Personnel flow is the first core of execution, because people can guarantee strategy and operation. It is meaningless to talk about strategy and operation without anyone. The quality of strategy and operation depends on who will come; The strategic process ranks second, because once the strategy is wrong, the more active the operation, the more serious the problem; The third is the operation process, which is the concrete performance of implementation. Without detailed operation steps and mechanisms, it is impossible for personnel to be efficient and strategic.
To improve employee turnover, we must first make an accurate and in-depth evaluation of employees and have a system for identifying and cultivating talents to meet the needs of the company's future strategic development. This requires the establishment of its own talent pool to meet the needs of the company's development. To do this, we must attach importance to talents and regard the development of talents as an important indicator of the company's development, not just a profit indicator. Just as you can take the salary increase of employees as the strategic goal of enterprise competition, salary is not a "cost", but an investment you make for better returns. Of course, it also includes providing a comfortable working environment and positive career planning for your talents. In short, if you want to have good execution, you must first reward your talents.
Any implementation must first have a correct strategy, which involves the question of who will formulate the strategy. Strategy is not the privilege of top management or boss. The closer you get to implementation, the more you know about the market, resources and your own strengths and weaknesses. Therefore, the company's strategic problems can not only be the boss, but also the planning department and the executive level. When really discussing strategic issues, we must consider the company's strengths, weaknesses, opportunities and threats, and always be our own strengths. Unless we have a suitable team, don't hesitate to set foot in unfamiliar industries. When making a strategy, we should not only have long-term goals, but also have detailed short-term plans. And do a lot of analysis, how to solve and adjust some problems. Of course, this strategy must be * * * knowing people, and do a lot of publicity on the premise of good communication.
The operation process is the concrete decomposition of strategic objectives, and detailed plans and positive actions can ensure the implementation of the strategy. This includes key indicators of the enterprise, such as operating income, operating profit, cash flow and market share. The balanced plan card put forward by Kaplan and Norton, professors of Harvard University, is an effective strategy implementation tool, which includes four indicators: finance, customers, internal processes, learning and growth.
In a sense, strategy is to do the right thing, operation is to do the right thing, and people are the right people. The selection and promotion of personnel should refer to the company's strategy and operation plan, and the personnel and strategic issues must be considered in the operation process, and the strategy formulation must be based on suitable personnel and good operation. In a word, these three processes are interrelated and interdependent.