How does HR help managers to effectively authorize?

Recently, Mr. Zhang was admitted to the hospital because of overwork. Zhang has been the president of a 2000-person private IT electronics manufacturing enterprise in Zhejiang. Even though he was admitted to the hospital, Mr. Zhang met a management consultant in his hospital bed and talked about the company's organizational process reengineering. When they met, they exchanged a few pleasantries. The consultant learned about Mr. Zhang's illness and chatted. The consultant found that there was a big problem with Mr. Zhang's working style. Now Mr. Zhang works nearly fifteen hours a day, and he is overwhelmed by constant meetings, negotiations and internal management. The company has nearly 20 departments. Teacher Zhang is usually very concerned about the work of various departments, and will ask them about anything. It is conceivable that if Mr. Zhang asks about the work of various departments every day, how much time and energy it will take. "No way, the enterprise was founded by me, and I can't take it lightly when it develops to today's situation!" Mr. Zhang lamented. The consultant listened to Mr. Zhang's words and suggested that Mr. Zhang postpone the organizational process reengineering in advance. At present, the first problem to be solved is "authorization". Mr. Zhang has to deal with all the work now, no matter how big or small, and often gets himself caught in the daily tedious administrative work, while some strategic work is easily overlooked. On the other hand, Mr. Zhang's subordinates will also feel that their abilities are bound and cannot be displayed. From the perspective of the long-term development of enterprises, change is imperative and imminent. Because "authorization" is a systematic management method, the consultant suggested that the human resources department should be responsible for establishing the authorization management system of the enterprise. Brainwashing, let everyone understand and support "authorization". Authorization is not only the authorization of the boss to his subordinates, but also involves all middle and senior managers of the enterprise. In order to change the authorization status of enterprises, we must first brainwash the senior managers and middle and senior managers in enterprises and provide them with necessary authorization skills training, which can be in the form of "special meeting for middle and senior managers" within the company or let them participate in external authorization training. Mr. Zhang, mentioned earlier, listened to the consultant's suggestion and decided to change the authorization status of the enterprise first, and appointed the human resources department to undertake this work. The human resources department decided to change the authorization status of the company in an emergency. First, HR decided to brainwash everyone first. HR organized a "special member of middle and senior managers" in the company. At the meeting, the human resources department first asked all middle and senior managers to discuss various problems existing in the company's current management. During the discussion, Manager Huang of the Human Resources Department lost no time to draw everyone's attention to the topic of "authorization" and made the participants realize the urgency and importance of changing the status quo of "authorization". Then Mr. Huang began to discuss with you how to change the current authorization status of the company and fully understand various concerns. Finally, everyone reached an agreement that the company can carry out its work in the following aspects: (1) organize training on authorization so that all managers of the company, including the general manager, can also participate; Redesign the organizational structure of the company and clarify the responsibilities of each department; Reorganize the position authority; Modify the salary and performance management system; Establish an authorized corporate culture and so on. After the meeting unified everyone's understanding, human resources began to prepare for all the work intensively. First of all, human resource management organized a training in the company, hired a well-known domestic trainer to do an authorization training in the company, and introduced the concept, process and art of authorization, various problems that may occur during the authorization process and their solutions, as well as the benefits of authorization to everyone's work. Through this meeting, everyone's understanding was further unified, and the middle and senior managers of the company initially mastered the skills of authorization. In order to make all employees adapt to this change, the company also specially organizes employees to participate in authorized training. In addition, the human resources department has organized some training on authorization. Through these trainings, the middle and senior managers and employees of the company have a deeper understanding of authorization, and the management practice of authorization is gradually accepted by employees at all levels of the company. Optimize the organizational structure and clarify the authority of departments and posts. According to the recent survey of "Authorization Status of Middle and Senior Managers in Enterprises" conducted by China Human Resources Development Network, nearly 75% of managers think that one of the most important reasons why they can't effectively authorize is "unreasonable organizational structure". Take Mr Zhang's company as an example. An enterprise with a scale of 2000 people has 10 levels from the top president to the most basic employees. In this way, any work from planning to implementation needs to go through layers of examination and approval, and many employees complain that their work lacks autonomy, which seriously affects their work. Moreover, the responsibilities of many departments and posts are not very clear, and there are often some things that don't know who should decide. The human