Therefore, empowerment should have three important characteristics:
First of all, employees' work is full of internal drive. That is, an employee is capable, enthusiastic about hard work and has excellent resources to complete the work. It can be said that an employee is like a startup company;
Second, leadership and the redefinition of leadership. Leadership is no longer the role of making plans, arranging work and allocating resources, but the symbol of maintaining order, cultural preaching and even spiritual pillar;
Third, cross-border and? Out of control? Become the norm. Organization is no longer the integration of fixed posts, but a large network composed of various tasks, and everyone in the network is there? Out of control? Cross-border development of the United States.
How does HR become an organization? I think the facilitator needs to consider from three aspects:
The first designer of organizational structure
I have always believed that empowerment requires organizations and employees to have corresponding abilities, and the most basic organizational ability is that the organizational structure can match the needs of empowerment.
At present, we are still addicted to the sense of control brought by the bureaucratic structure in the industrial age, and we are unwilling to give up the attractive power in front of us easily, which leads to many changes being left unchecked and turned a blind eye. But the trend has forced us to choose either heaven or hell, so? Division architect? Will it be the future of HR? Authorization? The first duty.
The discussion about the future of organization theory is overwhelming, and its basic point is to transform the traditional process-oriented bureaucratic organization into parallel distributed organization. By breaking organizational boundaries, smoothing the link between enterprises and users, and strengthening the link between employees and goals, the organizational vitality is finally stimulated. Of course, the position of an organization's architect must ultimately be the company's top decision-maker. Many times, HR people will excuse themselves on the pretext that the top decision makers are unwilling to change. But what I want to say is that no matter the top decision-maker remains the same now, it is foreseeable that he will change one day, but at that time, will HR be able to change with him?
Before the organizational structure changes dramatically, I personally think that HR can make tentative changes in some aspects to facilitate the cultivation of internal habits of the organization; Secondly, it can be iterated quickly to meet future needs.
In terms of organizational structure, we can try to turn the original standardized work, or the responsibilities originally assigned to posts, into a project that can be widely participated by employees at different levels. If it can be supplemented by resource support and evaluation criteria at the same time, it will play a greater role in convergence. For example, the attraction and distribution of senior talents has always been the responsibility of the recruitment position of the human resources department. In many cases, it is difficult to meet the urgent needs of organizational development only by recruiting posts. If this job leaves the post and becomes a talent attraction project at the company level, all interested people in the organization can participate, and even some external headhunting resources can be introduced, and the corresponding incentive mechanism and assessment mechanism will be given, will unexpected results be achieved? Furthermore, if this method can be widely implemented in organizations, can it be a powerful supplement to the bureaucratic structure, and will the work results of the project be more satisfactory?
The output platform of the second resource
The basis of stimulating organizational vitality, or the premise of empowering employees, is that employees should have the ability to do their jobs. In traditional organizations, HR will make great efforts to make employees competent. Competency model, learning map, performance evaluation and other tools have become the sword in the hands of HR. Reality is always cruel, even if HR is very skilled in these tools, it always doesn't matter. As far as training a function is concerned, it can be said that the significance is greater than the result, so HR can only moan about the number of trainees, teaching hours, or satisfaction. Looking around, HR people find that this situation can be seen everywhere, and the more professional? Heavy? Barriers, the farther away from the needs of organizations and employees.
In my opinion, HR should not design a set for a certain function? Professional suit? This will make HR a regulator of the planned economy. Even if the plan is scientific, it will never meet the unpredictable demand of the market. Therefore, HR should become the maker of market economy rules and a resource service output platform to meet various market demands. At this time, the more resources the HR platform has, the greater the work value of HR.
Of course, the premise is that HR people must insist? People need self-realization and self-improvement? Human values. In addition, I personally think that it is not necessary to interfere too much with the personal growth of employees, and we can make full use of the technical operation mode of the Internet to provide a large number of alternative resources on the learning platform. Management, culture, life, philosophy, economy, etc. Can become the object of employee choice. Can similar activities be held in daily life? Ted. General activities, I believe, can fundamentally ignite the enthusiasm of employees for learning and growth. Coupled with the slight adjustment of the above organizational structure, I believe? Can't see your hands? Always allocate human resources to the most needed projects reasonably. So is the incentive mechanism. Instead of wasting time and energy thinking about how to give employees more effective incentives, it is better to build a changeable and rich incentive platform, and even introduce some external incentive resources, such as banks guiding credit card points to redeem gifts, so that employees can continuously export the performance and behavior needed by the company, so as to redeem corresponding gifts.
