What if the efficiency of the enterprise team is too low? You have five room for improvement.

Under the severe external situation, it is more and more difficult for enterprises to survive and develop, and the problems of insufficient organizational capacity and low efficiency of human resources are more and more prominent. How to tap the inner potential and "improve people's efficiency"? In reality, most enterprises have five spaces to improve people's efficiency.

First of all, space one: streamlining institutional redundancy.

All enterprises, as long as they adopt the pyramid organization mode, will inevitably have bureaucracy (or "big enterprise disease"). This effect is extremely terrible. A thing that could have been promoted smoothly was covered up by prevarication, wrangling, turning a blind eye and ineffective action, wasting not only human resources, but also the surrounding resources driven by human resources.

1. Simplify the physical architecture

The first is to reduce the insulation layer. Too many management levels will hinder the transmission of business temperature and form bureaucracy, which must be reduced. On the one hand, it can reduce a lot of labor costs and peripheral costs; On the other hand, it can also make enterprises more agile and better understand the market temperature.

The second is to break the departmental wall. When an organization develops to a certain stage, there will inevitably be a phenomenon of too fine division of labor. These places (between divisions of labor) are all departmental walls, team walls and post walls, all of which are the source of inefficiency.

Therefore, enterprises need to carry out "joint operations" in certain fields, and an incumbent will stand to the end. There are two main spaces for joint work: one is the division of labor with insufficient business volume, and the other is the strategic field with small time window.

2. Simplify business processes

The specific methods of process reengineering include removing low-value links, merging work, setting responsible persons and giving employees decision-making power.

There are two core propositions: one is to design processes and organize resources based on the ultimate customer value, so as to reduce the waste of investment; The second is to reduce the coordination cost (which is also an input) between the original division of labor and hierarchical authorization by giving the process node the supreme clear power. Obviously, these efforts can effectively improve the efficiency of mankind.

3. Job scheduling optimization

Scheduling optimization is based on the recognition of existing organizations and processes, and the reasonable allocation of on-the-job time is carried out within this framework, so as to achieve the effect of using as few people as possible to complete as much work as possible.

In practical application, this method first calculates the staff demand curve of a certain position, and then uses the operational research method to make linear planning and design the staff supply curve to ensure that people make the best use of it.

This way distributes the labor load of employees more scientifically and achieves two effects: first, it reduces the waiting time on the job, squeezes out the redundancy of post personnel and reduces the labor cost; Secondly, reasonably set the labor saturation (labor saturation = actual working time/on-the-job time), reasonably match the work and rest time, reduce the burnout at work, and keep the work efficiency at a high level. Both directly improve people's efficiency.

4. Strategies in "Time Difference"

Enterprises of a certain scale will adjust their organizational structure, post design or staffing to the front end of their business scale. However, the business scale will not be synchronized with the adjustment of organizational structure, post design or personnel size. The time difference in the middle is a hotbed of bureaucracy.

Enterprises should have such persistence: on the one hand, don't let out too much "time difference" and promote organizational design by means of "small version rapid iteration"; On the other hand, there should also be clear requirements for the running-in period, specifying the time and resources, which will be verified by MVT (Minimum Feasible Team) and speak with the results.

Second, space two: clean up the depressions with abnormal human effects

In the context of no or vague human efficiency standards, departments will only advocate "different division of labor, regardless of high or low." Once a clear human efficiency standard is established, a number of "human efficiency depressions" will be found, which have been occupying a lot of resources and have limited results.

The following steps can be taken to tap the human dividend in this direction.

1. Set personnel efficiency indicators.

First of all, the efficiency should be classified and counted, and sink to each organizational unit.

The so-called classification is to decompose according to the management level; The so-called classification refers to profit center, cost center, expense center, and even decomposition according to different professional lines, such as R&D, production and sales.

What needs to be clear is that the one-size-fits-all method of measuring human efficiency is unscientific. Different organizational units have different human efficiency indicators and different human efficiency target values.

2. Set the target value

We need to have a reasonable target value when determining the human efficiency index. Generally speaking, the human effect of enterprises should be "below two": on the one hand, the growth rate of people is lower than the growth rate of output/sales; On the other hand, the growth rate of labor cost is lower than that of revenue/profit.

Of course, this is only the most basic standard. On this basis, it is necessary to deduce the human effect target value of each organizational unit.