resources department decided to start from this point, first adjust the company's organizational structure, adopt a "flat" organizational structure design within the company, and adjust the original 10 hierarchical structure to a five-level structure. Moreover, we will try our best to delegate all the powers to various departments, and set all the powers according to the principle of "maximum decentralization" so that each department has a great degree of autonomy. At the same time, because the company has great arbitrariness in job design, the rights and responsibilities of many jobs are not very clear. Many times, only the requirements of departments and posts are considered, but the corresponding powers are not considered. In Mr. Zhang's company, your job title, promotion channels, job responsibilities and qualification requirements are clearly stipulated in the job description, but there is no clear stipulation on the functions and powers of the position. China Human Resources Development Network once conducted a survey, and the results showed that more than 80% of the job descriptions of enterprises did not involve this aspect. In order to make up for the bad consequences caused by unclear responsibilities and rights, Manager Huang of the Human Resources Department spent a lot of energy to reorganize the powers that various departments and posts should have, and finally worked out a division table of responsibilities. They first set out from the company's strategy to determine what needs to be done to achieve strategic goals. According to these tasks, it is clear which departments need to complete it alone or in collaboration. Finally, in order to accomplish these tasks, what powers will each department get until it holds a position in the department? For example, the formulation of enterprise "salary system" needs the organization of human resources department and the approval of the general manager of the company. Every post involved in this work can get the corresponding rights as follows: With this Division of Powers and Responsibilities Table, the authority of every post in the company is very clear. Each department and post makes a clear decision according to its own authority after completing a certain job. Authorization should be supported by various management systems of enterprises. In order to enable managers to truly authorize, it is necessary for enterprises to guide in terms of salary and performance system. Generally speaking, many managers have formed a habit without authorization, and it is difficult for a person to change a habit naturally. To this end, HR needs to urge managers to authorize through the system. For example, when HR formulates the KPI of managers, it can appropriately set a certain weight to "whether it is often authorized at work". If a manager often authorizes his subordinates at work and their enthusiasm is high, then his assessment score will be high; On the other hand, if all the work is done by him alone, and subordinates often complain that no matter what work is bound, then the manager's "authorization" assessment score is low. In addition, the company can also give material encouragement to those managers who can effectively authorize. In the end, Mr. Zhang's company adopted the "Best Authorization Award" of Zhejiang Pharmaceutical Company, and the human resources department gave 5,000 yuan to authorized managers every quarter to encourage all managers to authorize their subordinates reasonably. Since the implementation of this incentive measure for one year, many managers have changed the habit of not daring to authorize in the past and started to authorize their subordinates. Wang Xiaohui is the manager of the company's R&D department. At first, he even felt jealous when he saw that other managers were rewarded for their good authorization. But later, after learning from those excellent managers, he began to taste the "sweetness" of authorization, saying that "authorization must be carried out to the end!" . It is also stipulated that department managers will not be promoted unless they train their deputies within two years, and the premise of promotion is to train successors. Empowering subordinates to improve their abilities is undoubtedly one of the effective ways to train successors. Only by establishing the corporate culture of authorization can we ensure the real success of authorization. A good system can create excellent enterprises, and a good culture can create excellent enterprises. When a good enterprise management system is effectively implemented for a long time, it may accumulate into a good culture. HR needs to create an atmosphere of mutual trust and tolerance within the enterprise, which is very helpful for managers to effectively authorize. To do this, HR should first pay attention to recruiting new employees, such as resolutely not using people who are inconsistent with corporate values and not hiring people with poor personality and low comprehensive quality. After entering the company, newcomers can take part in some outward bound training to cultivate teamwork ability and mutual trust attitude. At the same time, HR should advocate a culture of communication and information sharing in enterprises. Many managers delegate authority to their subordinates, but the subordinates fail to complete the task well in the end. Among them, there is no good communication with managers and subordinates, and subordinates are not given the resources or information needed to complete their work. Therefore, the premise for managers to effectively authorize subordinates is to let subordinates fully understand relevant information. In order to realize the information sharing of enterprises, human resources can be realized by strengthening the knowledge management of enterprises. For example, Lenovo encourages employees to collect their accumulated experience at work into a database. If other colleagues encounter the same problem, they can find the corresponding solution by querying the database.