Summary is a booster for progress, if there is no summary, there is no precipitation, there is no precipitation, there is no growth. I often see that some people have been busy and fulfilling, but they find that their growth is slow. In fact, there will be a cycle of our growth, and it will not be a straight line, our growth is more like a parabola, and it will be relatively slow to start again, and gradually enter a period of high-speed growth as we become more and more familiar, and then the speed of growth will gradually decrease. Therefore, we must adapt to this curve, don't lose confidence in ourselves when we start to grow slowly, pay attention to finding our new growth curve when we pass the peak of our growth, and don't keep eating the old books in the original position, and make ourselves complacent.
I also need to summarize myself, I have been in charge of this sector for almost two years. With the continuous deepening of the work, there will also be a bottleneck period, but it is necessary to summarize and think in a timely manner during the bottleneck period in order to truly break it. If we can't think about breaking the bottleneck, we can only make a fuss on the surface, but this is like the idiom "indiscriminate filling", which can't last long, especially in the current environment, various companies are also reducing staff and increasing efficiency, but also to break through the bottleneck and show their value. In general, my work can be divided into the following major sections:
Section 1: Data Management.
In fact, if you want to engage in management, you must first have a foundation in management. On the basis of management, further guidance work can make management effective, in many organizations management lacks the support of management data, most of them rely on the subjective assumption of managers to work, such an organization has no development potential and there is a great management risk, if this risk really becomes a problem, it is likely to bring irreparable damage to the organization, so when examining the maturity of an organization's management, it is also the first thing to examine whether the organization's management has data support.
Data managementWe initially implemented the ledger system, which tracked and recorded the relevant data of the business process requirements, interviews, admissions, residencies, and departures, and made relevant report documents according to the customer's assessment standards and score calculation formulas. After two years of practice and continuous improvement, it has been proved that this kind of ledger has played a great role in our management, and we will continue to improve and use it next.
As customers pay more attention to attendance, one of our regions has also made relevant data documents based on attendance data, and can use formulas to quickly analyze abnormal personnel, which is an important basis for the next management, and this kind of data for grayscale attendance management is the focus of the next data management. It is also very important for another region to make its own employee portraits and evaluate each employee from three aspects: overtime hours, work acceptance rate and quarterly evaluation of the bank. Be able to grasp the dynamics of employees in a timely manner, and find problem employees for management.
To sum up, the plan of our data management work is to continue to improve the ledger management function, and develop the use of grayscale attendance and employee portrait management data.
Section 2: Management Maturity.
In the management maturity improvement section, it is mainly to complete three parts of work, the first part is the absorption of lessons and lessons, the second part is the standardization and systematization of management work, and the third part is the platform and professional construction.
The summary of lessons learned is mainly to establish a record of lessons learned, summarize the relevant lessons shared by the responsible persons of relevant regions at regular meetings or in WeChat groups, and focus on reminding that many management details can be solved after the study of the lessons learned record sheet, and make all localities form a good Xi of timely sharing.
The main task of the standardization and systematic construction of management work is to establish unified management and standardized documents in various places. In order to reduce the workload of repetitive work, the main focus is on the materials for personnel induction training, and if the formation of standards will be of great help to reduce the workload in the next step.
The main purpose of platform construction is to save resources and improve efficiency by realizing professional management of some work. At present, the plan is to build a business bidding platform, a demand interview platform and a personnel portrait monitoring platform. On the one hand, the construction of these platforms is to collect relevant process assets for the convenience of next use, and on the other hand, to summarize lessons and lessons, form professional working methods and processes, improve efficiency and reduce risks.
Section 3: Management Team.
Building a sound and efficient management team is the key to good management. The so-called perfect team requires that each task must have and be the only person in charge, so that the rights and responsibilities of the whole team are clear, and no one is responsible for the phenomenon of problems. It also prevents the phenomenon of multiple persons in charge of a job and each person in charge of the work.
The whole team consists of a three-tier structure, with the top level being the headquarters management team, which plays the role of guidance and unified managementThe second echelon is the responsible team of each locality, which mainly plays a practical role in organizing and coordinating problems, and the third echelon is the team leader of each locality, which is the actual operation of commanding and managing personnel on the front line.
Maturity enhancement includes team building, personnel training, and management coaching.
Section 4: Job support.
Job support for a number of undermanaged areas, including for different roles in the region, including delivery managers, HRBPs and assistants.
Section 5: Temporary work.
Ad-hoc work support initiated by the company and the customer.