If you don't create wealth for the company, you risk being fired. How to maintain your competitiveness?

I'll give you a little peace of mind first. You risk being fired if you don't create wealth for the company. This sentence is a bit urgent.

Of course, I'm not saying that creating wealth for the company is not important. Instead, the division of labor and positioning of different functions, departments and positions of the company are different, and the contribution and value to the company are not just direct achievements that can be measured by numbers.

If this is the case, then the employees that each company needs to retain in the end are probably the best salespeople.

With this in mind, let's talk about how to keep our competitiveness in the enterprise.

To be clear about the core objectives and tasks of your post, you must at least reach the standard level. Although we said earlier, not every employee in every department and position needs to use "how much money I earned for the company" to measure performance, there must be standards to measure "how I did in this position".

For example, if you are a financial officer, you may need to check whether your work is accurate and there are not too many mistakes;

You are engaged in recruitment, depending on whether you can recruit people to be recruited by the company and the employing department within a reasonable time;

Be practical, it depends on whether there are disputes in the contracts you have reviewed or drafted, whether there are some legal disputes, whether they can be properly resolved, and so on.

Therefore, no matter what position we are, whether we are newcomers in the workplace or "old people" with many years of work experience, we should always remember what our core work objectives and tasks are, and what are the most critical indicators for the company to evaluate us?

In these areas, we need to at least reach the passing level and continue to do better.

Resolutely do not step on the red line and reduce mistakes. In fact, for some enterprises in the growth and development period or maturity period, the situation that often appears is lack of people, not overcrowding.

Even if people are recruited, newcomers are not necessarily better than old employees who are already familiar with the situation. Therefore, the whole company will prefer to use an old employee with good performance to recruit a new employee who doesn't know at all, whether from the aspects of strategy, cost, etc. or from the convenience of its own work.

This also determines that in our company and business, as long as there are no major problems and adjustments, our usual work performance and performance are also passable. Then, as long as we don't make big mistakes and don't often make small mistakes, basically, we are relatively safe in our profession.

Or in other words, not making big mistakes and making fewer small mistakes is the greatest workplace competitiveness.

The relationship with department leaders and direct leaders is at least harmonious on the surface. An unavoidable reality is that the results of our performance appraisal at work are decided by our immediate superiors and department leaders.

In addition to front-line business and sales staff, performance can be measured by objective actual figures. In most other positions, the evaluation of work results and the final assessment scores are bound to have traces of subjective evaluation by direct supervisors and department leaders.

Of course, we hope that all direct supervisors and department leaders can be like robots, and don't judge their subordinates by their own likes and dislikes, but this is definitely impossible.

I don't mean to please the leader for my better performance, but to maintain a relatively harmonious relationship with the leader, even on the surface, is very helpful for my career stability and development.

After all, I believe that no one will overestimate the values, work attitude and ability of a person he particularly hates, which is often a very important part of our performance appraisal.