Reflections on the working ability of employees.
In enterprises, how leading cadres guide and train employees is a very important link to determine whether employees can improve their ability. It is very important for the development of employees to be reflected in the improvement of their abilities. Only with the continuous improvement of employees' ability can we create value for the enterprise and develop. In the modern society in the era of knowledge economy, this is particularly important, because employees know that if their abilities are not improved in the enterprise, even if they get more in other aspects, they cannot guarantee themselves a long-term development opportunity in the future. In this sense, development lies in whether the ability has been improved. This is closely related to how we train leading cadres, and even plays a decisive role.
At present, the excellent performance management mode adopted by world famous enterprises is mainly the management mode of "strengthening enterprise process management". According to the standard of excellent performance, this process can be divided into "value creation process" and "support process". The process of value creation is "the process of directly producing results"; The supporting process is "the process of supporting related results". One thing employees do is "the process of value creation", and the job of leaders is to find and solve the problems existing in the process of value creation of subordinates and give timely guidance. For subordinates, the problem solving of leading cadres is a supporting process. The job orientation of leading cadres lies in teaching employees to constantly find problems, analyze and judge problems and finally solve them in the process of achieving specific goals.
This shows the importance of the process. At the same time, there is a causal relationship between process and result, the goal is input, the working process is cause, and the result is output. Talking about work means talking about process and operation. If the goal is regarded as work, then the work is superficial, and talking about the result is not positioning work. Without a career, how can it be fruitful? If we don't know the reason when we start working, the work will lack maneuverability and finally get no results. Therefore, in a sense, the leader's "support process" must fall on the employee's "value creation process", that is to say, we must first find out the employees' problems in the "value creation process" and then solve the problems, otherwise the leader's work will be mixed with his subordinates instead of performing his duties, so that if the subordinates' problems are not really solved, new or more problems will appear and their abilities will not be improved.
Since the process is so important, in order to improve the ability of employees, leading cadres must attach importance to the process and exercise and improve the ability of employees step by step in the process. This is undoubtedly the only way to improve the ability of employees.
So in what ways can employees improve their abilities? How do leading cadres operate? Here, combined with my own management experience, I simply explain this as follows, and exchange ideas with you.
When leading cadres assign tasks to employees, their different attitudes towards the process will often lead to three different results, which will have completely different consequences for the improvement of employees' ability. Here, taking the training work as an example, it is briefly described as follows (any work can be operated according to this mode):
This is a task if the company wants to hold training for key employees in the market. Generally speaking, in the specific operation of this work, according to the big process of training management, there are four steps: training demand investigation and analysis, training plan planning, training organization and implementation, and training effect evaluation. For each big step, it is divided into many small processes: for example, for "training demand analysis", we should consider the object of demand investigation, the content and method of investigation, how to analyze it, and submit an analysis summary report. For "planning training plan", we should consider training objectives, training time and place, training content and methods, training courses and lecturers. However, every small process can be subdivided into many smaller work programs. For example, in the selection of training methods for "planning training projects", there may be many operational methods according to the different training contents, such as case teaching method, brainstorming method, role-playing method and so on. In each specific way and method, there are considerations about how to operate, including operation time, scene and required equipment. ...
In this way, in every job, around the process, you can first determine the big process. There are many small processes in the big process, and each small process can be divided into smaller processes, and the smaller processes can be subdivided. Only through this subdivision can we ensure the smooth development of this work and achieve good results.