HRBP toolbox: six boxes. Can you use them?

Produced by HR Real Name Club (ID:hr_club)

Editor in Chief: Chen Zuxin (skirt)

main content

Brief introduction of six boxes

Second, the case interpretation of six boxes

Three or six boxes of practical experience in Ali.

Brief introduction of six boxes

Q, what the hell are six boxes?

Six boxes, called "six boxes" by Jianghu people, are also called Wesburd's six box model, which is a sharp weapon to constantly examine the business realization process from the internal perspective of the organization.

The six dimensions are "mission/goal, structure/organization, relationship/process, reward/incentive, support/tool, management/leadership".

Q: What are the core functions of the six boxes?

In the words of HR friends, "No matter how the business and organizational structure change, six boxes run once."

Therefore, Six Boxes is also a simple and practical tool for tissue diagnosis, which can help us "take stock of the present situation" and "open the future" and build a bridge between reality and the future. Helping to build the organization chart of the business team plays a key role in the process of fully understanding yourself.

Q: How to use six boxes?

Can be used as a variety of tools:

1. counting tool: you can count the organization status.

2. Diagnostic tools: establish a comprehensive organizational perspective, from solving a single problem to looking at the organization more comprehensively.

3. Communication tool: It is a set of concise language, which can effectively communicate on organizational status.

4. Platform tools: HR and business work in a big pattern and can work effectively.

Q: What is the usage scenario of the six boxes?

There are three main situations:

1, new team: When you enter a new team, you want to know the team comprehensively.

2. FM in the organization: When you talk to key people, conduct in-depth organizational inventory and realistic discussion.

3. Before organizational structure adjustment: it can be used to help sort out the current situation and find the adjusted goals.

Q, six boxes are suitable for those people?

Business leaders, managers who want to develop their own organizations, responsible leaders, and HRBP who fight with business partners.

Q, how does HR play with six boxes?

Two main points:

1. Daily conversation: Have the thinking mode of one-on-one conversation with business leaders or core cadres.

2. Professional discussion: discuss with the core business team and business or management plan, with professional tools.

Q: What are the six boxes talking about?

The core content is:

1. Mission-Does the organization have a clear mission? Do employees understand and agree with the company's mission?

2. Structure-how is the internal work of the enterprise distributed? Considering the mission, is the distribution of human resources reasonable?

3. Reward-check whether all tasks that need to be completed have corresponding rewards. Does the reward support or hinder the completion of the task?

4. Relationship-What is the way of coordination among all units of the company? Disharmony will not cause contradictions?

5. Support-What are the systems and processes that support organizational work?

6. Management-Be regarded as the last box, and closely observe the abnormal events or unexpected results in the other five boxes. Its function is to ensure that the other five boxes can be in a balanced state? What action should be taken to correct the time imbalance?

Q, what is the key point of six boxes landing?

Three key points:

1, who uses it? The key is not to face these boxes alone, but to explore with whom, that is, the high-quality information of "input" will have an important impact on the effectiveness of "output"

2. Why use it? Considering the action boundaries of the six boxes, these six boxes stand in a relatively small view of the organizational picture. Just like a radar screen, the light spots on it tell us something about the organization-that is, the state of the business realization process.

3. how to use it? Some DIY teams developed their own problems and contents, and also played a unique flavor, which improved efficiency through * * * knowledge and discussion. I not only understood what others said, but also expressed my thoughts clearly.

Q: What should I pay attention to in the application of six boxes?

Some common misunderstandings:

1, over-concentration: reduce all problems to a box and cut into it to find a solution.

2. oversimplification: only pay attention to the static state of one box and ignore the dynamic evolution process of six boxes.

3. Over-sequencing: regard the six boxes as forced sequencing, ignoring their simultaneous existence and mutual influence.

4. Overideal: treat six boxes as the master key, regardless of other factors other than six boxes.

Second, the case interpretation of six boxes

Case 1: The case of six boxes in Alibaba Cloud.

