Why should we put people first? This is a fundamental problem. If we can't solve this problem, we can't understand the importance of "people-oriented", and of course we can't achieve people-oriented in the daily management process, let alone find people-oriented methods. This is the fundamental reason why many enterprises pay lip service to people-oriented, but actually do nothing. It's an attitude problem, not a method problem. Many years ago, when I graduated from college, like most graduates, I had a problem of choosing a career direction. I study business management. There are many categories of enterprise management: production management, quality management, human resource management, financial management, information management, strategic management, marketing management, project management and so on. At that time, I thought, how can I manage a business well? When I tried to try all the theories I learned in class, I found that some enterprises are outstanding because of good production management, some because of good quality management, some because of good strategic management and so on. However, these are not * * *. Later, on second thought, production management, quality management and strategic management all need people to do it. People who manage well can always reach a good state, and human resource management is the most important. Therefore, I chose human resource management. Judging from the career direction I choose, everything in the world is done by people. As long as people are right, everything else is right. I think this is the real reason why enterprises should be people-oriented. There was no one, so the Enterprise stopped. Of course, we should pay attention to people's problems, and people-oriented is the foundation of survival and development.
Understand the importance of people-oriented, pay attention to people, the attitude problem will be solved, and then the method problem will be solved. How to put people first? People-oriented means taking people as the center and focus, taking human nature as the basis and starting point, attaching importance to, respecting, caring for, cultivating and managing people, and promoting the continuous growth of the value of all people in the organization by scientific methods.
The first task of people-oriented is to attract people. Only when talents enter the company can they be managed and available. In legal concept, an enterprise is a legal person, and in a sense, an enterprise can also be called a "person". Since enterprises are people, the attraction of enterprises can be regarded as the attraction between people. Good birds choose wood to live in, and good talents choose their masters to do things. As an enterprise, the first thing to do is to "build a nest to attract phoenix". A good nest needs not only enough food and warm clothes and other hardware conditions, but also people's feeling as human beings. This process is equivalent to telling employees that you have the skills and abilities I need, I have the salary you need, and respect the warm environment, so as to attract each other. Since human nature is the center, let's first look at what people really need. Maslow pointed out that there are five levels of human needs from low to high, namely, physiological needs, security needs, social needs, respect needs and self-realization needs. Good office environment, advanced office equipment, reasonable salary and perfect welfare meet the basic needs of employees, especially hardware construction. On this basis, software construction is carried out to meet more needs of employees. Respect and care for people, let employees feel the warmth of the organization in the enterprise, have a sense of belonging, and can play their talents in a respected environment. How to respect people? As superiors, we should be practical, like a spring rain that melts, moistening things silently; As a subordinate, we must make orders to prohibit and live up to high expectations; As colleagues, we should help each other, and the flames are high when everyone collects firewood. In short, no matter what level you are at, you should always respect others and yourself. Regarding respect, here is an extended discussion: does the leader criticize employees for disrespecting them? In fact, as far as respect is concerned, criticism does not mean anything, and how to criticize is the key. So, is it necessary to criticize? As the saying goes, too much is too late. If you never criticize, it is almost the same as scolding every day, with the same effect and no incentive. How to care about people? I think many female colleagues know better than me. People who care can care about work status, family, health, skill growth, holiday greetings, stage needs and so on. While managers care about employees, colleagues should also care about each other. Only by establishing an atmosphere of care and love can the team be full of warmth and talents be willing to stay.
Some people will say that if I pay my employees, they should work for me. Why train people? The ultimate goal of people-oriented is to realize the continuous improvement of people's value, and the purpose of training is to enhance people's value. People-oriented means that everything is people-centered, people-oriented and human nature is the foundation and starting point. We must return to Maslow's theory. The highest level of Maslow's demand theory is self-realization (the research results many years ago show that this is the second largest demand of China people). To realize self, the training provided by institutions is a great help. Some people may say that I don't need much achievement, so I don't need enterprise training. In fact, Maslow in his later years expanded his needs theory and discovered two lifelong needs of human beings: the need for learning and the need for aesthetics. In other words, no matter who they are, they are studying all their lives. You don't have to read books, and you don't have to attend classes to learn. In fact, even if you never use Taobao, it is also a learning process. Learning is a kind of progress, and the cultivation of enterprises gives employees the opportunity to learn and make progress. Imagine, if other conditions remain unchanged, if the enterprise provides employees with learning opportunities and trains employees to meet their lifelong needs, will employees be more loyal and efficient?
Another topic is managers. First of all, managers, indulgence does not mean being good to employees. When I used to work in another enterprise, people in government offices often recommended their children and relatives (mostly fresh graduates) to the enterprise. If we leave them alone and give them privileges, those children will become social garbage in a few years. In fact, we treated them equally, and later these children all developed very well. Therefore, it must be managed. From the company's point of view, it is dereliction of duty for managers to ignore people. Second, how to manage? How to manage people is related to the hypothesis of human nature. If you pay attention, you will find that the rules of production enterprises are very strict, and high-tech enterprises are generally relaxed, which is related to the assumption of human nature. Production enterprises use X hypothesis, assuming that people are lazy and must manage their work; General high-tech enterprises use the Y hypothesis, assuming that everyone is conscious and will do things well. In fact, both methods are extreme, and human nature is diversified. In my opinion, people-oriented is embodied in daily management activities: authorization is when authorization is granted, and supervision is when supervision is performed. Some people will talk about humanized management, which is often biased when implemented, and eventually leads to employees not buying it. Therefore, being kind to employees is the basic condition of humanized management, but it cannot be achieved by the temperament of employees. Only by adopting differentiated management methods and strengths according to the characteristics of employees can we truly achieve humanization. Humanization is management according to human nature, not synonymous with gentleness. To put it bluntly, some people can let them play freely without giving orders; Some people have poor consciousness and must be whipped. I didn't invent this either This is the meaning of situation management. There is a couplet in Wuhou Temple in Chengdu-"If you are good at attacking your heart, you will be self-defeating. Do not judge the situation, temper leniency with severity. In the future, you should think twice about governing Shu. " As a manager, we should always pay attention to differentiated management and never follow Zhuge Liang's footsteps. Only in this way can everyone play his own value and achieve personal and organizational achievements. This is also the purpose of our managers.
What should management do in a people-oriented organization? This has been basically discussed above and can be summarized as follows:
1, respect talents;
2. Do everything possible to care about talents;
3. Provide opportunities for talents to learn and develop;
4. Use differentiated management methods.
At the same time, we can expand this concept-in a "people-oriented" enterprise, not only the management needs to do the above, but all members should do the following:
1, respect everyone, including superiors, colleagues, subordinates and customers;
2, care about everyone around you, only care about others, others will care about you;
3. Seize all opportunities for learning and development, and at the same time provide others with guidance in their fields with a grateful heart;
4, according to each other's personality characteristics, adopt appropriate social strategies and management methods, rather than blindly indulgence or high pressure.
Accordingly, a real "people-oriented" organization can be established with the participation of all employees, paying attention to human nature and "I am for everyone and everyone is for me".