How to build employee capabilities among the three pillars? (twelve)

Building organizational capabilities first explains the formula of sustainable enterprise success = strategy * organizational capabilities. After that, it briefly explains the Yang triangle of how to find the right strategic direction and build organizational capabilities, and uses Google and Haihai Take two cases for analysis. So, starting from this article, we will analyze in detail how to build the three pillars separately and maintain the balance of the three pillars.

1. How to build employee capabilities?

How to build employee capabilities? We need three steps to complete: the first step: determine the employee's ability; the second step: audit to find the gap; the third step: find the starting point to fill the gap.

1. Determine the core competencies of employees.

For example, Acer was expanding and recruiting many employees from IBM. The professional skills of IBM employees are very strong. IBM's employees all joined the company after graduating from college. IBM's philosophy is to spend money to make money, and Acer's philosophy is to save money to make money. IBM employees stay in high-end hotels, fly first class, and are very good at spending money. But Acer employees are very economical, using second-hand paper, staying in cheap hotels, and using the lowest discounts. After IBM employees joined Acer, their working concepts were very different from those of Acer's original employees. A small number of IBM employees could not defeat Acer's original employees. This caused IBM employees to feel uncomfortable and ultimately unable to stay.

This case illustrates that the company's DNA is very critical in recruitment. Even if the professional abilities of these employees are very suitable for the company's employment standards, if the employees' core capabilities are not in line with the company, there will be problems in the work process. There are very big philosophical differences and the work will be very hard.

Therefore, organizational capabilities are not just professional capabilities. Organizational capabilities include professional capabilities + core capabilities.

2. Audit: Find the gap between reality and ideals.

After determining the core competencies of employees, it is necessary to conduct a personnel evaluation, or personnel inventory, based on the requirements for the next 1-3 years.

The inventory starts from two aspects: professional capabilities and core capabilities. First, we confirm how many talents with what professional abilities will be needed in the next 1-3 years from the perspective of professional abilities. For example: In the next three years, 30 product R&D personnel and 100 sales personnel will be needed. However, the inventory now only has 5 product development personnel and 40 sales personnel, so the gap has been found. It is not enough to just find the gaps in professional capabilities. It is also necessary to take stock of core competencies. The core capabilities we need for the future are customer orientation, team learning and learning capabilities. However, taking stock of the current talents, customer orientation scored 3.2, teamwork scored 3.5, and learning ability scored 3.1, so we discovered the gap in core capabilities.

To sum up, to find the gap, we need to find the quantitative gap, and we also need to find the qualitative gap. The quantitative gap is about numbers, and the qualitative gap is about professional capabilities and core competencies.

3. Use the 5B grip to bridge the gap.

The previous article talked about the 5Bs of improving employee capabilities: recruitment, training, retention, elimination and loan. These 5Bs have different application focuses in different companies. For example, a labor-intensive enterprise like Haidilao does not have high requirements for employees' talent, and all skills can be cultivated, so the requirements for training are relatively high. As long as you have certain core competencies, professional skills can be acquired through training. Therefore, the most important thing in labor-intensive enterprises is training. The second most important means are recruitment, retention and elimination. Generally, there is no need to borrow talents. Knowledge-intensive companies like Google require innovative capabilities and elite personnel. These talents cannot be obtained through training methods and are basically talented talents. In this case, the requirements for recruitment are very high, and recruitment is the most important link. The second is retention and elimination. Such excellent talents are difficult to obtain. Once they are suitable, strong means must be used to retain them. Elimination is also more important. If one person cannot contribute the value he deserves in his position, the damage to the entire team will be huge. The task was originally completed in one month, but has not been completed after three months. This is impossible for a rapidly growing enterprise to recover. Therefore, it is also very important to eliminate knowledge-intensive enterprises. Next comes training and loan. In knowledge-intensive companies, employees have strong abilities, so training is necessary but not the most important.

Knowledge-intensive enterprises have very high requirements for brains and need to borrow some advanced concepts, knowledge and research from the brain to supplement the internal deficiencies of the enterprise.

Two words often heard in knowledge-intensive companies are: Hire fast and Fire fast. Recruit slowly and eliminate quickly. Through many processes, we slowly analyze whether talents have professional abilities and core competencies. However, once it is found that an employee is not suitable for the company, he must be eliminated immediately to reduce the impact of unsuitable talents on the company and the team.