Professional Diary

I have been working for nearly twenty years.

At first, I was young and frivolous, and everything was centered on self-feeling, regardless of the overall situation and facts. If something goes wrong, I'll get up at once. Later, I matured a little, but I still didn't get rid of the habit of complaining. I thought everything I did was right. If I have a different opinion, it must be the other party's fault. As a result, my ability has not improved, my position has not improved, my work has not been recognized, and my popularity is not good.

After the age of 30, I gradually settled down and asked myself to consider things from multiple angles. Under the premise of not violating the working principles and personal bottom line, I tried my best to be flexible and not stubborn. Learn to watch and listen, and don't talk in a hurry. Although it can be done slowly, it still lacks tolerance. I am a self-disciplined person. While I am self-disciplined, I can't help giving advice to some colleagues who are not self-disciplined, and sometimes I give people advice blindly, and finally I find it counterproductive. Because what suits me is not necessarily suitable for others.

After thirty-five, I have become a little more open-minded and can rationally treat different opinions and practices, because at this time, I understand that my present job is not my ideal career, and the other is not my lifelong dependence, but an auxiliary life, not the whole of my life. You must be serious when you should be serious, and sometimes you don't have to be so serious. For some unexpected changes, or people who are not so obedient to management, they can also look at it from another angle and accept it calmly.

Of course, in the process of this mentality change, the first thing is to clarify your own shortcomings, and then find a point to enhance your value. I have to learn new skills every year, which is my new requirement for myself, including management, official document writing, software and so on. No matter what position you are in, standing still is the biggest taboo, because the industry is making progress and competitors are also making progress. If you make slow progress, you may be eliminated. With more skills, we can cope with sudden changes with ease.

For example, I was in business management before I took over personnel management. Although these are two different departments, there is no real HR in our unit, and the work done is routine and transactional, with no difficulty. I worked as a personnel specialist in my previous unit, which was a relatively shallow basic work such as recruitment, personnel turnover and filing. It is similar to what happened in the unit at that time, but there is no deeper content. Due to incompleteness, unit leaders have consciously implemented new management models in recent years, most of which are related to human resources. No one can do some work, so the leader arranged for me to do it across departments. Actually, I don't understand any of this. I'm just learning by doing.

Later, I began to understand the organizational structure, performance pay, talent structure and so on. Because enterprises want to develop, it is not feasible to follow the old management model passed down for many years. If enterprises want to change, people's thinking will also change. I need to be clear about my shortcomings and then prepare in advance.

This year, the unit began a new round of reform. At this time, I not only had some experience, but also had relevant knowledge reserves. There is no doubt that I am the most suitable candidate.

As long as you don't retire, you will never be satisfied with your present state. I took over the personnel work and got used to it in a short time. At present, it is about to enter the comfort period. But I also learned a new job: operation.

Because the unit is relatively closed and our vision is narrow, we have just learned a lot of things that have been running outside for a long time. But as long as you start acting, it's never too late. In the process of unit reform, I contacted some management consulting teachers. More than one teacher told me that my current job spans human resources and enterprise management, and many things in my hand are related to "operation". I suggest that I go in this direction in the future.

In my mind, the concept of operation is still vague. According to my understanding, it should be related to the business objectives and overall planning of the enterprise. I set myself a new goal: first, do the immediate things well, gradually delegate the specific things, fully empower my subordinates, and then buy myself time to improve.

The unit environment is complex, and all aspects need to be balanced. In any case, everyone can't be satisfied. Instead of focusing on fighting others, it is better to constantly find out your own shortcomings, then make up for them, or even be more comprehensive.

Working in the company may be temporary, and no one is sure what will happen tomorrow.

I have a clear understanding of this. My grandfather and my mother both worked in the supply and marketing cooperatives, but after the 1990s, the supply and marketing cooperatives gradually withdrew from the economic stage, which was a difficult process under the changing times.

Be prepared for danger in times of peace. Today, the enterprise benefits are not bad, the assets are still huge enough, and the salary level is relatively high in the local area. However, we should not wait for retirement because of this. We should give ourselves an upward motivation and consider whether I can find another tree if this big tree falls down tomorrow, or try to plant a seedling myself from now on.

This is the thinking of a middle-aged professional woman.