Tiejun recruitment

Around a book, output reading notes according to content and reading rhythm. This article is the third part of the article.

Organizational structure needs systematic construction, with many details and methods.

Design organizational structure, clarify reporting relationship and post responsibilities, and improve organizational efficiency.

Two principles of organizational structure design: upper and lower integration and elastic reservation.

On the left side of the diagram, there are two arrows representing two driving forces of enterprise operation. Top-down is mission-driven, representing the mission vision of the enterprise and the founder's thinking about the future.

The other bottom-up is user-driven, which is what our users want, and it is embodied in the organization to meet the needs of users and what the organization needs.

Strategy and organizational structure design need to be considered together.

In business, there is no shortage of opportunities to make money. Faced with the temptation of interests, knowing what not to do is often more important than knowing what to do.

When the market environment changes rapidly, organizations must remain flexible and not block everything, so as to adapt to the impact of the market.

Five parts of organizational structure design

How to draw a flow chart through business analysis

When drawing a business flow chart, there are five points to pay attention to:

Customers are the starting point, center and end point of all business.

There are four dimensions when looking at customers:

1. 1 Who is the customer and what is the portrait of the customer?

On the front line, what our family looks like, what our team should look like.

1.2 Where is the customer and how can I reach him?

Consider offline polymerization and online characteristics.

1.3 What services does it provide to customers and what kind of customer relationship does it establish?

One-time sales: fewer links, simpler process and fewer departments.

Long-term companionship: there are many links, and each link needs the responsibility of the corresponding department, so the process and organization are more complicated.

1.4 response, that is, how to efficiently respond to customer requirements under the premise of the organization's permission.

In the process of serving customers, the speed of decision-making reaction determines customer satisfaction in this process.

When making the organizational structure, it is necessary to conduct dynamic analysis and analyze the development trend of the industry.

For example, is the migration of market dividends online or offline?

Is it outside the first, second and fifth lines?

In each case, we need the corresponding organizational ability as a support.

Look at yourself in two parts, one is product form, and the other is organizational ability.

Product form

The degree of standardization of products determines the horizontal and vertical correlation of organizational structure.

Product standardization: the vertical correlation of organizational structure is close,

Product customization: Only by in-depth cooperation between different departments can the organization be flattened.

The response speed required by the market determines the flattening degree of the organization.

The faster the response speed, the fewer decision-making levels in the organization and the higher the flattening degree.

The advantage of product competition determines the complexity of organizational structure.

The advantage is the value content. For example, some high-tech companies have complex organizational structures.

The advantage is cost, the simpler the better, the simpler the efficiency, and the more obvious the cost advantage.

organizing ability

Organizational development stage

Make clear what stage your enterprise is in now, whether it is the initial stage, the rapid development stage or the survival stage.

The core work of each stage is different, and the business objectives are different.

The organizational driving force will change from "manager-driven" to "process-driven", "institutional channel-driven" and "cultural vision-driven".

Present situation and advantages of resources

Early stage of starting a business: the organizational structure is multifunctional, and one person is responsible for many things.

Ignoring the current situation and development stage of resources to do organizational design is purely a fantasy.

Strategic objectives, market strategy, products, price system and market share.

Try to figure out the genes of the founder and team of the opponent.

Founder's background and preferences

See what the future technology is.

Future technology determines the current product direction.

Establish an organizational structure from a business perspective:

Two principles of organizational structure design

● Top-down and bottom-up should be combined-mission-driven and user-driven.

● Stay flexible-jump out of KPI and do the right thing.

Five parts of organizational structure design

● Business analysis

● Organizational design

● Post setting

● Talent list

● Operating mechanism

Five views of business

● First, look at customers.

Who is the customer and what is the portrait of the customer?

Where are the customers and how to contact them?

What services are provided to customers and what kind of customer relationships are established?

How to effectively respond to customer needs

● Second, look at the industry.

Third, look at yourself.

Product form

The degree of standardization of products determines the vertical and horizontal correlation of organizational structure.

The vertical relationship between product standardization and organizational structure is close.

After product customization, the horizontal relationship of organizational structure will be close.

The response speed of market demand determines the flattening degree of the organization.

The higher the response speed, the fewer the decision-making levels of the organization and the higher the flattening degree of the organization.

The advantage of product competition determines the complexity of organizational structure.

There are many contents of competitive value and complex organizational structure.

Competitive cost advantage, simple organizational structure.

Company organizational ability

Organizational development stage

Present situation and advantages of resources

● Fourth, look at your opponent.

Strategic objectives, market strategy, products, price system and market share.

Genes, origins, hobbies, etc. Founder and team.

● Fifth, look at technology.

Future technology determines the current product direction.

Taking China Railway Supply Company as an example, this paper shares how to build a business center and how to determine departments and responsibilities.