Box 1: mission, strategy and objectives

Mission-vision

Strategy-Blueprints and Milestones in Three to Five Years

Goal-practical measures in a year or so

1, strategic diagram

1) Does it have clear customer value?

2) Is it clear

3) Is it exciting?

4) Do you have a buying fee?

2. The strategic plan has landed.

1) Is the strategic path clear?

2) What is the core gripper? -The core points or events or activities that best reflect the strategy, such as Alibaba Cloud 200 HC, search: mobile search, cloud search.

3) Is it properly decomposed to the goal of each department: chemical decomposition rather than physical decomposition?

3. How to measure (what is KPI)

Step 4 make a big picture

1) This link is mainly about understanding the business objectives and business logic, without considering human factors for the time being.

2) Grasp the hand-from quantitative change to qualitative change

3) About customer value-

(1) Who are the customers and segment the customer market?

(2) What are the problems that customers need to solve?

(3) What happened indicates that the problem has been solved (the result of solving the problem)

For example: customer's demand for operation and maintenance: system stability/system flexibility/cost.

(4) How to judge whether the customer value is clear? -Check whether the business departments almost agree that the customer's voice is clearly communicated internally. Alibaba Cloud is a technology-driven business.

The second box: Structure &; organization

1, discharge and disposal

1) Division of labor &; Are the responsibilities clear?

2) There are more and more blurred boundaries, and the challenge lies in: doing your job well and fighting.

3) How to treat cross-border?

2. Are the leaders of the core key departments competent?

How to match 1)

2) What are the benefits and risks?

3) What is lack of ability? Is there a development plan?

3. Are the core competencies required by the strategy available?

4. Flattening is a trend, flexible and self-driven.

1) clearly analyze the organization, from the perspective of business and people, which are recruited from outside and which are recruited from inside, and the training period.

2) In the past, Alibaba Cloud's business demand was mainly to recruit technical personnel, but at present, under the condition of stable technology, personnel may need more internal transfer. Understand the needs of the organization through the form of talent inventory.

3) Come as soon as you call, fight as soon as you come, and disperse as soon as you fight-the future direction.

The third box: Relationship &; procedure

1, the relationship between the department and other departments of the entity

1) Relationship with related business segments of the Group

2) the relationship between products, engineering and technology

3) Relationship with customer departments and horizontal departments

4) the relationship between the innovation team and its own business

2, pay attention to the official process, but also pay attention to the folk process.

3. Blurred boundaries are the norm.

4. Organizational culture: In the face of choice, let everyone judge consistently, not relying on the process system, and interpersonal dependence is getting stronger and stronger.

The fourth box: reward &; encourage

1, reward: from outside to inside? Motivation: from the inside out

1) What is personal motivation?

2) Whether the individual's energy and potential are understood and released.

3) What behaviors and results are rewarded?

4) What behaviors and results are encouraged?

5) Who will be rewarded?

6) Who rewards individuals

7) Is the reward fair and orderly?

8) Reward individuals or teams

2. How to reward and motivate?

1) Material, awards, unconscious subconscious influence, office environment, encouraging innovation.

2) Frequency and scope of encouragement (collective or individual)

The fifth box: Support &; tool

1. Do you have enough resources to do it?

1) Hardware: technical resources

2) Soft: relationship, connection

2. Open and transparent coordination procedures

The process of planning, budgeting, control, information and evaluation

3. Support:

1) technology, services, cooperation, systems and tools

2) The forbidden area and the bottom line are clear.

3) Coordinate their ability to control resources outside the region.

4) Employees have opportunities and resources for continuous growth.

5) Relationship: your understanding and recognition of your partner, your understanding and recognition of your partner.

Box 6: Management and leadership

Do the right thing &; Do the right thing

1, the performance in the first box: point out the direction and let everyone go.

2. the performance in the second box: arrange troops and make good use of them.

3. The performance in the third box: building mechanism, building soil.

4. the performance in the fourth box: dream-driven, whoever wins the prize will be punished.

5. The performance in the fifth box: coordinating resources and expanding influence.

Case 2: A graphic case of O2O industry.

Three or six boxes of practical experience in Ali.