Reasonable target value can attract organizational units to "jump up and pick peaches", on the contrary, unreasonable target value will lead organizational units to reach the standard only by destroying the team foundation (such as unreasonable staff reduction and salary reduction).

Generally speaking, there are several methods to determine the target value of human factors: pole method, target back calculation method, trend extrapolation method and game method.

3. Human intervention in low-lying areas

Considering the different attributes of organizational units, there are two ways to intervene in human-related depression.

The first is the responsibility to people. For the departments where the three powers (financial power, personnel power and decision-making power) are sinking, the human efficiency standard should sink to each organizational unit. Those who meet the efficiency standards will be rewarded according to the number of people saved and labor costs; If the efficiency standard is not met, the remaining and redundant labor costs will be directly deducted in the next year, that is, layoffs and budget packages will be reduced.

The second is accurate nuclear editing. For the departments without three powers, the reason for the formation of human-effect depressions is more because the establishment is not controlled. At this time, HR will take the initiative to check the establishment.

4. Clean up human depression

Of course, we should treat depression in a classified way. Some organizational units are inefficient all the year round and should be resolutely cleaned up. Some organizational units are in the stage of trial and error, which is a strategic attempt to tolerate a certain degree of inefficiency in a certain period of time.

However, the scope of the latter kind of trial and error projects should be strictly limited, and non-strategic attempts should be given up decisively. In fact, these businesses should have been abandoned long ago, but the cold winter will help the boss make up his mind.

Third, space three: implement inefficient personnel turnover.

Once the man-made low-lying land is discovered, it is bound to face the problem of personnel turnover if it is decided to reduce the number of employees or the labor cost. The following steps can be taken to tap the human dividend in this direction.

1. Rowing in the swimming pool

That is to say, in what range to rate employees. Employees have different jobs and different levels. How can I get a unified rating? The best way is to determine a personnel evaluation pool according to the post sequence (such as technical sequence and operation sequence) and a certain rank category (such as putting two or three ranks into one category), and then classify the personnel.

2. Selection criteria

That is, what indicators are used to evaluate employees. There are three evaluation criteria for employees.

Focus on investment-this is the practice of elites. Companies like Netflix have a similar tendency, claiming that they "only recruit adults" because adults know how to work.

Pay attention to the process-this kind of enterprise strongly controls the process, thinking that the process is greater than everything, and the process is even greater than the result. This standard is very reasonable for enterprises that emphasize large-scale processing business and pursue stability.

Focus on output-this kind of enterprise emphasizes the priority of results, "always learn from those who have results, because the results will not lie."

classify

When enterprises have a continuous standard for talents, they can establish the classification of talents.

The ideal state of all leaders is "one hard and one soft": first, there are "hard standards" such as performance to refer to and transfer pressure; Second, "soft standards" such as ability and values can be regulated. We can't expect these two standards to be extremely accurate, but when they are added together, they have the effect of 1+ 1 > 2. Most enterprises will establish a two-dimensional matrix between them to classify talents.

Replace it.

For different types of talents, enterprises should have clear and corresponding human resources policies. Reuse "double-high-level personnel" and eliminate "double-low-level personnel" are the guidelines that every enterprise will follow, and the key lies in the handling of "single-high-level personnel".

For most enterprises, employees with good performance but mismatched values may need to be "restricted" and developed into "internal contractors", while employees with matched values but poor performance may need to undergo "stress tests" to test their true level before deciding whether to change or train.

The most critical strategic position is cattle. Such employees account for the largest proportion in the enterprise, which largely determines the fundamentals of the enterprise. For this kind of personnel, post performance process evaluation should be carried out.

Looking for space

It should be reminded that for labor costs and staffing, there is more room for reduction at the middle level. The top management is in charge of a field, dealing with complex work at high frequency, and all grass-roots employees are assigned to the business. Obviously, both types of people can't do it, and the middle layer is the place where "Mr. Nanguo" is most likely to appear.

We should believe that poor efficiency means that managers have no business philosophy in their own organizational units. If there is no improvement after many times of teaching and help in the enterprise, it is futile to give another chance.

Fourth, space four: adjust the rigid salary structure

To some extent, the above scheme will make the supervisor take on more workload. At this time, we must adjust the salary model to reflect fairness. The following steps can be taken to tap the human dividend in this direction.

