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This year’s market trend is actually getting more and more sluggish overall. , all walks of life have entered a bottleneck period. Of course, when it comes to the question of how your company seeks growth, I believe that every boss will study outside, just saying that the learning format is different.
However, in the process of learning, many bosses are prone to go astray and even brought into the " gutter".
How did enterprises solve problems in the past?
01
How did enterprises solve problems in the past?
is used to describe it in five words, called "I am in a hurry to seek medical treatment" . Over the past twenty years, radical courses have emerged on the market by training companies such as strategy, business models, brands, marketing, equity, investment and financing, investment promotion, etc.
A considerable number of business owners always want to get rich overnight under the induced guidance of training companies. Many people have been captured by training companies with unfair views on human nature. is said to help you earn back ten times of performance and hundreds of times, and you can leverage in the capital market in three years to exchange for how many times the market value , the business owner wishes to buy them all and learn them all.
Data shows that 70% of enterprises have not recovered the training fee for three years after learning through training companies, and 12% of enterprises have hired training companies so they have caused the company to not increase but fall. The company was able to operate normally, but in the end, After being brainwashed by a teacher with a dissatisfaction, he began to do his job without doing his job, always thinking about getting rich overnight and making money from nothing.
These small and medium-sized enterprise bosses who have no cognition and have no experience in large enterprises are trying hard to cut leeks by these scam training companies again and again. They thought they had seized the life-saving straw!
In closed occasions where collectively losing their minds, hundreds of thousands or even millions of tuition fees were paid. After impulsive purchase, I found that these contents were not what I wanted at all. After listening to these suggestions from "Journey to the Lake", the company fell into a bigger picture. in the dilemma. Behind the bubble-like false prosperity scene are piles of business owners who have been injured but can only bear it silently.
Why are the small and medium-sized enterprises always injured? Because of the weak cognition, data shows that 98.3% of the companies participating in training courses are below 1 billion, and the companies within the range of 0-100 million account for the majority.
is also learning, why don’t entrepreneurs with hundreds of billions of dollars come to listen? The reason is very simple, because these contents are really "pediatrics" for them. We have a consultant who has done a three-year survey for Midea. Later, after hearing about the training, he deliberately After asking the core executives in Midea how to view this situation in the market, the other party in directly replied: It is completely pediatrics!
02
What is the difference between training and consultation?
What is the difference between training and consultation?
training company is a teacher who spent several weeks to organize a three-day course. Each knowledge point theory is just a fancy way, and it is a flowery way;
consulting company is a consultant who spent decades to settle down and put a The methodology is to the extreme, helping enterprises formulate personalized solutions while guiding enterprises to truly implement them.
The methodology of enterprise management guidance actually originated from Western countries at the beginning, because Western enterprises have gone through hundreds of years and experienced a complete cycle, while the longest enterprises developed after China's reform and opening up will not exceed 30 to 40 years . In the past, orthodox consulting companies only served large enterprises such as state-owned enterprises and central enterprises and a few listed private enterprises. The methodology and a large number of successful practices of these symptoms have helped a large number of medium-sized growth enterprises grow into giant enterprises.
More than 99% of business owners have never been exposed to a real consulting company because these consulting companies rarely advertise outside. For example, we have such a legendary consulting company in Guangdong that has coached more than 100 listed companies in China. The probability of this company being exposed on the entire Internet is minimal, even less than 1% of that of training companies. About 93% of his customers are constantly repurchasing them every year, which is what makes them very powerful.
truly and pragmatically solve the problems of real enterprises. Our Guohai Consulting Team used to mainly coach large enterprises of hundreds of billions of yuan. After coaching nearly a thousand small and medium-sized enterprises in China in the past five years, we will find that the training company actually used a set of templates to make so-called " Micro consultation”. is actually a company that needs to be tailored to the needs of different stages of development and cannot be generalized. The solutions that enterprises at different stages need to solve are completely different, and solutions in different industries are also different. Simply put, every enterprise needs to be unique, and it is true to formulate solutions based on the actual situation of the enterprise.
03
What is the difference between training and consulting and problem solving?
We don’t say anything empty talk here, just in the previous case, there is a manufacturing enterprise in the Pearl River Delta with an annual revenue of about 150 million yuan. They have experienced a growth bottleneck in the past three years. The boss is very distressed every day, and it makes him even more distressed. What is the recruitment of many airborne executives, and the results are all very bad. For this kind of problem, let’s take a look at how training companies and consulting companies solve them respectively?