Preachers and defenders of the third culture
Although the market is the most effective way to allocate resources, it occasionally? Failure? , at this time not only need? Visible hands? The wisdom of supervision needs the guidance of values and culture. So, in an empowered enterprise, when it occasionally appears? Failure or rashness? By then, a culture and values that are connected from top to bottom will become an excellent adhesive to help enterprises quickly adjust to the normal track.
Therefore, HR must become a firm cultural preacher and guardian in the enterprise, not only to set an example and be the forerunner of culture, but also to convey the profound connotation of culture through its own enthusiasm and behavior. HR don't equate cultural simplicity with activities, and don't equate culture with? Welfare? Equivalent. In my opinion, it may be a bad thing for employees if there is no cultural pressure on employees and there is no competition full of elimination in the market. Therefore, as an enterprise responsible for employees, performance should be the supreme goal. Only by constantly letting employees improve their ability, export their performance and take responsibility, and at the same time try to avoid their worries, is the best way.
I believe that in an elastic organization, a good culture guided by great goals should have the following characteristics:
Everyone has the ability, responsibility and resources to undertake performance, and everyone should be as full of entrepreneurial passion as the company;
Don't take information seriously as a scarce product. Whether it is good or bad, it needs to be shared with all employees, but the scope of * * * can be limited internally;
Leaders become guides and motivators, and through resource output and logistics support, employees are more brave in charging for customer needs;
Ubiquitous cooperation, trust and links will infinitely reduce the important role of heroes. Through the amplifier of the organization, every member of the team will safely give his back to his teammates and concentrate on exerting his strengths.
This requires HR people to work more carefully, pay more attention to efficiency and emphasize methods. HR can constantly calibrate the internal atmosphere through discussions, meetings, interviews, surveys, activities and systems. , find the best balance between organizations and individuals, and enhance the value of the platform through a win-win situation for all parties on the platform.
Can HR do the same for himself? Empowerment? Think deeply. Personally, HR people need to learn more from this. Philosophy and psychology? Level to explore the answer to the question.
The first is to find the ultimate value of work. This is a cliche and a topic of different opinions. In the last article, I have elaborated on the value of HR work in my heart. Here I want to emphasize once again that I have always compared the work of HR to family rearing, and its sense of accomplishment and value lies in watching children make continuous progress and thrive. At home, even a little change and achievement of children will make us excited as parents. At this time, the fatigue and grievances of work will disappear in front of the bright smiles of children, and the ultimate value of HR work lies in this. If you can take helping organizations and others grow as the meaning of your work, you will gain stronger internal motivation in your work. At this time, the meager salary may touch your heartstrings, but it will never make you lose your enthusiasm and motivation for work.
The second is to have the ability of continuous learning. HR is a profession whose knowledge depreciates too quickly, especially the drastic change of external technical environment will greatly affect the development of HR work content. Therefore, if HR does not keep enough curiosity and enthusiasm for exploring the outside world, it will soon not understand the world. Therefore, HR must have the idea of embracing the future and the ability to keep learning. This kind of learning is not only to master knowledge, but more importantly, to enhance the insight into the environment and broaden their horizons and patterns. Therefore, we can learn from books, experts and employees. Anything that helps us to change, grow and understand the world should be studied. Only by constantly breaking through the limits can we have ourselves? Empowerment? To adapt to the future? Empowerment? This world.
The third is to update your way of thinking at any time. The way of thinking contains philosophical meaning and is closely related to psychology. The so-called way of thinking is the angle, method and system that you look at the world and think about problems. Interestingly, different cultural backgrounds, different discipline systems and even different growth environments will unconsciously shape our way of thinking. Many times, HR is trapped in its own way of thinking when carrying out its work. This is the master David juric (David? From outside to inside? In essence, it still guides HR to update its way of thinking. Therefore, we should not only better equip the organization? Empowerment? At the same time, we need to update our way of thinking iteratively from time to time, just like patching a system. This requires us to reflect on everything from beginning to end, to achieve mastery, seemingly simple, but it takes us a lifetime to constantly improve.
I have always believed that in an unpredictable business environment, human resource management will be everywhere in the organization. So, the road ahead appeared. The only thing we need to do is to seize the opportunity and change ourselves. With keen insight, excellent leadership and continuous learning, we can build trust, promote change, enhance organizational ability and enhance our own ability. Come on HR!