How to evaluate the viewpoint that "the development of an organization is incompatible with the development of an individual"?

Constructing the DNA Double Helix of Organizational Development and Personal Development 2006-07-241:21:52 User comments 0 enter the forum.

Theme: Constructing the DNA Double Helix of Organizational Development and Personal Development

Speaker: Ji Donglai, Organizational Development Manager of Dow Corning Company

Moderator: Good morning, friends and distinguished guests. Nice to meet you in the first class today. This year is the second day of the 2006 Human Capital Forum. In the morning, the first sub-venue also arranged two speeches, each lasting one hour and thirty minutes. This morning's theme is to construct the DNA double helix of organizational development and personal development. The guest invited today is Mr. Ji Donglai, organizational development manager of Dow Corning China District. Now please welcome teacher Ji.

Ji Donglai: OK, good morning, everyone. I know today is Saturday, so fewer people will come, so thank you for coming so early. Usually I have to sleep until at least eleven o'clock on Saturday, because a while ago it was the World Cup or something. Let me introduce myself to you first. The self-introduction consists of two parts. The first part is my name. The second part is why my speech has such a long name.

About my name, I often tell others that my name is spelled by three members. The first name is dimitrov, and the second and third words are two members from China, Mao Zedong and Zhou Enlai. I am not party member myself, and I have not joined the Party, but I have written more than fifteen applications for joining the Party, but I am a professional gunman. All those who helped write the application will join the party in the future. The name of my speech is to construct the DNA double helix of organizational development and personal development. The name is because I originally studied biochemistry, which has nothing to do with my current major, but I will say something about it. So when we are ready, we can get into the whole content together.

What is my career development basically? Speaking of personal development and organizational development, let me introduce my personal development to you. When I just graduated from college, I thought as much as the little boy in the picture. He dreamed of four things. He wants to wear a suit and tie to participate in various business activities. Secondly, he wants to have a beautiful female secretary, but I haven't. He also wants to work in a high-rise building. This can basically be done. Fourth, we see a picture like an airplane at the bottom. He wants to fly around like a taxi. For me, I don't want to do this. I will share it with you later. I graduated from school in 1996, and it has been ten years now. According to my personal development experience, my decade has just been divided into two halves. In the first half of the year, I worked in sales for five years, two years related to my major, and three years in sales management of consulting courses and training in various consulting companies. After 200 1, I want to switch to human resources. I think my future path will be coaching. I was working as a sales consultant in a consulting company, and I wondered how I could be a trainer consultant. All I could think of at that time was that there were two ways to choose. The first way is to get a high degree from Dr. Luo Yueer. I read the resumes of many famous trainers and consultants at that time, and they all said that they were visiting professors of doctoral and postdoctoral MBA in a school. I find this road difficult to walk. The second way is that they do well and have good practical experience. 0. 1 years ago, I began to consider going to the enterprise. My accumulated experience will be different from studying for a degree. I want to learn practical things, so 0. 1 At the beginning of the year, I resigned from my original consulting company and was bent on human resources. This road is difficult to walk. After three months of interviews, I finally got employment notices from 20 companies. My English name is Ustia. English means fairness and justice. There is a company that thinks fairness and justice in HR is quite appropriate. My boss's English name means caring and caring, which is quite good from the perspective of HR.

After 0 1 year, do human resources in different enterprises. I entered Corning in June this year. This is a very interesting enterprise, which we will share with you later. My situation is basically like this, five years of sales, five years of human resources and training. So I am now focusing on the development of training institutions, which I find very interesting. This is related to my previous experience in psychological counseling. I only do psychological counseling for training, and now I feel very useful.

So our structure today is basically like this, organizational development and personal development. These two topics are closely related and contradictory. Secondly, we will look at the challenges and troubles of organizational development and personal development, and then there will be some discussions. I will ask some questions, and you can provide me with answers. Finally, I will give you some thoughts and suggestions. The idea is that my personal ideas and suggestions are only suggestions from my past experience, but I will give you practical examples of each idea and suggestion, what I did at that time, or what I knew and what the parties did at that time. Finally, some questions and answers.

