How can the counterpart departments take the opportunity of promoting efficient meetings to carry out their work better?

? How to use the promotion of efficient meetings as an opportunity to better carry out work in counterpart departments?

? Management is tangible, but management is intangible. As an HRBP, how can we use the promotion of efficient meeting management as a starting point in the corresponding department to carry out work better? Promote the improvement of management of the entire department, which is ultimately reflected in performance.

First of all, effective meetings are a comprehensive method skill. How does a methodological skill apply to counterpart departments? This involves the application of theory: how to apply theory to specific situations? The theory can only be applied to specific scenarios and produce good expected results. Theoretical ability is the theory that one has mastered. Only by using "reverse engineering" thinking to explore the background, situations and scenarios behind the theory can the theory play a huge role, and can it be adapted to specific problems according to time, place and circumstances. Use it flexibly.

Secondly, the theories and methods of efficient meetings must be thoroughly studied. The principles used in efficient meetings include the following:

1. Process management. In chronological order, from meeting motions, determination of meeting topics, meeting agenda planning, to meeting time, location, participants, meeting host, and meeting notice. The host's ability to control the situation during the meeting, meeting rules, attention control, speaking time, voting methods, reaching consensus, and assigning tasks. Meeting tracking items, meeting minutes, meeting resolutions, and key matter tracking after the meeting. These processes and key nodes are the experience summary of many predecessors, which can ensure the efficiency of the meeting to a certain extent. Meetings without process guarantees will, to a large extent, turn into "chatting" and "talking about mountains and mountains."

2. Solve the problem. Behind every meeting, there is a problem or series of problems that the organization needs to solve. The problem is not terrible, what is terrible is the indifference and exaggeration of the problem. All problems can be solved. You can clarify the problem through 5W2H, ask questions through 5why, and constantly approach the cause of the problem. Analyze the problem through brainstorming and find a way to solve the problem. Solving the problem is to achieve a common understanding, step by step, and analyze the problem. Frequency and level-by-level solutions. Some complex problems cannot be solved all at once, but can only be solved step by step. If you really can't find a way to solve the problem, then use the big trick: action learning. Combining action learning methods with efficient meetings, it has a complete methodology for solving structural problems.

3. Generate trust and achieve mutual understanding. Another invisible function of efficient meetings is to generate trust and achieve mutual understanding. It can unify everyone's cognition and thoughts to the greatest extent, and can achieve broad understanding, if it is a successful meeting. The most difficult thing for a team is to establish trust between team members. Meetings are a "dojo" to build trust between each other. In the meeting dojo, it is easy to form trust and achieve mutual understanding. Trust and knowledge are the underlying logic that affects the team's combat effectiveness.

Finally, meeting tracking and review is a powerful tool to improve the effectiveness of the meeting. Meeting tracking matters are the last step of an efficient meeting. The preparation and efforts in the early stage are all for the implementation of the meeting resolutions. On the basis of tracking the meeting resolutions, the results are summarized, and the implementation status is summarized through special review tools. This It is an effective way for team learning and team self-improvement.

? There are tens of millions of problems that the counterpart departments have to solve, and our "letter of investment" is recruitment. In addition to professional work, how can we promote the development of department management? How to empower the entire team? Starting from the simple problem that needs to be solved most at present, I think "efficient meeting management" is a "tipping point" and entry point. Starting from this aspect, we can gradually influence and change the teams and teams of the corresponding departments. Use efficient meeting management to leverage the management of counterpart departments.

? Empower the counterpart departments and move from small victory to big victory. The road is long, but we have methods and paths to ensure that we reach the end of victory!

Human Resources Department? Gao Wei

? Saturday, October 27, 2018

How to use the opportunity to promote efficient meetings in counterpart departments , carry out the work better?

In fact, our HRBPs know very well about "efficient meetings" and we must pay close attention to the efficiency of meetings! Because many department meetings have become a place for department leaders to give speeches, a place for department leaders to chatter and do useless work, a place for leaders to sing and everyone listens... However, the situation of each department we correspond to is different, and the strategies we adopt should also be different.

? Among the two departments I am currently responsible for, the *** business department is in a much better situation because we have provided guidance, inspection and tracking on conference management before. The general manager of the department has his own views on the efficiency of meetings before. He attaches great importance to the efficiency of department meetings and practices them personally. The rules of *** business department meetings were redefined after our guidance. Currently, every meeting is basically More efficient and pragmatic.