First, let’s take a look at how the training company solves it. After the teacher in the training company encounters such a problem, he will directly make five suggestions:
1. Connect the company's culture with the airborne executives one-on-one and evaluate them;
2. The airborne executives who fail the assessment will be given Dismissal;
3. Test the competency model for airborne executives;
4. Arrange human resources for recruitment through the competency model;
5. Cultivate talents from the inside and no longer recruit external people. Suggestions like
seem to make sense, but once you look into it, you will find huge vulnerabilities. If you are not a person with more than 10 years of consulting experience, you will not be able to discover such vulnerabilities in time.What are the vulnerabilities in
?
1. To connect culture with executives and evaluate them, it may be essentially because there is something wrong with the development of the enterprise's culture. It may be that the airdrop executives themselves do not match the enterprise's culture, so connecting and assessing can only treat the symptoms but not the root cause;
2. The executive who fails the assessment will be fired. It may be that the expectations of both parties are too high. It may be that the result of the implementation is still in the process. It may also be that there is a problem with the assessment system within the enterprise;
3. Competency is performed Model testing, it is possible that there is a problem in formulating competency model , it may be that you don’t know what kind of competency model you need for executives in this position, or that the testing process and standard granularity are insufficient;
4, Recruitment may lead to people who have not summarized their previous experience or summarized the right experience, or have not found the right human resources to recruit;
5. Cultivate from the inside and do not recruit external ones, and this process may be internal. The recruitment process may be due to the wrong person.
If it is a professional consulting company to solve this problem, how do you generally solve it?
First step, we must first conduct in-depth analysis of each link in this situation
For example, the airdrop executive cannot play its due role, and it is divided into two situations:
1. It is blocked and difficult to play a role
1. Authorization Insufficient
boss does not trust;
boss is unconscious of authorization;
boss likes centralization;
boss does not know how to authorize;
boss who is authorized lacks ability.
2. The responsibilities are unclear
The work flow of the airborne executive position is unclear, and the company's understanding and sorting out the value chain is not clear. The root cause is that the business model is not clear enough;
description is not clear, understanding is not in place, and expression is not in place;
does not have Do it according to your duties, without supervision and inspection.
3. Others do not cooperate with
Before airdropping executives, the airborne actions affected the interests of existing employees; foreign monks have not fully integrated into the organization, and employees do not trust this person.
2. It is difficult to play a role in its own problems
1. Insufficient executive capabilities
If you find that the ability of airborne executives is insufficient, it proves that we have problems in identifying people, which further reflects that the company may have in the construction of the job competency model . The following questions.
does not have a competency model, and there is no standard for identifying people;
's competency model is unscientific;
has a competency model but cannot be used.
2, insufficient incentives
Insufficient incentives for senior executives to come in to carry out their work, and it is difficult to maintain motivation. There are three possibilities here
insufficient understanding of the value contribution of this position, there is no scientific incentive, and the contribution is not equal to the value of income;
There are scientific incentives, but they are not attractive in terms of distribution methods; there are problems in the implementation of
incentives, such as not doing what they say.
3. Insufficient resource allocation
insufficient resource support for executives in daily work. There may be several situations.
companies do not have the ability to provide corresponding resource support for executive positions;
companies use resources unreasonable, and resources are removed from them. ;The requirements for
resources are unclear, and the support details for required are insufficient, or no relevant requirements are proposed.
Then you must clarify the responsibilities of the airborne executives.
sorted out the operation logic of the business, formulated a clear value chain, and carried out publicity to ensure that each position understands the process links and the significance of the process.
Job responsibilities are a link in work analysis, which comes from the process and the overall strategic needs of the company. Compared with work analysis, its scope is relatively small, but it is more realistic and practical.
work analysis is very wide, including several important issues to be solved, namely 6W and 1H, what to do (What), why do (Why), who will do (Who), when (When), where Do (where), for Whom), how, etc.
The description of job responsibilities only needs to solve the problem of "What" in work analysis, that is, the problem of what to do. No other aspects need to be involved.
Judging from years of management practice, the current position system within the enterprise is established, including job design and job analysis, and the importance and weight are very high.
First, the job design matter, which is closely related to the company's strategy, organizational structure and business processes;
Second, the job of sorting out responsibilities in position analysis, which occupies 80% of the importance in position analysis.
finally clearly expressed it in writing and passed the review by the leadership team, and directly supervised and implemented the processes within their own scope.
Step 2, propose a solution
1. Authorize the airdrop executive
Authorize the authorization method for matters:
As the scope of the responsibility, if you have the ability and have a greater certainty, you will fully authorize;
As the scope of the responsibility, if you have insufficient ability and have no sufficient grasp, Limited authorization is mainly guided; if you have the ability and confidence to have the ability and grasp it, you will be authorized according to the situation;
How to grasp this degree for the second "limited authorization"?
splits according to "experience and migration degree"
has experience to migrate, and is more fully authorized;
has experience to migrate, and is limited authorized;
has experience to migrate, and is subject to limited authorization;
has no experience, and is authorized in a small amount and supervises implementation.