Why are we discussing this? We may discuss with you at the beginning what we are doing in today's organizational development. After I entered Dow Corning, my internal position was called Organizational Development Commissioner. At Dow Corning's level, if you are not responsible, even if you are in Greater China, you are called the Commissioner, so I am the Commissioner for Organizational Development. My boss said that you can print business cards as long as you don't print the director, because my boss is the director. After I entered Dow Corning, my colleagues in the human resources department asked me a question on the first day I entered Dow Corning. The question is, what is the purpose of organizational development? As a result, I told them that it was difficult to make it clear in a few words. As a result, my colleague patted me on the shoulder and said congratulations on your correct answer. There is no position in Dow Corning that can be clearly stated in a few words, including sales. Then I said you should give me some time. Colleagues also say that you are right. Organizational development In an enterprise like Dow Corning, you don't know what you want to do or what your boss wants you to do for three, four or six months. What should organizations do in today's enterprises? Can anyone give me some ideas or answers? What do you think the organization will do today? I don't think it's clear in a few words, either?

I want to know today's topic. I want to look at it from two levels. One level is top-down, that is, to meet the needs of bosses, management or investors, that is, to adapt to the needs of business and cultivate the organizational ability we need to realize our strategy. On the other hand, from the inside, it meets the requirements of the career development of our internal employees from the bottom up. These are two latitudes. One latitude is more about financial indicators, and the other level may be more about employee satisfaction or the benefits he thinks this enterprise brings him. Therefore, if it is a complete organization, it may be both a good corporate social citizen and a profitable business organization, so both aspects should be satisfied. )

So your opinion is that we should not only make an organizational plan, but also see who is developing and developing in this organization. The development of this organization, in fact, the work I am doing now is like this, which will be somewhat the same as what this one just said, and will be a little different. When I entered Dow Corning, I was just sharing it with friends who were not worried about the future. Interviewed face to face for four months. In these four months, seven rounds were telephone calls and four rounds were interviews. The longest interview in seven rounds is four and a half hours. /kloc-I didn't have lunch from 0/0 to 3: 30. Traditionally, Chinese people eat lunch, but foreigners eat apples at noon, so my thoughts are a little confused after 2: 30, at 4: 00. When I entered this company after the interview, I knew that there were three expectations for organizational development, and these three were still hanging. What should we do under such circumstances? At that time, I asked seven interviewers, including those in business, marketing, sales, human resources and the president of China, but all I asked were these people. All the people asked the same question. I said that if this position is evaluated by three criteria in the next year or two or three years, what do you think these three criteria are? These people I interviewed gave different answers, and so did the human resources department. One is the answer given by the hiring manager, which is a little different from organizational development. From the perspective of job analysis. The director of human resources department gave me the answer from the perspective of Greater China. I also have a boss who is the boss of global organization development. He gave me a different answer. Our president in China is different, and so are our sales director and marketing director. It boils down to three aspects. In the first aspect, they said that you should improve the ability of China employees in the next five years, especially the management ability. Quite empty. How to improve? What standards should you raise? No. The second measure, which is very important for my future work, is that there should be no more foreigners than before in the next five years. I can't lay off foreigners, but I want to restrict foreigners from coming in. Can I do that? Our human resources director may not be able to do it. At present, the proportion of foreigners in China is close to 20%, which is very high. So how to make him go on, and then the third task is more interesting, to implement and promote Dow Corning's excellent corporate culture in China. This is also very empty. Today's organizational development is different for all enterprises. I just want to share what I received at that time.

Next, in fact, after entering the company, you will find many people asking about the organizational development of Dow Corning. Many colleagues asked me, "What can I develop in Dow Corning?" There is no need to ask questions about the development of this profession. How can we give full play to our strengths in the enterprise, do what we like and stay for a long time? This is what they are interested in. So, a few months before I entered Dow Corning, everyone knew me. I tell them that I am a newcomer to the development of the organization, and they will ask what this has to do with us and what it can help me. So at the level of organizational development, I got three very empty indicators. At the level of personal development, everyone is very concerned about what I can do. So later, in order to explain the difference between organizational development and personal development, I did something different in the first few months of entering Corning, and was told by my human resources director that I was back in sales. I started with the marketing director and the sales director. I made an appointment with them and said that I need you to share with me some of your thoughts on the development of human resources and personal professional organizations in this company. It took about an hour to an hour and a half, and they said yes, so I talked to the domestic sales director for more than an hour. He is Romanian and lives in America. Now he is in Shanghai. What is their biggest challenge? After asking, I asked them who you would recommend if I could find three people you thought I was worth talking to, so everyone recommended three to me. In the end, it's like doing direct sales, so almost all foreign managers in China talk to managers in China. Later, if I don't talk, someone will come to me and say why don't you talk to me? You should talk to me. So in today's organizational development and personal development, we will find it interesting that everyone actually thinks about it, but sometimes we don't know what the result is. I'll share it with you here today. In fact, this is not only Dow Corning's, but also many companies, including friends who are HR, and we can give you some aspects that we generally get.