Use it if you have it, and benefit if you don’t have it. Department empowerment is not so lofty. It only requires starting from small things and giving methods and skills. At present, various matters recommended by the requirements are all efforts on the human resources point, from point to line. The entire process of getting there is only one-sixth completed, and there is still a lot of practice waiting for everyone to complete! Back to the topic, in terms of current methods and skills, with this premise, we must continue to follow this rule! Achieve a "favorable" state.

? Another department I am responsible for, ***, does have a lot of problems. First, there are very few meetings because there are few people. Second, there are many problems in the morning meeting, mainly focusing on the content (what the leader said Too much, too much criticism, too little praise, too little to boost morale, too much frustration, etc.), it can be said that the whole morning meeting has a big problem. This problem must be gradually changed, otherwise the negative effects will become greater and greater.

Various meetings need to be standardized, empowered, and trained! Start with the top leadership and work your way up. In fact, the person an organization needs training most is not the middle- and grass-roots cadres, but the boss, the top person in charge of the department. When this kind of thing happens now, the organization should bear the responsibility, because the organization did not provide systematic methods and skills; the top person in charge should bear the responsibility, because there is no guidance and no empowerment. In the end, the organization pays the bill, and the business stagnates or even regresses. There will be consequences for the day! Meeting management is only one aspect of operations management, but a leaf can tell. Many times, operations come first and management comes first. It is precisely operations and management first that lead to the problem: growth masks problems. Now this department is still small. If it is not strictly managed, then eventually It will become "management lags behind, and management hinders operation!" Cases like this are happening every day!

Personally, I think: When promoting efficient meetings, it is also a good opportunity for us to closely contact the masses and get close to leaders at all levels of the department to communicate work and output management concepts. First of all, we need to attend some important meetings of various departments, communicate with colleagues attending the meeting before and after the meeting, and understand some of everyone’s opinions on the meeting; secondly, when problems are discovered, we need to discuss the problems existing in the meeting with leaders at all levels of the department, In particular, the concept of "5W2H" will be put into meeting management, which will make leaders suddenly understand. They will naturally understand half of it without having to explain it in depth. Finally, the efficient meeting management we promote will gradually change. The management atmosphere of the department abandons the bad habits of "paternalism" and "self-centeredness" of some leaders, and allows the concept of brainstorming and the atmosphere of departmental unity to gradually form.

This is not only a wedge, but also a lever that leverages the entire management! How you perceive this coaching, empowerment, and training will determine your future gains: The worst option is to just treat it as a job in the human resources department, and your income will be limited; the middle option is to think of this as an opportunity and invest yourself in it. If you do it as a project, you will get a medium income; the best policy is to think that this is the beginning of a system project, and you devote yourself wholeheartedly, communicate proactively, conduct timely reviews, proactively communicate with all stakeholders, and find ways. I believe you will get more! What's more, if you seek the upper part, you will get it; if you seek the upper part, you will get the lower part; if you seek the lower part, you will get nothing.

Integrating various tools, methods and skills into it, the power and charm of tools can be said to be "use", what is the use of useless? Useful? 5W2H, brainstorming, six thinking hats, Disney strategy, 5WHY... can all be integrated into meeting management, learn and apply them, and on this basis, constantly modify and develop your own methodology!

? Efficient meeting management is a management project we implement, and it is also a concept that allows departments and department leaders to improve efficiency. This concept allows many leaders to save time from meetings and go to more meetings. Do something practical rather than rhetorical.

Efficient meeting management is based on equal communication and solid work. This is also a test of our HRBP's daily work. Without the usual communication and coordination with leaders at all levels of the department, the implementation of this work is difficult. Therefore, the implementation of this work depends on people (department leaders, HRBP), time (whether the time is ripe for implementation), and factors. It varies by location (different departments).

The implementation of any cross-departmental project can be seen as a mirror. It is your own "demon mirror", and it is also the "demon mirror" of your counterpart department. Management is to push a huge boulder to the top of a mountain to generate huge potential energy. Modern society is a society where teams succeed, and it is also a society of collective collaboration. The Internet Behind the red phenomenon is the completeness of the industrial chain. The individual era is a new development after collective collaboration. Collaboration is an important aspect in judging a cadre and a professional manager!

In short, the implementation of efficient meeting management gives us the opportunity to get close to department leaders and colleagues, and also gives the department the opportunity to improve efficiency and management level. It is our duty to make good use of this tool.

? Human Resources Department? Lu Pengfei

November 6, 2018