First, use employees who can perform.
For a marketer, business knowledge does not mean his ability, but his awareness of customer service and so on. Whether employees' ability level can be brought into full play determines their investment level, which is influenced by two factors: the requirements of enterprises for employees and the resources provided by enterprises for employees. Therefore, enterprises should make full use of and give full play to the interests, hobbies, specialties and personalities of each employee, arrange them in appropriate posts according to the requirements of post responsibilities, assign reasonable tasks and provide appropriate means of production and support, which will directly stimulate the enthusiasm of employees.
Second, let employees participate.
In order to be effective in the market, enterprises must have a clear strategic plan and plan flexibly when the situation changes. Planning means opportunities for enterprises, but it seems to mean destruction for employees. Because there are reciprocal obligations and commitments (both publicly described and implicitly undeclared) between employees and enterprises, these obligations and commitments define their relationship, and changes in enterprises, whether active or passive, whether right or wrong, have changed the content of the agreement. If the enterprise does not allow employees to participate in the formulation of new measures, employees will not be able to understand the intention of change, and the measures for change will be difficult for employees to accept. Therefore, only by participating, employees can easily accept it. Moreover, employees often know the crux of the problem, the methods of improvement and the ideas of customers best. When there is an emergency at work, they will make some maneuvers according to the overall situation. Moreover, I was deeply impressed by the strategic plan I participated in, and my consciousness and consciousness of implementation were greatly enhanced, which improved my work efficiency.
Third, establish an incentive and restraint mechanism.
The so-called motivation means that people follow the law of human behavior, use material and combined means, and adopt multi-channel and multi-level methods to stimulate the initiative and creativity of subordinates to the maximum extent, thus ensuring the realization of organizational goals. According to Maslow's hierarchy of needs, people have five needs: physiological needs, security needs, social needs, respect needs and self-realization needs. People's demand structure is not only hierarchical, but also gradual, positive, different and exceptional. Enterprises should implement different incentive policies and adopt different incentive means, methods and skills according to employees in different stages, departments and positions.
At the same time, any incentive measures may lead to various behaviors of employees, but some behaviors are not expected by enterprises. Therefore, on the basis of supporting incentive mechanism, a reasonable restraint mechanism should be established. Otherwise, employees only want to get benefits, and their behavior will deviate from the organizational goals. The generation and cultivation of executive power is based on the realistic incentive and restraint mechanism. Without a good incentive and restraint mechanism, there is definitely no execution.
Fourth, establish a perfect employee training system.
In the era of knowledge economy, the skills and knowledge needed in work are accelerating. Only by continuous learning can we improve our adaptability to society and thus improve our execution. The employment behavior of "only using without charging" is the destruction of the sustainable competitiveness of enterprises. Therefore, enterprises must establish a systematic and scientific training system to maintain the development of employees. Only effective training can enable employees to effectively implement corporate strategies.
Siemens has been pursuing the idea that "people's ability can be improved through continuous training" and has formed a unique training system. First, training new employees to ensure that employees have a high technical level and literacy as soon as they formally enter the company, laying a solid foundation for the long-term development of the enterprise; The second is on-the-job training, which mainly includes business, system and skills training. On the one hand, it reserves a lot for the company, on the other hand, the development and progress of employees themselves has become an important indicator for them to measure the quality of work and life.
Verb (abbreviation of verb) establishes a timely follow-up mechanism.
A good strategic plan made by an enterprise is not omnipotent, and it may not guarantee the realization of the goal, because the implementation of the strategic goal is a long and complicated process, which needs constant follow-up. It is necessary to consider all possible factors, required and expected returns, and evaluate employees in all aspects according to indicators such as achievement rate and productivity, and encourage them to constantly reflect.
There are two types of follow-up: first, follow-up in advance, and warn employees in advance when potential risks are discovered. The second is to follow up in the process, find solutions after finding problems in the task, and let the employees' work return to the right track. The third is to follow up afterwards, find out the reasons after the problems appear, and provide remedial suggestions and specific measures to prevent employees from making the same mistakes again in the future. It is an important control measure to improve employees' execution by following up and sending a signal to urge employees to take action and ensure the coordination and synchronization of work.