What difficulties do organizations in enterprises, especially those who develop organizations, face? The first is that they have to manage many details. I believe that every position is actually the same, and organizational development is very important. So I asked you just now, do you think the organizational development needs organizational diagnosis, dialogue, whether the organizational structure conforms to the business strategy and how to adjust it? It sounds like a very big problem, but in fact, you have to take care of many details, and it is very meticulous. Second, many people say that good talents are always not enough, so organizational development faces another problem. Even if you do a lot of things, good talent is always not enough. So now Dow Corning is facing a big challenge. In the next five years, there will be only 500 people in China, and it may be expanded to 1500 to 2,000 people after five years. That is to say, there are more than 200 people every year. I know this is a big growth rate for some enterprises. These 200 to 300 people are not just basic employees. Our basic employees are very few, all engineers, sales engineers and technical service engineers, so it is sometimes difficult to recruit. At this time, we encounter a problem, and there are always not enough good talents. The third employee doesn't want to make a decision, or the employee doesn't want to tell you what he thinks. This will sometimes encounter great difficulties in the development of the organization. If you ask employees what direction you want to develop in the future, they will definitely say that I listen to the arrangement of the organization, or what kind of position the organization can give me. Sometimes you have to ask yourself if you have no idea, or if you have an idea, you don't have to talk to you. The fourth employee doesn't know what organizational development is, especially why. Someone asked me what organizational development is, and I'm not completely clear about it, except that organizational development is related to some aspects. What problems will you face? The staff gave me too little feedback. Many times, when you do some organizational development projects, employees may say that they want to do these projects again. They were like this a few years ago, and they are like this now. They think so in their hearts, but they won't say so. Sometimes they meet a lot. This must be a one-on-one conversation to get good feedback. Next, there is no problem at the beginning of organizational development, but there are many behind. I have a friend who is doing organizational development in Philips. He has more than 12 years of experience in organizational development, and then the biggest difficulty he encountered was that he was in Motorola before, and now he is facing great challenges in Philips. At the beginning, your project design was very good in all aspects, and your talent training plan and leadership development plan were well done. Now the problem is slowly coming out. This problem may actually be because the previous feedback is not good enough in all aspects. The same mistakes happen again and again. The friend I mentioned just now has almost the same problem as Motorola and Philips in organizational development projects. He said, why does everyone know that this will cause problems, but it really does? You leave every once in a while, and so on. Then retaining core talents is also a challenge to the development of the organization. When I entered Dow Corning, one of our sales managers who had worked for eight years left every two weeks. I didn't talk to him before he left. When he came back, he heard that I was talking to the department manager. He asked me to talk to you and invited you to lunch. I said yes. After talking, I found that I could pull him back, but it would take some time. The above are the difficulties faced by organizational development. I talked with many managers and got some ideas and feedback from them.

So as these managers, they actually have two identities. The first identity is that they are managers, collaborators and participants in organizational development, and even participate in decision-making. The second identity is that they are also talents and employees, so I asked them what is the difference between them and the current company, or what they know about organizational development. Also got some answers. This matter was handled too carefully. A few years ago, some people said that it was too tight, as if everything had to be recorded and everything had to be arranged. In fact, they hope to have something bigger there. This is too careful management, and they want loose management. There are not enough resources to use, which is indeed a frequent occurrence. They want to get personal development in the company, or want to learn more things in the company, but they find that they don't have enough capital to understand. This is a place where they find it more challenging. Sometimes he does organizational development projects. When the company is doing internal development, he feels that he can't make any decisions, so some of their suggestions will not be done, and it is useless to do it. This is also not very satisfactory. I don't know my future development, which is normal, because the bosses are capitalists. Capitalists decide what you want to do, not what you decide to do. There are many times when this person wants to say what I want to do in this enterprise in the future, but in fact you may not be able to do it, but in some enterprises, employees are not very clear about their future development. Can they let me develop like this? For example, many speakers shared yesterday that there is one manager, four or five supervisors for a position, and four or five supervisors grab a manager. Sometimes I can't be a manager. What else can you do as a supervisor? Besides, we have no time to learn new skills. We put them in talent development projects and overseas dispatch projects, originally to learn new skills, but they don't think they are new skills. They just think it's very basic, just give them some understanding. In fact, what they get is not a change in skills, but a change in understanding, which may not be possible. So we have to help employees do this in this respect, which is also a very challenging thing. This is the simplest thing. People who do nothing are rich, but you do nothing. This kind of situation is very common in some enterprises, and it does exist in Dow Corning, because I just said that I found two people, a China person and a foreigner, and everyone asked. If you still have three people from China and three foreigners, who do you think I will look for? This is actually a public opinion survey. You know which managers are popular and some are not. These people are thought to have done nothing but develop. I asked them what they had done, and they said I had done a lot, so it developed into this. From the employee's point of view, you will think that this person has done nothing, and he has not made any mistakes. And I don't know how my development is. We all know that, for example, we need to cultivate some local talents, including some things at the top. You may face some situations. This person may have to do different methods and projects, and be a guide or project in the development process. In the process of development, sometimes I don't know what I'm developing now, where I'm going in the future and what I can do at this point. This is also a question of feedback from all sides. Then I combed these two aspects: organizational aspects and employee aspects. Actually, I didn't think they were very interesting before sorting them out. I found it interesting to tidy it up, because if we put these two pages in opposition, we will lose good enough growth opportunities. When a person develops to a stage, for example, he wants to develop from a manager to a director, I can be a director, but I won't be stopped just because someone new comes in. An old employee who has worked for eight years belongs to the last situation. He has grown up well, but there is no chance. He has no chance to rise to the top, and he knows it's impossible.

