Gallup Q 12 and Gilbert Behavior Engineering Model Boundary Element Method

2018,65438+10, 14 organized the sharing of "performance improvement-technical control first, then artificial control". When talking about Gilbert Behavioral Engineering Model (BEM), the theoretical basis of performance improvement, I made a comparison with Gallup's Q 12 in order to illustrate BEM's theoretical foresight and landing. At that time, it was only a simple response, and now I will explain it in detail.

When it comes to Gallup Q 12, the first thing to say is the Gallup path.

Gallup Company has spent 60 years in-depth research on the relationship between the success factors of enterprises, and established a path to describe the relationship between employees' job performance and the company's final operating performance, namely Gallup Path.

The stock growth of a company depends on the actual profit growth of the company, and the actual profit growth depends on the continuous growth of turnover. Most enterprises only pay attention to the top three financial indicators, but when these indicators happen, they have become the past, so they are called lagging indicators. Other leading indicators are the root cause of lagging indicators. The growth of the company's turnover comes from the fact that we have a certain loyal customer base and employees willing to serve them. These highly dedicated employees come from the management of excellent managers, and the selection of excellent managers is attributed to the company's knowledge and good use.

From the whole path, only when the leading indicators from "discovering advantages" to "loyal customers" reach the advanced level can the key performance of the last three stages be improved.

? Q 12 is a leading indicator to measure employee engagement and working environment. Gallup believes that without measurement, there is no management. Through interviews with more than one million employees and more than one thousand departments, and through detailed data analysis, twelve dimensions are summarized. It is found that these 12 key issues can best reflect important business performance indicators such as employee retention rate, profit rate, production efficiency and customer satisfaction.

Q 12 is mainly aimed at the evaluation of team working environment and employee engagement. These soft problems of 12 are closely related to the company's hard performance indicators. It is found that compared with companies with low employee engagement, companies with high employee engagement have higher employee retention rate 13%, higher production efficiency 5%, higher customer satisfaction 52% and higher company profit rate 44%. Moreover, the case shows that employee engagement will increase by 5 units, customer satisfaction will increase by 65,438+0.3 units, and finally the company's income growth level will increase by 0.5%, which shows that highly engaged employees will open the door to success for enterprises.

Question 12 in Q 12 is easy to understand, so I won't elaborate on it here. If you need to know more about Q 12, I recommend reading Breaking All Routine First and 12 Major Management Elements.

Q 12 is an effective tool for managers to improve the working environment/atmosphere of organizations and enhance organizational performance. In the process of using Q 12, what management needs to do and what employees can get, as shown in the figure below.

Through Q 12 evaluation and targeted work improvement, continuous improvement of organizational performance can be achieved through four levels.

Let's talk about the basic Gilbert Behavioral Engineering Model (BEM) for performance improvement.

Gilbert's behavioral engineering model (BEM) includes six levels, which are mainly used to improve the working environment of employees rather than employees themselves. It emphasizes that the way to make a person work better is not to cultivate and change this person, but to empower people through performance improvement.

First, data information and feedback, we will get an order number after shopping online, and you can check the order status when you get this order number. When do you use it? One is to come when it is time, and the second may be normal, but you are in a hurry and will call customer service if you have something. This order number greatly facilitates consumers and customer service personnel, and greatly reduces the unnecessary work of customer service personnel in providing real-time services to customers.

Here are some examples of data information and feedback.

The transparency of information makes this simple and effective. The feedback of data information also includes whether the employee's work objectives are clear, whether the employee's work tasks are clear, whether he knows the standards for doing this well, and whether the superior has given him direct feedback.

Second, resource processes and tools, this example is also everywhere. The following are some examples of tool classes.

The above are hard tools, and there are also soft tools. That is to say, when we visit the supermarket, we usually put two or three new products at the checkout counter. At the checkout counter, the salesperson will advise customers "Do you want to bring some to try?" Maybe this "a little bit" can increase the sales of the organization by 30%! It can be seen how important it is to change the process tools.

Third, consequences, incentives and rewards.

Here is an example of different incentives. /kloc-At the end of 0/8th century, the British government decided to send the guilty Englishman to Australia. Some private ship owners have signed contracts to transport prisoners from Britain to Australia on a large scale. The method implemented by the British government is to pay the shipowner's fees according to the number of prisoners on board. In order to make huge profits, shipowners pretend as many people as possible. Once the ship leaves the shore, the shipowner gets the government's money according to the number of people, regardless of whether these people can cross the ocean and reach Australia alive.

Some ship owners even deliberately cut off water and grain in order to reduce costs. Three years later, the British government found that the death rate of prisoners transported to Australia reached 12%. The British government spent a lot of money, but it failed to achieve the goal of mass immigration.

The British government has thought of many ways. Every ship is supervised by a government official, followed by a doctor, and the living standards of prisoners on board are also hard and fast. However, not only did the death rate not come down, but also some supervisory officials and doctors on board died inexplicably. It turns out that some ship owners bribe officials for huge profits. If officials don't agree, they throw them into the sea to feed the fish.

The government has also adopted a new approach, calling shipowners for education and training, educating them to cherish their lives, and understanding that going to Australia for development is for the long-term plan of Britain, and that money is not more important than life, but the situation has not improved.

A British parliamentarian believes that it is those private ship owners who have taken advantage of this system. The defect of this system is that the government rewards shipowners according to the number of people on board. He suggested starting with changing the system: the government should calculate the reward according to the number of people who landed in Australia.

Problem solved. The shipowner took the initiative to ask the doctor to accompany the ship, prepare medicines on board, improve life and make concessions as much as possible. Everyone on board arrived in Australia healthy. A person means an income. Since the implementation of the landing counting method, the mortality rate on board has dropped below 1%.

Fourth, knowledge and skills.

Ability acquired through study and training.

Fifth, talent potential.

Represents the innate characteristics of an individual. For example. Security bravado requires 1.65 meters or more, and flight attendants require 1.65 meters or more to help customers put their luggage.

Sixth, attitude and motivation.

Attitude refers to people's evaluation and behavior tendency of things on the basis of their own morality and values; Motivation is the internal motivation to stimulate and maintain individual activities and make them move towards certain goals.

From these six levels, it is found that the difficulty of improving people's work efficiency is from easy to difficult, that is, it is easier to change environmental factors (the above three levels), while it is relatively difficult to change individual factors (the following three levels). Moreover, the organizational effect brought by changing environmental factors is far greater than that brought by changing individual factors, that is, technical control is first followed by human control.

Q 12 and Gilbert Behavioral Engineering Model (BEM) mentioned above are both tools to improve organizational performance, and they are both result theories that have been tested by a large number of investigations, data analysis and practice. Let's look at the relationship between them and realize mutual confirmation when sharing.

Generally speaking, both of them focus on the environment, with technical control as the management focus, rather than deliberate transformation or assessment of people. Of course, when employees are not employed, that is, in the interview stage, we should still focus on the last three layers of BEM, so as to give priority to human control before employment, and support the technical control level after employment, with technical control first and then human control. To achieve employee growth and performance improvement is to empower organizations and talents.