There is a department standing between the foreground and the background, as a buffer zone between the foreground and the background, which can transform the stable resources in the background into resources that can be used by the foreground.

The concept can transform various resources in the background into weapons and ammunition that are easy to use in the foreground, thus helping us win this user-centered war platform.

All efforts are aimed at improving customer experience and service.

Our behavior habits must adapt to those of our customers.

China and Taiwan must keep the bottom line and not let the front line cross the line because of the pursuit of performance.

China and Taiwan should make decisions from the overall perspective, such as keeping the bottom line of values, keeping the overall profit rate and price system of the company, and not disrupting the overall plan because of local interests.

The front line needs full authorization.

The difficulty lies in how to quickly mobilize front-line resources.

Give different levels of authorization according to the size of the front line.

In order to prevent managers from abusing their powers and causing losses to the company, we need supporting systems:

"After-the-fact accountability system" analyzes the resource use and output ratio of last month, and corrects problems in time when found.

"Values come out", through the implementation of values, managers can avoid the abuse of power.

"Intelligent Kanban" is the fourth core concept of China-Taiwan construction.

Internal kanban

You can clearly see which resources are vacant, which resources are occupied and which areas use resources beyond the standard.

External kanban

Through the detection and analysis of market data, we can perceive market changes in time and make decisions quickly.

The solid line is directly controlled, and subordinates can be assessed.

The dotted line is to cooperate in some business, accept the command of the dotted line and report to the superior.

Derive the required departments and corresponding responsibilities from the business process link (taking China Supply Desk as an example);

Obtain information of potential customers → Marketing Department → Reduce the cost of explaining sales to strange customers → Contact and develop customers → Training Department → Training of customer follow-up tools and sales skills.

Customer data analysis → sales operation department → customer data analysis, providing follow-up strategies for different customers to improve the efficiency of sales visits → customer visits → sales operation department → sorting out relevant process systems, price systems and sales policies required for customer visits.

Political Commissar → Human Development and Team Ideological and Cultural Construction

Business Intelligence Department → Analyze massive data and formulate business strategies.

Five core concepts of building an intermediate platform;

Everything serves the users.

Authorization, not control

The front line should be authorized.

There should be billboards at headquarters.

Make good use of double-line reporting

China supplies several representative departments of Taiwan Province.

Intelligent business department

Sales training department

Sales and operations department

Quality management center

Backstage general manager

People's Committee

In the process of rapid business development, there are hidden dangers within the organization.

First of all, corporate values are easily diluted.

Under the development trend of cross-regional, multi-level and rapid increase in the number of people, it is difficult for enterprise values to reach the front line and region only by headquarters management, and it is easy to be diluted, so it is inevitable for regions to stand on their own feet.

Second, there are not enough management cadres.

When striving for performance, we will put things first. You can sacrifice values or people's feelings in order to achieve success. This practice will cause great internal injuries to the organization.

Third, employees are unhappy and the turnover rate is high.

Under high pressure, employees' mentality is prone to problems.

These problems have become a hidden danger for the sustainable development of the organization. When the performance growth stops, all kinds of problems will break out and be caught off guard.

In order to realize the sustainable development of the organization, we need to look at the growth of the whole business from another angle.

Establish a political commissar system to promote business development from the perspective of human nature.

The political commissar's job is to be responsible for the ideological construction of the team.

The political commissar cooperates with the business department to solve people-related problems.

The political commissar shall consult with the business department on the selection, use, education and stay of the personnel under his jurisdiction.

The political commissar has a veto: if the political commissar and the business manager disagree, they can exercise a veto to decide whether this person will stay or not.

The main duties of the political commissar are to create a learning atmosphere, create a learning system and train more talents for the team.

Help the company and its partners to establish corresponding cadres and backbone echelons to ensure the sustainable development of the business.

Consider the next development direction of employees, whether employees' learning ability and cultural values match the team, etc.

Need political commissar to mediate business department leaders and employees.

Take the initiative to "smell" employees and see how they are recently, whether they are unhappy or tired, and whether they should enlighten them.

The political commissar communicated and combed in the middle. Even if you don't agree with a decision, there won't be too many emotions.

Tell him what behavior the company advocates, what behavior is forbidden, and what is the meaning behind the culture.

In the process of cooperation with the business manager, the political commissar should combine the business and implement the implementation of culture through specific matters such as recruitment and assessment.

Praise employees who practice values well in time, and stop them in time when they violate values.

Transfer some business personnel to political commissar posts, exercise their ability to manage people, and let them achieve the unity of personnel.

Then transfer them back to their business posts, and through rotation, the comprehensive ability of management cadres will be greatly improved.

The political commissar is mainly a man's job, and the telephone operator is in charge of a heart. The political commissar must be delicate and empathetic, and discover the psychological changes of employees in time.

Work is in a business scenario, and it should be convincing.

Political commissar is the executor of corporate culture.

