with good or bad work performance mentally or materially. Actively explore the construction of honor management system based on China Mobile's core values, classify the existing honorary titles layer by layer by determining a unified value evaluation standard, and strive to achieve the combination of spiritual rewards and material rewards, long-term incentives and short-term incentives, and employee incentives and leadership incentives, so as to make effective support for enhancing the soft power of enterprises.
The motivation for the continuous growth of reward and punishment transparent enterprises lies in the continuous efforts of employees for enterprise goals. And to make employees work hard for enterprise goals, a basic method is to motivate employees with rewards and punishments. According to the performance appraisal method, we should be open, fair and just, reward the superior and punish the inferior, deepen the reform of distribution system, change the original post skill salary system into post salary system, improve the employee incentive and restraint mechanism, stimulate the employee's innovative spirit, adjust the internal post grade and salary standard, and tilt towards outstanding talents and key positions. In the salary distribution, we should give priority to efficiency and give consideration to fairness, and tilt to key positions with strong market competitiveness and excellent employees with high quality, strong ability and excellent business skills. Promote the socialization of simple labor, and actively promote outsourcing in some extended business areas with clear responsibilities, low requirements for labor skills and market ability. In the reorganization of personnel and posts, employees can find suitable posts, posts can find suitable employees, posts can be easily replaced, and employees' sense of responsibility can be effectively enhanced.
Cultivate people with strategic vision, cultivate an atmosphere of pragmatic innovation and enhance competitiveness with potential.
Telecom enterprises will face a more open and competitive development environment, and market competition will develop in an all-round way, not only domestic enterprises, but also globalization. In the long run, we should take employees as the most important resource of the enterprise, build a "highland of talents", meet more intense market challenges, and devote ourselves to building a professional management talent team, an expert and industry-leading professional talent team, and a dedicated high-quality staff team.
The training system will improve the selection and training mechanism of senior marketing, management, technology and other professionals, improve the links of talent introduction, talent training, talent use and talent retention, and gradually build an expert and industry-leading professional talent team to provide strong talent support and intellectual guarantee for the sustained, rapid and healthy development of enterprises. Through various technical exchanges, business seminars, management consulting and project training, the decision-making ability and management level of the company's employees are improved. Through the practice of multi-post and multi-role, employees have built a professional management talent team.
Talent diversification replaces "official standard" with "talent value standard" and implements post classification and hierarchical management. Pay attention to the scientific rationality of talent allocation, promote the diversification of growth channels, divide employees into three categories: technology, marketing service and professional management, and set senior experts, first-class experts, second-class experts, third-class experts, senior supervisors and supervisors in the corresponding categories to form a job sequence. Encourage employees to achieve job success and open up a "second channel" for all kinds of professional and technical personnel. Employees can not only take the development route of management positions, but also choose the development route of experts, rather than just crossing the "wooden bridge" of management positions. Strengthen the training and management of outstanding professionals, define the positioning and role requirements of senior professionals according to their abilities and performance, give priority to their participation in key projects and important projects of enterprises, provide more opportunities for training, learning and participating in important academic exchanges at home and abroad, and create a good environment to encourage the growth of talents. According to the actual situation of outstanding professionals, actively create conditions conducive to their development, arrange them to important positions at all levels, and dredge the channels for the horizontal development of management talents and professionals. This vertical-promotion and wealth, and strive to be "post experts" and "professional experts"; Horizontal-exchange needed goods, encourage some people to become compound talents, mobilize the enthusiasm of all kinds of talents for career development, and let them give full play to their talents in their respective posts.
Lifelong learning and shaping "learning organization" have always been the direction of enterprises' efforts. Focusing on enhancing employees' professional ability, improving their comprehensive quality level and ensuring the coordinated promotion of all work, we will improve the enthusiasm, initiative and effectiveness of employees' participation in training and strengthen their post adaptability training by improving the management system of education and training, and insisting on the combination of training and assessment and training and use. According to the job description of each post and the requirements of different posts and levels, in-depth job training is carried out. When the company introduces new business types, develops new value-added projects and implements new market strategies, it actively predicts the training needs and conducts business skills training in advance. On the basis of carefully designing employees' career, grasp the education and training needs of employees in different positions and different development stages, highlight personalized training, and formulate the company's education and training plan accordingly, and carry out employee education and training in a targeted, systematic and strategic manner. At the same time, we will vigorously promote lectures, seminars, online education, outward bound training and other training forms to stimulate employees' enthusiasm for learning, encourage employees to improve their overall quality through various learning channels, truly improve employees' quality and personal value and the company's operational performance, and realize the company's transformation into a learning enterprise.
This humanistic care, professional dedication and pragmatic humanistic management mode of enterprise value orientation urge enterprises to establish a humanistic management system of self-sufficiency, self-control, self-development and self-improvement, stimulate employees' creativity and enhance enterprise cohesion, which not only realizes the rational allocation of enterprise resources, improves the self-controlled network, creates a team of talents who can fight particularly well, forms a distinctive corporate culture, builds a well-known strong brand, and promotes the enterprise to be superior and refined. All these are integrated into every employee with the development of the enterprise, thus forming the cultural gene of the enterprise. Their essence, flowing in the blood of a certain movement, constitutes the source power of the enterprise.