Sharing guests: 20 1 1 joined the first-line team of Ali Dianxiao, and transferred to the background HRG in April of 20 14.

Q: In what context did you choose the "Six Boxes" tool?

Ali ·HRG:

1. Business differences: I went to the backstage and found that the front desk and the backstage are very different in business and organization: in business, the front desk is a relatively simple business line, while the backstage is relatively complex, with 18 business lines, including commercial products, planning, quality control, training, resource management, business development and so on. At the same time, my partner became five backstage.

2. Challenges encountered: With the differences in these business situations, the organization mode has also become very challenging. The front line is unified and the background is more flexible. As an HRG person, it is difficult for me to have the energy to attend all business meetings. The biggest challenge is how to quickly see the current situation of business and organization and find the core strength point of HR.

3. Original intention: Six boxes of tools gave me some methods to make a diagnosis quickly, and found the core power point with my business partners. This is my original intention of using this tool.

Question: What preparations should be made in the process of using six boxes?

Ali HRG: There are only a few people who can give lectures in six boxes in Ali. I have heard several versions of the content. I was faced with a small organization, and it was actually very difficult to ask a lecturer for help. Finally, I decided to come by myself, and my fate with six boxes began here. There are several preparatory actions in front:

The first is to make it clear that only I can teach and help the team run six boxes together.

The second is if I do it, how to do it, how to do it.

Third, what preparations should be made from both theoretical and practical activities.

Question: What is the scene of six boxes landing?

Ali ·HRG: It is divided into two parts: theory and practice:

1, theoretical part: For example, in the carding part at the beginning, several questions should be clarified: "What are the six boxes?" "Why use six boxes?" "How much are six boxes worth?" "What can six boxes bring?" . For example, in the box of "mission and goal", the core clarified several questions, "Why do you want to talk about this content today?" "What is the mission and goal?" "Why focus on the goal now?" And "what is the content that needs to be answered clearly?" "How to understand the differences among customers, partners and supporters" and "What is the standard to measure the quality of content?" Wait a minute.

2. Actual combat part: The key is the preparation before the scene. We should design and think about processes, problems, mechanisms and how to guide them. Of course, what is the core purpose? What is the core purpose of tissue diagnosis? I think we should truly present the status quo and problems, instead of complaining about the past or discussing the vision of the future. The ultimate goal of owner and process design is to get everyone involved and dare to tell the truth, which is the core of the whole process.

Question: You used six boxes for the first time. How did everyone give you feedback?

Ali ·HRG: After browsing six boxes several times, I found the following changes:

1, feedback from business leaders: from initial anxiety to strength and certainty.

2. Feedback from business students: from what was initially considered as a leader to what we have to face together.

3. My personal feedback: From what I personally see, it is only a point-to-point suggestion, and the strength is insufficient. Now I feel more powerful and motivated.

4. Overall feedback: After six boxes, everyone * * * looks at it together and has the same vein. It is easier to find the current situation of business and organization from the same perspective, and it is easier to reach * * * knowledge with a group of people instead of themselves, which is the result of the joint promotion of everyone.

Question: What is the most difficult thing to practice "Six Boxes"?

Alibaba There: There was a lot of anxiety and worry before we started. I'm worried about screwing up, my partner's dissatisfaction, and I'm worried that I won't make it on the spot. But once you start, it's not difficult at all. On the spot, I will naturally go with my partner firmly and design while doing it.

My inner confidence is: this is not a person's business, but everyone is doing tissue diagnosis together.

Question: If you wanted to tell your friends who would use the "six boxes", what would you say?

Ali HR G: My biggest feeling after running a few games is that it is difficult to do one thing, especially in the planning stage, but when it is really realized, it is not as difficult as expected. As long as you start practicing, you will be 90% successful.

The courage to practice is very important, as Otto said, the principle of 0.8 is to reflect while practicing. We should believe in the power of six boxes, which is enough to help businesses and organizations, that is, practice and practice. The power of practice can help us live.

-End-

I suggest: If you want to know more about HRBP tools, you can pay attention to HRBP tool edition training camp.