Amoeba+Partner Management System Expert
Founder of Ideal Group
Master of Management, Wuhan University
Well-known trainer, president class lecturer
Serve all 100 well-known group enterprises.
Liu started his business in Zhongguancun and developed from a small company to a group with 80 thousand employees. In this process, Liu paid great attention to optimizing management, and he summarized the management into six principles.
At the beginning of his business, Liu started his own business and delivered his own courier, so he knew the hardships of grassroots employees and was very considerate of them.
So his first rule in managing employees is the law of caring. He asked all management cadres to have love first, and then power.
When Liu visited logistics outlets all over the country, he didn't look at the hardware facilities of the logistics center first, but looked at the staff dormitory and canteen of the logistics center first.
On one occasion, the facilities in the canteen of the logistics outlets in Liu Faxian and Beijing were not good, and the hygiene of the dormitory was also very poor. On the spot, he asked local management cadres to carry out thorough rectification. He said that if we let employees live without dignity, we don't deserve to be a company like JD.COM.
Caring for subordinates is a common trait of most excellent leaders. Liu regards this principle as the first principle of managing 80,000 employees, and requires management cadres at all levels to keep it in mind.
Management is not because of how much power you have, but because you must first integrate into the hearts of employees and put care first.
As a professional manager, if you don't love your employees and just manage them with power, you are not qualified to lead the team. So exchange your love for the recognition of employees. Leadership is to build strong influence, and the foundation of influence is love.
To manage 80,000 employees well, JD.COM Company must have a system and strictly implement it. Therefore, the second rule is the rule of the system. Liu summed it up as setting an example and keeping discipline.
Many companies put strict discipline first, but both JD.COM and Lenovo put leading by example first. Liu Chuanzhi said that setting an example is not an important reason to convince subordinates, but the only reason.
Similarly, JD.COM Company also requires management cadres at all levels to set an example. The bosses of various logistics outlets should also take turns to deliver goods, and they should not put their hands on their waists every day.
The management system is not to manage employees first, but to manage managers at all levels first. Therefore, in JD.COM company, if an employee makes a mistake, the leader should take the leadership responsibility first, and then investigate the employee's responsibility. 28. Divide responsibilities. Employees take 80% responsibility and leaders take 20% management responsibility.
In JD.COM company, it is absolutely impossible to change human feelings with the system and manage by shielding employees. In order to ensure the implementation of this system, JD.COM has a deduction system. Deduct points for employees who violate the system. If employees' accumulated points are deducted to 10, they will not enjoy the year-end bonus this year, and there is no chance for promotion.
JD。 The realization law of COM is result-oriented and mission-oriented.
In JD.COM, things must be done quickly. They attach great importance to the speed of execution and must respond to instructions quickly.
As an e-commerce company and logistics company, speed is very important. All employees should remember that speed comes first and perfection comes second. In the process of implementation, we should constantly challenge higher goals and be result-oriented and mission-oriented.
Therefore, JD.COM Company's assessment of employees' execution is very strict. If an employee often procrastinates, the result is not ideal, and the score on the assessment score is also poor. Then this employee is not qualified to be the object of future salary increase, nor is he qualified to be the struggler of the company.
To manage tens of thousands of employees, there must be a good mechanism. Employees cannot be allowed to lie in their comfort zone, which will lead to illness in large enterprises. Then the best way is competition law.
This competition rule is to divide the company into many business units and conduct independent accounting respectively. Each independent accounting unit has a person in charge, who leads the team to carry out PK with other departments.
The law of competition should also be reflected in the salary of employees, that is, the five-star and ten-file system. Even dealers can be divided into five-star dealers, and managers at all levels can also be divided into five stars. The salary of each post can be divided into ten grades, so that employees can increase their salary through their own efforts. This method not only activates employees, but also activates the team.
Teams have team competitions, and individuals have five-star and ten-file competitions. Four-star and five-star employees can give priority to the incentive objects of the company's dividend distribution. In this way, all employees are activated.
Employees should learn to be human before doing anything. If an employee wants to be a leader, he must abide by this principle, which is honesty and responsibility.
In JD.COM, if employees are found to have problems with their integrity, they will adopt a one-vote veto system. Liu is very disgusted with liars. If someone cheats in the company, once they are found, they will be fired immediately.
First-class entrepreneurs regard honesty, trustworthiness and responsibility as the most basic principles for employees to be human. Employees are not qualified to be leaders if they often shirk their responsibilities.
JD.COM has only two dimensions to evaluate employees' life, the first is honesty, and the second is responsibility. If the employee's responsibility is not done enough, it will be rejected by one vote.
The principle of motivation is to motivate employees in time and boost morale. As a management cadre, you must have the characteristics of self-burning.
JD.COM Company conducts targeted personality tests when selecting management cadres at all levels. See if this person can be self-motivated, not only to ignite himself, but also to ignite others.
If a manager can't even inspire himself, then he can't inspire others. So when choosing people, choose those who can burn themselves.
These are six very important rules for JD.COM to manage 80,000 employees. As a growing company, you can also learn these rules to build a team.
Does your enterprise have the following problems?
1, enterprises are always faced with "the boss has a direction, but the team can't keep up and can't completely turn it into an action direction"?
2. The company lacks an effective retention mechanism, which leads to brain drain and unstable team?
3. The arrangement work is always endless, and the set goals cannot be achieved?
5. The company lacks a performance evaluation system. I don't know who has contributed a lot to the company. Sometimes I eat from the same pot.
6. the department shirks, everyone evades risks, and few people are really willing to take responsibility?
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How to solve various problems existing in enterprises?
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