On the personal level, dedication is "willing to publicize, keep people and contribute", and dedicated employees who can have fun in their work are "happy employees"; On the organizational level, dedication is how to provide soil for the seeds of employee dedication, that is, "happy management". How can enterprises cultivate external "soil" and let the "seeds" contributed by employees take root? Excellent employers such as Sophie Semiconductor, Lee Kum Kee of Korea and DHL gave us a good explanation.
In China, from "Dedication to the Music Group" and "Dedication to Doing Things" (Zhu) in The Book of Rites to "Respect for Deacons", "Respect for Thinking about Things" and "Respect for Self-cultivation" in Confucianism, all the thoughts of "Dedication" shine. Rulers in history also supported the implementation of professionalization through the moral norms of benevolence, harmony, faithfulness and virtue in traditional culture.
In the west, James H. Robbins wrote in his book Dedication: "We appreciate those who are passionate about their work, those who regard the struggle in their work as the joy and glory of life", "Success depends not so much on people's talent as on their enthusiasm"; Harold also pointed out in "Diligence and Dedication": "In a company, people without outstanding talents can easily be promoted. Only by diligent efforts, skilled talents will have more development opportunities and will be recognized by more people. " With the continuous progress of western management ideas, managers pay more and more attention to the "dedication" of employees.
The professionalism of the East and the West includes two levels-personal level and organizational level. In China's traditional culture, dedication emphasizes self-cultivation at the individual level and protection of people's livelihood through moral norms at the national level; In western culture, dedication emphasizes a kind of professionalism at the individual level, while at the organizational level, it focuses on how managers inspire employees' professionalism. If the degree of personal dedication is compared to a seed rooted in the individual's heart, then the degree of organizational dedication is the soil on which this seed depends for survival and development.
On this basis, we have re-recognized "dedication", "happy management" and "happy employees":
L On the personal level, dedication is "willing to publicize, willing to stay and willing to contribute", which is the most essential expression of the healthy growth of the seeds of dedication in the hearts of employees. Dedicated employees who can have fun at work are "happy employees";
L At the organizational level, dedication is how to provide soil for employees' dedication, that is, through effective management (including processes, systems and concepts), to create an atmosphere in which employees are willing to publicize, stay and contribute, that is, "happy management";
L Whether it is "seed" or "soil", the most important thing is "happiness". Employee participation is a heartfelt, voluntary and active performance. One of the most important responsibilities of an organization is to provide rich soil for employee engagement and achieve a win-win situation between the organization and employees.
Then, how can enterprises create the atmosphere and soil of "happy enterprise" through ideas, systems and management, so that employees can truly become dedicated "happy employees"? In Aon Hewitt's survey of the best employers in China in 2007, the characteristics and practices of the best employers can bring some enlightenment.
What is a "happy enterprise"
Aon Hewitt Company's Best Employer Survey (engagement survey) evaluates enterprises from the perspective of employees. In 2007, 54 enterprises in China * * * have/kloc-0 participated in the survey, and 33,000 employees filled out the questionnaire, representing the views and opinions of more than 55,000 employees. The results show that the best employers in China in 2007 have the following characteristics:
● Commitment of the leadership
● Strong employer brand
● Unique high-performance culture
● Match personnel management operations.
The process of cultivating dedicated employees is top-down, starting from the commitment and strategy of the company's leadership, and gradually infiltrating into the practice of employer brand, performance culture and personnel management and operation. The four characteristics of the best employer are closely related. * * * determines the employee engagement, and the employee engagement realizes the achievement of the company's performance and the improvement of management.
How to become the "best employer"
The internal drivers that make the best employers stand out are as follows:
Commitment of the leadership
Compared with other companies, the score of the best employer is 73%. As the human resources director of Sophie Semiconductor Co., Ltd., the best employer in China in 2007, said, Sophie's success "is not only due to the leadership team of Qi Xin, but also to the very dedicated employees. We firmly believe that happy employees can become dedicated employees. " Therefore, high-level attention is the premise.