Looking at these two aspects together, it will be very interesting. The theory of organizational development has to deal with many details, while the theory of personal development is too dead. It is not enough to have a good talent. Talent tells you that the resource department is enough. Organizational development says employees don't want to be specific, and personal development says they have no right. Employees don't know what organizational development is, especially why. They thought it would be nice to have a project, but the staff said that no one told me what the project would be like in the future, and everyone was unwilling to make a commitment. The organization said that the feedback from employees was not enough, and the employees said that I didn't learn new skills and didn't have time to give you feedback. There was nothing wrong at first, but there was a lot behind. Employees who say nothing are developed instead. The same problems and mistakes happen again and again, because the employees here feel that I don't even know what my development is like or what the situation is now, so sometimes the organization wants to establish a clear relationship with the individual at a certain stage, and sometimes it can't be given, because the employee can't give it to you, and he doesn't know what he is now, so repeated mistakes will happen again and again. I can't keep the core talents, and the employees say it's not that I don't want to stay, but that there is no place for me. So when I put these two things together, I feel very interesting. This is a contradictory unity. In these places, a problem is put aside, which means that employees and companies consider the same problem together, but from different angles. This is the double-edged knife that Dr. Luo talked about yesterday. I asked myself why this happened. The questions are the same, and the answers are different. We need to find a way to turn it into a double helix.

Later, I asked people in Dow Corning and people who were not in Dow Corning. I asked them, what would you do as an employee in a perfect world? I asked a few questions. The first one said that in a perfect world, managers expect employees to be prepared for their own development and know how to develop best. This sounds easy to do, but most employees don't do it. And prepare for the future challenges of the company, even if it may not be competent now. In some enterprises, there are such employees, but no one has discussed with him and no one has expressed his wishes. And I really like everyone in the company, including my boss and HR, so this seemingly simple result, I let them get some feedback and summarize it. It seems that someone is doing it in the perfect world and doing it well. There are really few institutions that combine the three aspects. This may be a problem that I have to face as the manager of organizational development and organizational development at present. How do you make employees feel that the company is doing this for him? I have been in Dow Corning for more than four months. I entered Dow Corning on June+10/October1June, 65438. Today is July 22nd, which means I've only been in Dow Corning for a little over half a year. When I entered Dow Corning for four months, I received an email. I interviewed twenty people, all of whom were managers or above. I received a letter saying that our China Club will hold a Children's Day theme party on the evening of June 1, inviting you to attend. I also read the cc, some of them were managers I visited, and some of them were not, so I asked someone I saw on the list. This person told me that you have been in the company for four months. As an HR, we think you have done a very good job. I said? I didn't do anything. He said you did a good job just because you didn't do anything. So for the first four months, you didn't do anything. You are looking for someone to chat with, watching what different departments are doing, and you know all kinds of things. They said that everything is the best, so we invite you to this China club to discuss what this organization wants to do like some managers in China. In fact, they are a small group organized and developed to do these things, and they put me in it. Then on the evening of June 1, when I went in, everyone sat together and chatted. They said that they seemed to be coming in to do HR now and could finally give us some information. Because many people used to do many projects, we do have to do some organizational development projects, but it will be a little late. This happened in an enterprise. It is not easy for employees to really like HR people in the company, including the boss. This is a very, very good situation.