1. Adjust the solid-floating ratio

The purpose of adjusting the fixed floating ratio is to make more floating parts of salary linked to market performance. Enterprises should shrink the fixed part of labor costs. Please note that this is not to reduce the salary of employees, but to cancel the fixed salary and "retaliate" the floating salary.

In this way, people who truly create market performance can get greater benefits, which should also be the orientation of enterprises.

2. Clear KPI

After adjusting the fixed floating ratio of salary, the increased floating part should be really used to stimulate "strategic output". This means that the KPI of each organizational unit should be clear. Note that the key (k) is the performance index (PI), not just the performance index (PI).

In addition to the KPI confirmation at the department level, we should continue to decompose and quantify personal output. At this point, it is relatively effective to use concise methods, such as OKR (objectives and key results).

3. Follow up the incentive plan

By extracting large floating salary and quantifying KPI at organizational unit and individual level, we can conduct a "platform incentive" to simulate the market mechanism and make employees become their own CEO.

This incentive mechanism is generally aimed at project teams with clear economic interests and organizational units that provide direct support. There are three elements in the design, namely "three incentive lines": dividend starting line, dividend capping line and dividend proportion line.

Verb (abbreviation of verb) Space 5: Improve the efficiency of personnel training

A good talent training system can definitely create a direct competitive advantage, while a poor talent training system is largely the crux of organizational ability and the direct cause of people's inefficiency.

An excellent talent training system should have five elements, namely, lecturers, courses, students, project design and customs clearance design.

In short, it is to build a platform for talent training through project design and customs clearance design, and connect the two content resources of "lecturer" and "course" with the training objects such as "students".

1. Content resources?

A good talent training system needs constant iteration and endless content resources. This requires enterprises to carry out knowledge management, that is, to refine the experience in the process of enterprise development into knowledge, which includes systems, processes, enablers, models, baselines and so on.

Enterprises must form the habit of knowledge management at the company level and promote this work in a systematic way.

Specifically, HR personnel should form a team of lecturers composed of V (excellent talents) within the enterprise, and promote these V's to become "knowledge catchers", and use the framework method to urge them to upload the best practices in their own fields quickly and code them into transferable knowledge, which is convenient for employees in the organization to call on demand.

2. Training target

Don't expect to improve the talent team in an all-round way Enterprises should have a clear idea of talent opening. After determining the train of thought, it is necessary to establish the screening and training standards of various talent pools, which are reflected in the quality model of talents.

It should be emphasized that these models must be customized based on the strategic positioning and talent concept of enterprises.

This also means that for each type of talents in the talent pool, corresponding training measures are needed. Here, in order to facilitate general understanding, the author divides the enterprise's "talent warehouse" into three parts:

The first category is "leading talents", who are competent and strong-willed, and they answer the question of "what to do, whether to do it right". This kind of person is hard to find, and the role of training for this kind of person is realized within the scope of "long wave".

The second category is "backbone talents", who have professional ability in the business field and are fully integrated into the enterprise in terms of values. They answered the question of "did it or not". The effect of training on this kind of people is realized within the scope of "medium wave"

The third category is "engineering talents", who are engaged in specific business, and they answer the question of "doing well". Training is effective for this kind of people, and the effect is in the "short wave" range. In the cold winter, strengthening this training may be an effective means to improve human efficiency.

3. Platform design

When we integrate content resources and determine training goals, we need to build a platform. The most important platform that HR can provide and control is the training program. For most enterprises, this determines the efficiency of talent training to the greatest extent.

We can also say that if an enterprise does not have several "trump card projects for talent training", the continuation of its organizational ability is not guaranteed.

"Project design" is aimed at "things", indicating when the project can be started, how to proceed and when it can be closed. "Project design" determines whether content resources can appear in the most reasonable way to support the growth of training objects.

"Customs clearance design" is aimed at "people", indicating who can enter the pool and who can leave the pool after reaching what standards (such as class accumulation, knowledge test, compliance with behavior standards, etc.). ).

Some enterprises also extend the customs clearance design to the "talent push" link, that is, after talents enter the pool, they can be seamlessly docked and assigned to suitable new posts.

The above five directions can be considered as platform management to some extent, and the ultimate of platform management is platform organization. This is the ultimate pursuit of human resources specialty in the Internet age.