The top management of the company that attaches importance to employee engagement will have the following specific measures: the leaders of the best employers have more humanistic care for employees and regard this as part of their employer brand. Attach great importance to ethics and strive to create a working atmosphere that advocates learning; Take employee engagement as the most important factor for CEO, and take employee engagement as an indicator of enterprise performance appraisal.
Strong employer brand
Compared with other companies, the best employers pay more attention to their employer brand image and strive to maintain brand consistency in personnel management.
Unique high performance culture
The best employers pay more attention to the influence of positive cultural factors on employees' internal potential in cultural shaping. The best employers will pay more attention to the value of employees (regard employees as corporate wealth), pay attention to the work/life balance of employees, pay attention to cultivating employees' sense of work achievement, and recognize employees more.
Sophie's happy culture. Sophie Semiconductor is the largest high-tech multinational company in the world, specializing in providing flash memory solutions. In order to create a "happy culture like a big family" in the company, Sophie not only provides employees with a good employee welfare plan (housing subsidies to compensate for mortgage interest, and medical insurance covers more children and pregnant women), but also sets up a company clinic (with a 24-hour full-time doctor) to launch a "caring" action for employees (employees voluntarily join the action, and all volunteers will donate money to employees or their families when employees are sick). Other facilities (library, indoor basketball court, football field, indoor badminton court, tennis court, coffee shop, etc.). ) is specially set up for employees, providing convenience for office employees' physical exercise and eye protection activities, and showing humanistic care in details.
Employee recognition program. South Lee Kum Kee is a wholly-owned subsidiary of Hong Kong Lee Kum Kee Group, a century-old national enterprise, specializing in the research and development and sales of Chinese herbal health products. Its high employee participation is inseparable from the company's efforts to promote the recognition of employee plans. Contrary to most managers' stingy praise of employees, South Lee Kum Kee believes that recognition is a better way to motivate employees. Senior management practices the value of "thinking for others", that is, "not only should we think and look at things from the other side's perspective, but also fully consider the other side's feelings" (Li Huisen, South Korea's Lee Kum Kee at the helm). Under this core concept, South Li Jin completely subverts the usual "triangular pyramid" structure of "boss, management, employees and customers", putting customers at the top, followed by employees, management and the boss at the bottom. At the same time, South Lee Kum Kee also implemented employee recognition for line managers, trying to incorporate employee recognition records of the past quarter into managers' performance appraisal, so as to formulate specific recognition criteria and conduct them once a quarter.
Matching personnel management operations
The "extreme communication" policy of the best employers in China in 2007 and DHL's employee training plan are good examples.
Sophie semiconductor's "extreme communication" policy: every other Friday at 3: 30 pm is the company's "general manager reception day" In the conference room of Sophie Semiconductor Company, the general manager and 20 randomly selected employees-general operators, department assistants or supervisors-sat down around the table to answer their questions. No matter how big these problems are-for example, "Will Sophie introduce new flash memory technology?" No matter how trivial these questions are-such as "it's time to change the action of exercise during recess." Even a department "it is difficult for single male employees to go out to meet girls because of work reasons. Can you help them organize social activities with many departments of single girls?" . In Sophie, this policy has become a good opportunity for employees to express the most common and daily problems.
DHL employee training program: DHL is a global leader in express delivery, intercontinental transportation and air freight, and has long been committed to becoming the "best employer" in the eyes of employees. The company has prepared complete training and development courses for employees of different positions, levels and stages of development. DHL's investment in training accounts for 4% of the labor cost every year, and each employee enjoys more than 50 hours of training time every year on average. These figures are the highest in the industry. At the same time, the company provides many overseas study and work opportunities for outstanding employees every year, creating greater personal development space for them. In the training and reserve of logistics talents, DHL's more advanced investment is to set up DHL Logistics Management College in Shanghai to provide employees and customers with professional knowledge training in logistics and supply chain management. From June 5438 to October 2005, 2000 employees received training here, which not only improved their professional quality, but also further broadened their horizons.
(This article has been published in the June 2008 issue of pku business review).