Then I believe that foreigners can return to China reasonably when you know how to manage talents effectively. As long as you know how to manage and develop talents, you may be able to do it. Then the previous organizational development will be a little different. The previous organizational development sounded very, very big, and now there are many details to be done. So, what do individuals need to do to change the organizational development of the company? Because I was 1 in the manager's club of China people, when chatting with them, I asked them what do you think individuals can do in the company now? When two dozen managers are together, there will be fewer positive things and more complaints. Can you imagine what it would be like for two dozen managers to complain? I asked them what their company had done for you. They say we don't know what we can develop.

I chatted with them, and when he came down, I found the development trend of my personal career in China, which Dow Corning China Club already had. The first is that the level of followers is becoming more and more diverse. In the past, many people did career development just after graduation because they wanted to know where they would go in the future. And those who work in the middle and upper levels of career development will also care about their own career development. Now everyone in the company is concerned about their career development. When I entered Dow Corning, there were only three administrative staff in the department, one was the administrative manager of China District, the other was the administrative manager of Shanghai Branch, and the other was the administrative director of Shanghai, and then the aunt hired by the front desk was like this. There are only four people. When I talked to them about organizational development, they said I had nothing to develop. I said that the general manager of China is in charge of the front desk, and I can't be a director without this director. This is talking to them. In the past, they might say that I worked slowly in the administrative department, including some back-office departments, but they also had plans for their career development. Now we're going to talk to the head of the marketing department. What about the marketing director? We helped him set up a company called MIC, which is to test whether there is anyone in Dow Corning who is suitable for the relevant work in the marketing department. Our Shanghai administrative manager applied from the non-marketing department, and he passed. Next, we will see how long it will take him to change from administration to market analyst and market engineer, which he never thought before. So when we finished talking, I felt that this marketing department was going to do personnel development. Can you help the marketing department to do something and make an evaluation center, which will formulate strategies, so this is becoming more and more diversified, which is a trend we have encountered.

The second trend is that I think the importance of personal value is getting higher and higher, which is a big trend in career development now. In my last company, I thought it would take at least three to five years. In 2004, I achieved my career goal eight years ahead of schedule, but I left after working for a while, not because my boss was bad, but because my personal values changed. What is this change? Added my home, my son came out. Suddenly I feel that my family is very important to me. This is my personal experience. When you come home every night, you will see one. He just got up when you went out in the morning, so you had to hug him. Last year, I talked to headhunters and asked them what their jobs were. At that time, I made it clear that my job was to work overtime no more than 20 hours a week. Now Dow Corning doesn't work overtime more than 20 hours a week. Dow Corning doesn't care when you come to work, but if you leave work early, you will pay attention, because at Dow Corning, they believe that today's work will be completed. If you work overtime, you may have a meeting with people from different places. You need to work overtime in the conference call. Interestingly, more than 60% of our Dow Corning employees have managers who are not local, which means we call them remote managers. My manager is not in Shanghai, but he is in Japan, and the time difference with me is one hour. If your manager is in France and the United States, you need to adjust the time, except for this time, you don't have to work overtime. They won't care if you have a conference call the next night. I entered Dow Corning solely because Dow Corning can give me the values I want, that is, the balance between life and work.

I also know some friends. I used to be a good manager of human resources in a foreign company, and later I came to a consulting company to do sales training. They did a good job and he resigned. I asked him what he was doing. He said that now he has opened a small shop on Taobao, which is doing very well. He thinks he will run the store well and have a baby in the future. Sometimes family is not necessarily the first value. I also know someone who used to do well in a foreign company. He organized an outdoor club by himself, which is very, very low compared with before, but he likes doing it very much. His members are all foreigners, such as Europeans and Americans, plus Southeast Asians. He organizes these foreigners to choose a period of time every month to develop tourist routes and then take them to play. He said it was something he liked very much. I said what about you in the future? The future is the future. I like it very much. Therefore, personal values are becoming more and more important, and you can't guess whether a person's past experience will continue like this.

Third, the importance of income is not the same as before. I must double my income to 50%. For middle and senior managers, in fact, wherever you go, your original work performance is very good, but senior managers quit their jobs, and income is just an excuse to tell others. I know in my heart that I didn't leave because of my income, but it may also be because of other reasons. This is also a more important point in my personal development. Many people say that my salary has doubled and so on. But he didn't leave because of it.

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