Now many summaries need PPT report. The advantage of PPT is that it is illustrated with pictures and texts, and the multimedia animation is dazzling. As a result, the form of summary is more and more colorful, but what about the content? It's getting harder and harder to write, otherwise at the end of each year, so many people will go online to buy summary templates to deal with it.
If you just change someone else's template and it becomes your own summary, then the natural quality of writing a summary is not high.
To improve the quality of year-end summary, the most important thing is not where to find and beautify the template, but to think clearly about these problems.
First of all, make it clear who you want to report: who do you want to report to?
Writing a work summary internally may be to report to the immediate leader, or you may help the leader to write a summary material to the leader at the next higher level;
Write a work summary to the outside world, perhaps to the competent department, perhaps to external experts, perhaps to the service customers.
These occasions have very different requirements for work summary, writing style, materials and framework.
Many people are used to copying and pasting when writing a summary, but can they copy and paste casually for different reporting objects?
If you write report materials to different people, you should learn to think from their perspective and refine the materials from the height they need, so that your year-end summary PPT can be targeted.
Second, clear your own level: what is the focus of your summary?
It is not enough to know the object of work report, but also to know your own level, and then determine the type of report.
Internally, it can be suggested that reports be classified according to basic level, intermediate level and advanced level. The basic level often focuses on collecting materials, the middle level often focuses on refining ideas, and the top level often focuses on proposing visions, which determines that the tone and material selection of your report must be different.
Grassroots write year-end summaries, mostly reporting their own post work. Frankly speaking, that is to say, without hard work, almost all the work is the same, so it is enough to compare the weight. One disadvantage of this is that the work summary is getting thicker and thicker, but in the eyes of leaders, whoever writes a thick work summary will do more. In fact, this also makes sense-if you don't pay attention to accumulating and collecting materials at ordinary times, where can you write a thick summary of the materials?
Grassroots units should dare to write a thin year-end summary, either their work performance is too excellent, or there is really nothing to write about, or the unit is a formalist. Who do you think you are?
But writing a middle-level summary is more demanding on yourself. It is not enough to keep a running account, but also to be able to summarize and refine it. Generally speaking, the middle level should put forward the working ideas of this department in the coming year on the basis of business analysis in the previous stage. Not only is there no performance to make up for the bright spot, but it also needs hard work.
What do you think of the market? How high is the goal? Why is this goal appropriate? what are you going to do？ What do colleagues do? Why do we choose to do this? What are the risks? Are you ready for the risk response measures? What if it's not finished?
These problems should be systematically considered in the middle-level report, but in fact, most business analysis reports only have data and no analysis. Everyone spends their energy on sorting out data or beautifying PPT.
As for the high-level summary, more emphasis is placed on strategic planning. Some people will laugh at the lack of vision in high-level pie painting. However, as senior employees, it is a very important measure to boost team morale by repeatedly convincing employees that we have the ability to see the future development prospects and space of the industry and have the confidence to seize the commanding heights of the business. These are not summaries, we should always lead. For the top management, a good summary is not more than who wrote it, but farther than who read it.
Third, clarify the purpose of reporting: Why should I report it?
Even an ordinary work summary has different purposes on different occasions.
If it is a year-end inventory, it may be necessary to sum up the gains and losses of one year and make plans for next year?
If it is a project summary, it may be necessary to predict risks. Think about where you can go to seek countermeasures in case of risk.
If it's a New Year's resolution, your goals should be guaranteed. What resources do you need and where can you get them?
If a work summary is just a work diary, there is really no need to write it. After all, most of the important things you do are known to the leaders. If the leader doesn't know, either your work is not important or your performance is not important.
Wise people not only summarize their work, but also strive for various resources through the opportunity of reporting. After all, work summary is an important weapon for you to communicate with your superiors within the system.
Some friends' work performance is really not good enough. Poor data, unfavorable trend and insufficient performance. Even if there is really nothing, we should try to find out the "local" highlights. Hard work has no credit, poor quality and small quantity; There is no breakthrough depth, there is depth and connotation, and things that can't be seen at the moment; Nothing, then strive for a vision! This year's deficiency is to pave the way for greater progress next year!
In fact, these tricks are just to avoid being hit by the board, and the work can't be satisfactory every time. But if you can sum up your failures and know how to improve your growth, the leader will give you another chance when you play the board.
4. Define the structure of the year-end summary: What kind of framework do you need?
Work summary is strictly forbidden to be formalized or written into a running account. If you write a running account, naturally no one thinks that your work is done well, so you should have a reporting framework.
For example, these two are common:
Or some more general classic framework:
In addition, in China, do leaders prefer to report their thinking point by point or comprehensively? Split in two or grasp the big and put the small? There is really no way to try the structure of "one point and three points", that is, the so-called "one center, three basic points" writing.
But what leaders want to see in the work report is nothing more than two points: either open source or throttling.
If the performance is not good and the open source is incompetent, then talk about how much cost has been saved for the company, and you can also highlight your hard work and overtime in disguise.
Linking the summary directly with the issues that leaders care about at least shows that your existence is still of some value. The general idea of writing reports at the grass-roots level is nothing more than this.
The adjusted report structure is very good. With the help of leaders' cost management thinking and speaking in the language that leaders are familiar with, the relationship between trivial work and important cost control work is effectively explained. This makes use of the power of cost management thinking framework.