Open, open, open, be patient.

There should be an optimistic spirit, and when the business pressure is high, the political commissar should pass on the optimistic spirit to the employees.

Able to work under pressure, not discouraged when wronged, able to keep looking for effective solutions until success.

The six modules of the professional foundation of human resources (human resources planning, recruitment and allocation, training and development, performance management, salary and welfare management, and labor relations management) should be solid.

Treat people as adults.

Stimulate the work enthusiasm of partners and let them get greater growth.

Business personnel change jobs after learning professional knowledge of human resources.

Deploy business managers with good values and good performance and further cultivate them.

Three common problems in organizations without political commissar

Corporate values are easily diluted.

There are not enough management cadres.

Employees are unhappy and the turnover rate is high.

Five roles of political commissar Ali (roles)

Partners in human issues

Human resource developer

The resonance and bridge between the company and employees

Advocates, implementers and interpreters of corporate culture

Reserve army for managing cadres

Six characteristics of political commissar

Know people's hearts and understand human nature.

Understand the business

Have a firm attitude towards corporate culture.

Optimistic, honest and patient.

Solid basic skills (human resource planning, recruitment and allocation, training and development, performance management)

Management, salary and welfare management, labor relations management)

Treat people like people.

Where does the political commissar recruit?

Business personnel who quit after learning professional knowledge of human resources.

Good values and good performance, and further cultivate business backbones.

The organizational structure of the five-part post setting explains how to determine the post responsibilities.

Business management wins in details. No details, only castles in the air.

Business managers must be involved in the formulation of job responsibilities.

Position is the smallest division of labor in an organization.

Enterprises divide functions into departments according to business processes and professional division of labor.

The division node of department process is position.

"Do the right thing": the post personnel need to bear the organizational goals and know what to do.

"Doing things correctly": People in different positions need to know their position in the whole process, and know the relationship with other positions, such as mutual cooperation, mutual compensation, reporting and inspection.

When sorting out job responsibilities, we should consider what the whole department needs to do, that is, departmental responsibilities, and also consider the specific workflow of each position.

1, recruitment basis

Job responsibilities are clearly described, and candidates can be asked more accurately when recruiting people, so as to judge whether candidates are qualified for a certain position.

2. It can avoid wrangling caused by unclear attribution of rights and responsibilities in the work, which is helpful to improve the efficiency of cooperation.

3. Position is the basis for determining employee performance and salary.

Set salary and performance according to job responsibilities.

4, the basis of employee training and personal development

Training content should be designed in combination with job responsibilities.

Management realm: do things for nothing, do things for nothing, borrow things to repair people, borrow fakes to repair the truth.

1, according to the company's overall objectives and business processes, determine the purpose of the post.

What is the value of this position to the company?

2. Clarify the purpose of existence and determine the key output content according to the goal.

Make a strategy, form a team, cultivate effective sales leaders and carry out values.

3. Once the key output content is available, it needs to be quantified.

Fixed process index

4, establish the work content and work indicators, thinking about how to achieve results.

Per capita productivity: skills training, starting work early and returning to work late, leading the team to study at a fixed time.

When formulating job responsibilities, we can make a concrete analysis according to our own industry, division of functions and other factors.

1, job responsibilities should not be "big and comprehensive"

2, responsibilities should be detailed, the proportion should be clear.

People need to focus on their own work. The more they get to the grassroots level, the clearer their focus should be.

Focus 80% of your energy on 20% of your work.

3. The personnel department can't write the post responsibility.

Job responsibilities must be formulated by the employer, and the personnel department will provide assistance, such as providing tools and writing methods.

4. Job responsibilities cannot be fixed.

The goal of an enterprise is not static, and the corresponding job responsibilities need to change and iterate with the goal of the enterprise.

5. General principle: Job responsibilities cannot be the same at depth level (superior and subordinate).

The more senior the position, the more responsibilities and the more vague the indicators.

The more you go to the grassroots level, the less job responsibilities and the more specific the indicators are.

Clarify the four functions of job responsibilities.

Provide a basis for recruitment

Avoid unclear attribution of power and responsibility and improve cooperation efficiency.

Provide a basic basis for performance appraisal and salary distribution.

Provide a basis for employee training and personal development.

Four steps to formulate job responsibilities

According to the company's overall objectives and business processes, determine the significance of the post.

Determine the key output content according to the target.

Quantify the work content and formulate process indicators.

Clarify the specific actions that need to be completed to achieve the process indicators, that is, the last post.

Contents of duty book

Five aspects that should be paid attention to in determining post responsibility

Don't be "big and complete"

There should be granularity and a clear proportion.

The personnel department can't do all the job responsibilities.

Job responsibilities cannot be fixed.

Job responsibilities of depth levels cannot be the same.

This is the third part of Just Do It: Nine Keys to Performance Growth.