2. Formulate the competency model of airborne senior executives
1. The Human Resources Department formulates the first draft of the competency model based on its understanding of each position
2. The Human Resources Department takes the lead and optimizes the competency model of each position with various employing departments
3. Cooperate with professional external institutions to develop
4. The Human Resources Department provides competency model training for all managers
In enterprises, there are employees of different levels and different positions, especially for enterprises of a certain scale, there are many internal positions. , the staff size is large, and it is difficult to complete the construction of competency model for all positions in one step. At this time, you need to find an appropriate modeling object and use this as the entry point to build a competency model.
Generally speaking, enterprises should develop competency models for the following types of employees or positions:
—the group that creates the core value of the enterprise;
—the position or group that has a direct impact on future development;
—the company needs to cultivate itself job or population;
—a position or population with a lower degree of substitution;
In other words, not all positions need to build competency models, but core positions or talents in the enterprise should be selected to model. If there are many core positions, choose a position with a large number of employees.
For example, many companies with rapid development start modeling from middle-level managers;
Some high-tech companies start modeling from core technology positions (such as designers, engineers, product managers).If you want to achieve full coverage, you can model it in hierarchical and sequenced terms. It is not recommended to build a competency model for each position.
Because the same level or sequence is more common in competency, the difference lies in the requirements of professional knowledge, skills, etc. At the same time, if a model in each position leads to too fine granularity, it is very complicated in the application process of the model , not conducive to implementation.
In the actual operation process, it is recommended that enterprises can establish these three sets of competency models, especially for enterprises with many job types, large differences and many levels.
——Construct a set of leadership models for middle and senior management (applicable to department managers or above, leadership indicators)
——Construct a set of general competency model based on corporate culture value that is applicable to all employees (suitable to all employees, common indicators) )
- Construct multiple sets of competency models (differential indicators) according to different sequences to reflect the differences between different job sequences, such as construction, procurement, marketing, cost, equipment, comprehensive management, finance, informatization, quality Safety etc.
. Scientific evaluation of the value of airdrop executives
How to evaluate it?
formulates a value evaluation index system for this position;
formulates a clear incentive plan;
supervises the implementation of incentives.
Salary is the most basic and important means in the incentive mechanism. In order to truly play the incentive role of salary on executives, a scientific salary management system must be established. Salary is positively related to individual contributions, and it is necessary to reflect the principles of "more work and more income, less work and less income, no work" and "efficiency priority" to enable individuals to achieve psychological satisfaction. In addition, they need to follow their personal work performance. To determine the salary, if an individual wants to obtain a high income, he will work hard to improve his work efficiency and achieve a win-win situation between personal income and corporate efficiency.
The performance evaluation of senior executives is in the form of annual work target responsibility letter. The assessment indicators and related weights of each executive are based on the work settings of each executive. The overall assessment indicators are divided into Performance Management indicators and functional management Indicators, performance indicators are mainly quantitative, and functional management indicators are mainly qualitative. Quantitative and qualitative are combined to make the overall assessment as objective and fair.
has many ways to motivate executives. Different incentive methods vary due to different corporate development stages and individual roles of different needs, so we need to grasp the key points of incentives.
When the company was in the early stage, everyone was doing business, which required development space and valued promotion and new platforms; when the company matured, many senior executives were able to develop their talents and began to consider the interests, single incentive factors is not enough, and the comprehensive incentive system can be practical.
IV. Resource support for airdrop executives
formulates clear strategic goals and achievement paths;
defines the resource details needed by the company's departments and positions based on the goals;
integrates resources based on the company's actual resource matching capabilities.
Finally, the boss should take the initiative to shape the airborne executive and help him establish authority within the organization; airborne executives should actively understand colleagues and help them solve practical problems.
Finally summary
Solving problems is a lifelong problem. Only by truly learning from professional consulting companies how to solve problems can we truly improve the practical operation capabilities within the company and truly seek steady growth!
People who can see through the essence of the world in one second are destined to have an extraordinary life!
Guohai Consulting is a pragmatic practitioner of corporate management methodology in this era!
Guohai Management Consulting is good at implementing short-term, medium- and long-term strategic systems. It has a consulting vision for the top 500 globally, and has a large number of small and medium-sized enterprises to implement practical training.Guohai team has served leading companies such as China Mobile, China Telecom , Midea, Gree , Unified, Master Kong, Mengniu , and many other categories, and is committed to helping companies become champions in sub-sectors and spreading. Excellent values.
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