One night, Akio Morita, the chairman of Sony Corporation, went into the staff dining room to have dinner and chat with the staff as usual. He has kept this habit for many years, cultivating employees' sense of cooperation and good relations. On this day, Akio Morita suddenly found a young worker unhappy, full of worries, immersed in eating, who also ignored. So, Akio Morita took the initiative to sit opposite the employee and chatted with him. After a few drinks, the employee finally spoke: "I graduated from the University of Tokyo and have a very lucrative job. However, before I entered Sony, I was fascinated by Sony. At that time, I thought that entering Sony was the best choice in my life. However, it is now discovered that I am not working for Sony, but working for the monitor. Frankly speaking, my section chief is incompetent. What is more sad is that all my actions and suggestions must be approved by the section chief. Some of my own small inventions and improvements, the section chief not only did not support, did not explain, but also satirized that I wanted to eat swan meat and was ambitious.
To me, this director is Sony. I was discouraged and disheartened. This is Sony? This is my Sony? I can't believe I gave up that generous job and came to a place like this! Akio Morita was shocked by these words. I'm afraid there are many similar problems among company employees. Managers should care about their distress, understand their situation and not stop their progress, so the idea of reforming the personnel management system came into being. After that, Sony began to issue an internal tabloid every week to publish "help-seeking advertisements" from various departments of the company. Employees can apply freely and secretly, and the boss has no right to stop them. In addition, in principle, Sony lets employees change jobs every two years, especially those who are full of energy and vitality. Sony is not passively waiting for Jobs, but actively giving them the opportunity to display their talents. After Sony implemented the internal recruitment system, most capable talents can find their favorite positions, and the human resources department can also find the problems of bosses who "drain" talents.
Giving priority to internal promotion requires organizations to establish good systems and plans. The following procedure can be used:
(1) issue a work announcement. Communicate vacancy information to all people in all departments of the organization in some way. This information includes job title, department, salary grade, name of job owner, work place, brief description of job content, qualification requirements, and methods for selecting candidates and evaluating skills. Talents in the organization can also consult the human resources management department and ask about the future development opportunities of this position.
(2) Establish personnel files. You can view previous personnel records or create new personnel records by using the application form. By looking at these personnel records, we can find out which candidates are engaged in jobs below their knowledge and ability, who have development potential and who need training talents; You can find someone with ability and background to fill the vacant position.
(3) Establish a talent and skill pool. For example, in the hospital's "Drug Analyst" database, the hospital lists the names of all people who have received this training or have this ability. If there is an urgent need for a pharmacist in the outpatient department, and the skill base shows that Miss Zhao with this skill is working as a nurse in the inpatient department, the personnel department can go directly to Miss Zhao and ask her for advice on working as a pharmacist in the outpatient department.
When promotion is impossible, authorization is also an effective incentive.
Participation incentive
Drucker, a master of management, said: "knowledge is the means of production, and its owner is a knowledge worker, who can be taken away at any time." This feature also applies to advanced knowledge workers, such as scientists, physiotherapists, computer experts and paralegals.
Knowledge workers provide capital just as entrepreneurs provide money. They are interdependent, which makes knowledge-based employees gain equal status with business owners. The management of knowledge workers should be based on the premise that the company needs them far more than they need the company. They know they can go. They are flexible and confident, which means that they must be treated and managed like volunteers by non-profit companies. The first thing these people want to know is what the company wants and what its goals are. Secondly, they are more interested in personal achievements and personal responsibilities-that is, they must be placed in suitable positions. Knowledge workers are eager for continuing education and training. After all, they want to be respected, not because of themselves, but because of their own fields of knowledge. In this respect, they have made great strides forward compared with traditional workers, who usually expect others to tell them what to do and are more willing to participate. Knowledge workers want to make their own decisions in their own fields. "
Case: Factory Committee of German Enterprises
In German enterprises, participation in management is mainly achieved through the negotiation of the factory committee, the decision of the board of directors and the checks and balances of the board of supervisors. The factory committee is composed of representatives elected by all employees except the management, and the committee holds joint meetings with employers regularly. According to the law, employers are obliged to provide all kinds of information and related documents to the factory committee, especially those related to financial production and workflow changes. For enterprises with more than 100 employees, the factory committee must designate a finance committee to hold regular meetings with the management to understand the company's financial situation; For enterprises with more than 1000 employees, employers must also report all aspects of the enterprise in writing every quarter. The Committee can express opinions on almost all major decisions and initiatives in the enterprise. In terms of working hours, wages and benefits, the Committee also has the same decision-making power, especially when it is found that the change of working conditions has damaged the humanized needs of employees, it can ask the employer to change or compensate.
Competitive incentive
Let's take a look at this case: in order to understand each other's operating results, Matsushita Japan holds a seminar attended by department managers every quarter. Before the meeting, all departments were divided into four levels: A, B, C and D according to the task completion from high to low. At the meeting, the * * department reported first, and then the B, C and D departments. This makes full use of people's competitive psychology, because no one wants to be the last.
Case study: The internal magazines of Southwest Airlines in the United States often use the section "How do we rank" to let employees of Southwest Airlines know their performance. Here, employees can see the monthly routine reports and statistics of the Ministry of Transport on punctuality, baggage handling and passenger complaints. And compare the evaluation results of the current month and last month, and calculate the overall performance ranking of Southwest Airlines in the industry. It also lists the industry average to help employees grasp the trend and compare the gap between the company and the average. Southwest employees are full of confidence in these data because they know that the company's achievements are closely related to their work performance. When a peer ranks higher than Southwest Airlines for several months in a row, news will spread within the company in just a few days. Eventually, employees will redouble their efforts and look forward to catching up with others. The front-line staff of Southwest Airlines are well informed, which is unmatched by many colleagues.
For the way of cadre competition, it is suggested to adopt outsourcing, such as inviting talent evaluation centers and management consulting companies to take full responsibility. These external human resources experts don't know, and have nothing to do with enterprise cadres. The whole operation process is carried out completely in the open state, based on the assessment results and data, ensuring fairness and justice. Recently, more than 200 cadres from the headquarters of Beijing Tongrentang Group competed for posts and entrusted a consulting company in Beijing to take charge.