How does the property project manager manage the staff's time?

Property project managers need to do a good job in employee time management, so what should they do? Have you ever thought about it? Let me introduce how the property project manager manages the staff's time.

A fence, three piles, a hero, three gangs. The project manager should strengthen the time management of subordinates, otherwise these "heroes" who help may be helping. Time is life, and efficiency is benefit. It is imperative to manage the working hours of employees and improve the working time efficiency of the whole project. To manage staff time well, we should pay attention to the following points:

Service flow/procedure

Corresponding to the management process of managers such as project managers, employees also have service processes. In principle, the service process of employees should be formulated according to the standards of ISO work instructions, but it can be fine-tuned according to the actual situation. For example, the same cleaning staff, the cleaning frequency of the lobby on the first floor and the cleaning staff on the top floor are different because of the different flow of people. Grasp the work of employees according to the process. In the absence of abnormal events, employees' services should be very standardized and in place, and they should do the prescribed things at the prescribed time, place and place. This is also conducive to some special projects, such as administrative organs and other projects to avoid the embarrassing phenomenon of "because property employees can't use mobile phones to work, managers can't find employees". Fundamentally speaking, most property employees are, to a great extent, economic agents. If their supervisors are not rigorous and unscientific after the induction training, they will be exposed to a greater or lesser extent, and the "idleness" and "string posts" often mentioned in the industry will happen around us inadvertently. Taking process manager as the basis of standardization of property project management.

The morning bell in the monastery-it sounds like time has passed and fame and fortune are vain.

Staff's time management should be "grasped at both ends" to promote the whole day: have a good morning meeting and a meeting at night to promote the day's work. These two meetings, the former is the plan of the day's work and the supervisor's advice to the employees, while the latter is the summary of the day's work and the supervisor's comments on the employees. As long as the meeting is held with heart, this "two sessions" can become a booster for employees' work passion. When the project manager convenes the management, he should also hold these two meetings well, focusing on the first level and implementing them layer by layer. For example, the morning meeting and party of security guards can be reported by the foreman and commented by the captain (security supervisor) when the security guards hand over. All team members should also have basic military training, and they can also sing military songs, company songs and security songs collectively to boost morale and inspire people. Morning bells and drums will start and end, and the project will be on the right track. Of course, the morning meeting and the evening party don't need to last long, and the project manager should improve the effectiveness of the meeting.

task decomposition

Scientific task decomposition is the necessary basis for determining employees' basic work tasks and working time allocation. You can make a project task breakdown table and stick it on the wall, and divide the tasks into four categories: important and urgent, important and not urgent, urgent and not important, and routine tasks, and arrange the time reasonably. On the basis of task decomposition, "routine work" can determine the basic time allocation, and "important" tasks can probably determine some time consumption. Only "urgent" tasks are often temporary and sudden tasks, and it is difficult to control the time. There are two voices in the industry about the arrangement of employees' daily work flow. One side thinks that employees often don't have full-load jobs, such as cleaning staff. Some experts once thought that a cleaning staff could do a good job in a day in 4.5 hours, so some project managers squeezed employees' daily time and arranged too many tasks. Another voice thinks that in order to cope with sudden emergency tasks and consider factors such as reproduction of employee productivity and humanistic care, employees' daily work flow charts should be designed flexibly. Right or wrong, no one can say for sure, for your reference only.

Work statistics

No investigation, no right to speak. Does every project manager know how many things employees do in a day? Not necessarily! So we should learn from Taylor's scientific management methods. In order to scientifically count the specific labor of workers, Taylor made a "Mayo Experiment" to count and compare the time required for each action of workers. His practice has given great enlightenment to the real estate industry. In today's environment where everyone is talking about the innovation and transformation of property management, many property companies are rushing to science and technology properties and smart properties, but the scientific workload of their employees is blank. Is it necessary to bring this extensive management inertia to the new normal of property management called innovation, transformation and upgrading? For most property companies, it may be more necessary and valuable to do a good job in basic workload statistics, in-depth management and detail management of property project management.

Performance management

Reward diligence and punish laziness, reward excellence and punish inferiority-performance management is the proper meaning of project management. But what does this have to do with employee time management? This is very important. Because this is mainly about the management of labor efficiency and labor productivity. Managing employees' time is not to give employees a fixed timetable, such as how often the cleaning staff cleans the bathroom, but to improve employees' work efficiency and their work enthusiasm and happiness through scientific management. If employees can overfulfil and save time and effort, they should be rewarded; On the basis of their willingness, they can also appropriately increase their workload or learn to use scientific and technological tools to improve their productivity, and of course their remuneration should be increased accordingly. In the performance management project, the daily workflow of employees of the same type of work can be different, and some operation experts and service backbones can have new tasks and get extra remuneration from the company.

program management

Some tasks are not done every day, which may be weekly, every ten days, every half month, every month, every quarter, every six months, every year and so on. These can be called planning tasks. For example, in terms of cleaning, there is a kind of cleaning that we call "planned cleaning" (cleaning the roof, cleaning the curtain wall and some work that needs regular in-depth cleaning, etc. ); Other jobs will encounter similar planning tasks. Therefore, when designing the staff's working time allocation table, we should consider this planning factor, set aside time and incorporate it into the project time management schedule. From a macro point of view, the daily time management of employees is only an integral part of the weekly, ten-day, monthly and annual time management of the project, and there is always overlap and overlap, that is, the time plate of planning tasks.

Employees are the profit of a property project. They "take care" of owners and customers, and also "take care" of projects and managers. How to better arrange employees' working hours and improve labor productivity and work happiness is equally important and consistent.