How to let subordinates work with their brains

What kind of abilities do managers think employees lack? The answer is generally: "We want employees to think independently, not just obey orders." After issuing such complaints, managers have said that the world is changing too fast, customer demand is difficult to predict, and opponents are pressing hard and fiercely competitive. . The manager concludes that the company wants to maintain survival. What do managers think are employees lacking capacity? The answer is generally: "We want employees to think independently, not just obey orders." After issuing such complaints, managers have said that the world is changing too fast, customer demand is difficult to predict, and opponents are pressing hard and fiercely competitive. . Managers have come to the conclusion that the only way out for companies to survive and thrive is to tap into employees who can create value with customers and continuously improve their business capabilities.

It is not surprising that this problem has arisen. In the past 100 years, the main management model adopted by companies has been to determine an optimal process, or at least a very good process, and then let employees follow this process step by step. In response to this demand, companies will launch a number of training programs to develop their critical thinking skills and process improvement capabilities.

These initiatives have been moving in the right direction, but these initiatives are not enough. If companies want employees to work not only with their hands but with their brains, they need to redesign their work so that employees can decide how to perform tasks, gain personal identities, and be free to schedule time.

1. Independently decide how to perform the task

The first step is to decentralize process decisions to employees. We have repeatedly heard managers complain that employees will not think independently. However, these managers are also punished for employee disobeying instructions. To resolve this contradiction, managers need to separate processes from results. This means that managers need to clearly define what is a superior outcome without having to specify the entire process. Toyota has attracted much attention for achieving this balance. Managers should specify the results of the work and then expect employees to continuously improve and improve the process. This initiative has also been used very effectively in the software and medical fields.

Helping employees throughout the process while continuing to hold employees accountable for results is beneficial to achieving good results. This ensures that when the problem occurs, the person closest to the site (these are also likely to be the manufacturer of the problem) is handled. It should be noted that the manager can still specify the process (as is the case in the automotive, software and medical fields mentioned above), but employees are free to try to adjust. If the process can be controlled, employees can continue to learn and improve themselves. PwC's latest survey of the millennial generation in the workplace shows that the younger generation is not the most valued income (this is only in third place), but the training opportunities and personal development space. Therefore, decentralizing process decision-making power to front-line employees will help to increase employee engagement and performance.

2. Get personal identity.

In order to give full play to the ingenuity of employees, companies need to help employees gain identity at work, that is, to show the truest and most perfect self. To explore this issue, we conducted an experiment with Wipro, a business process outsourcing company in India. Like many companies, Wipro's new employee training revolves around the company's regulations and history. This organization-centric approach to training seems to make a lot of sense: under pressure, employees only need to learn how to get their behavior in line with established standards. However, the downside of this approach is that it often causes employees to lose their sense of self-identity at work and gradually lose their enthusiasm for work.

What happens if you shift your focus from the organization to your individual? We made a minor adjustment to the new employee training process: During the first day of the training, we asked Wipro's new staff to think and write “Who is who I am when I have the best talent”, and then I will do it to other newcomers. Self-introduction; at the end of the first day, new employees are given a sweater and badge bearing their name to reinforce individual awareness. For comparison with the experimental group, we created two control groups, one of which was trained according to the usual process, and the other group listened for an hour about the company and then received the sweater and badge with the company name. .

We followed these employees in the following seven months and found that compared with the two control groups, the percentage of employees who obtained personal identification stayed in the company was 20% higher, and the customer service score was higher. On the first day of the day, a little emphasis on individual identity can achieve such a good result. While these call center employees are still subject to corporate rules and procedures when providing customer service, they are ready to leverage their talents at work.

The benefits of this employee management approach are not limited to this: in an unpublished study, Professor Wat Grant of Wharton found that job shaping (that is, employees reshaping their actual work) can improve performance and enhance happiness. sense. Giving employees the opportunity to do their own, even if it is only within the scope set by the company, can better enhance the participation of employees.

3. Free time.

The survey cited above shows that the younger generation is most concerned with personal development at work, and the third is heavy money. What is the second highest ranking? time! More and more employees are looking for a suitable way to work in order to more freely control their time. Many of the most innovative companies have built operational models around this premise, such as Uber and Airbnb, which use flexible work systems. Similarly, companies that set up call centers are also trying to recruit employees who value time flexibility. For example, LiveOps is a virtual customer service center with employees serving as independent contractors. Companies such as American Express and JetBlue are also taking advantage of this flexible workforce.

Even if employees need to go to the field to handle business, companies can still give employees more flexible working hours in many ways Combined with process decision-making power (including accountability for results), flexible work systems help employees explore how to better accomplish their work while balancing work and life. Flexible work systems increase employee engagement and therefore make employees willing to invest more time in their work. Obviously, it is easier to adopt flexible work in some industries, but not in some industries. For example, a store requires employees to provide services to customers at all times, so it is not easy to adopt a flexible work system. But even so, the company can make employees' working hours more flexible by allowing shifts.

In the future, business operations must be more adaptive and flexible. Employees need to think independently, not just obey orders. Although it is important to conduct relevant training, giving employees process decision-making power, personal identity and time freedom is equally necessary for business success.
Http:// Editor: (Hardware Business Network Information Center)

Hotel Kettle

Hotel Kettle,Hospitality Kettles,Hotel Electric Kettle,Hotel Room Kettle

Uni-Sec (Ningbo) Electronics Technology Co., Ltd. ,