[Property industry]The problem of the functional positioning of managers that property companies must solve
Through the whole project cooperation, we feel the high degree of professionalism of the Huaheng Zhixin consulting team, whether it is designing the project schedule, organizing project research, designing human resources problem solutions, and providing training guidance, the Huaheng Zhixin project team has shown He has a high degree of professionalism, a high sense of responsibility and a strong work enthusiasm, for which we express our high praise and recognition. At present, we have received the final guidance and suggestions provided by consulting experts. The suggestions are highly practical and closely related to the actual situation of the enterprise. This suggestion has important reference value and significance for the development of the enterprise. We have plans to put this recommendation in place in the next phase.
This cooperation is very pleasant, and I hope to have the opportunity to cooperate with Huaheng Zhixin experts again!
——General Manager Zhang of a property company
Introduction:
Currently, H property company has encountered difficulties in human resource management. For example, grass-roots management personnel blame each other for their work, which is inefficient. The grass-roots property management personnel are not highly motivated, and often arrive late and leave early. In order to fundamentally solve these problems and lay an important foundation for the transformation and development of the enterprise, the company chose Cooperate with a professional human resources consulting company, Huaheng Zhixin, and seek ideas to fundamentally solve enterprise problems.
[Customer Industry]Property Industry
[Problem Type]Management Function Positioning
[Customer Background and Status Quo]
H Property Headquarters, established in 2005, is a Beijing-based company with property services as its core business area, and it also spans real estate The upstream of the property value chain of investment and commercial property management, and the downstream of the property value chain of building technology, elevator engineering, and parking lot construction, are a comprehensive service organization for the entire life cycle of the property. The area of enterprise lease management and property management exceeds 3 million square meters. At present, the property company serves about 260,000 customers across the country through its professional subsidiaries. The service types include multi-/high-rise commercial and residential buildings, villas, serviced apartments, Office buildings, shopping malls, municipal public buildings, colleges and universities, large communities, etc., have formed a huge professional service system with a diversified product structure, and its business covers 22 provinces and municipalities across the country. After years of development, the group has become a well-known brand in my country's property industry.
At present, the property enterprise has encountered difficulties in human resource management. According to the leaders of the enterprise, the grass-roots management personnel blame each other for their work, and the efficiency is low. The grass-roots property management personnel are not highly motivated, and often arrive late and leave early. The leaders of the enterprise have pointed out these problems in many meetings and punished the relevant personnel. measures, but these problems still exist and have been difficult to solve. In this context, the general manager of the property company asked Huaheng Zhixin, a professional human resources consulting company, for help, hoping to fundamentally solve the problem for the enterprise.
After the Huaheng Zhixin project team entered the enterprise, they conducted extensive and in-depth interviews with the middle and senior leaders, grass-roots management personnel and various grass-roots property service personnel. After collecting information, Huaheng Zhixin found that the enterprise mainly has the following problems :
First, the supervision and inspection functions of grass-roots management personnel are lacking. On the one hand, grass-roots managers do not know what needs to be supervised and inspected, and do not know the exact frequency of supervision and inspection, the degree to which supervision and inspection need to be achieved, and the results achieved. These problems cause managers to transmit too little information about work norms and matters needing attention to employees, so employees become loose in daily property management, and at the same time have some mentality of exploiting loopholes, which ultimately leads to a decrease in the overall operational efficiency of the enterprise. On the other hand, managers' supervision of employees is insufficient. During the supervision process, the manager did not give a detailed explanation of the precautions for work operations and the problems that have been found, which led to the repeated occurrence of the same problems in the employees' work. This has not been corrected and guided in a timely manner. At the same time, managers do not have enough knowledge and skills training for employees, and do not carry out regular and targeted business service training work. Employees often do not know how to improve their skills, which leads to increased dissatisfaction among employees.
Second, the management authority of middle managers is not clear enough. In the past, the same manager was responsible for managing multiple departments. After the company was restructured, it divided the departments and assigned different managers to each department. However, due to the lack of clear identification of the management authority of each middle-level manager, there are many contradictions in the management process of the middle-level managers, and these contradictions are passed on to the ordinary property service employees.When employees are working, they do not know who they are directly reporting to. Sometimes they have to report to leader A, and sometimes they have to report to leader B. Different leaders give different work guidelines, causing employees to be at a loss and not knowing how to carry out their work. , ultimately delaying serving customers.
【Analysis of Huaheng Zhixin Problems】
After in-depth analysis of the enterprise by Huaheng Zhixin consulting experts, they believe that the main cause of enterprise problems is that managers' functional positioning and management authority are not clarified. In this enterprise, the management responsibilities of grass-roots managers to grass-roots property employees, especially the duties of supervision and inspection, have not been implemented. This aspect is reflected in the aspect of "supervision". The managers are not clear about the specific matters of supervision and inspection, the frequency of supervision, The degree to be achieved and the effect achieved; on the other hand, in the aspect of "supervision", there is no correct guidance for the problems existing in the employees' work, and no timely and effective training is given.
At the same time, the authority of the middle-level managers of the enterprise is not clearly divided. This is mainly caused by the irregular construction of the enterprise system. The management personnel do not have a clear division of their own management authority. This phenomenon can easily lead to problems in the enterprise. The problem of prevarication and mutual non-responsibility leads to the problem of lack of supervisory and inspection functions of managers.
【Solution of Huaheng Zhixin】
Through in-depth discussion and analysis, consulting experts proposed that enterprises can try to solve the problems of enterprises from the following three aspects.
1. Refine the responsibilities of managers and attach importance to the performance of supervision and inspection functions.
Some managers in the enterprise directly arrange work plans and assign work tasks to the grass-roots property personnel, and at the same time take direct responsibility for the quality and efficiency of grass-roots work. Therefore, it is very important that these managers can ensure clear job responsibilities and whether they can strictly exert their supervision and inspection functions.The enterprise should consider factors such as the goals of the enterprise, the characteristics of the enterprise's products, and the ability of personnel when it refines the job responsibilities of the managers. At the same time, enterprises should pay attention that after the job responsibilities are refined, the daily work and responsibilities of managers will increase a lot compared with the past. In order to further enhance the initiative of managers, enterprises can increase certain job responsibilities allowances, so as to improve the system and standardization. guarantee the smooth progress.
In response to the lack of supervision and inspection functions, enterprise managers should also clarify the content and requirements of supervision and inspection functions in detail, formulate clear supervision and inspection specifications, and refine the content of supervision and inspection, the frequency of inspections, and the results of inspections. The process of work is recorded in documents, and data analysis work is done on problems in the work, and information pre-processing and supervision and control are done well for each work. In addition, the supervisors and managers of the enterprise should strengthen the job training for the employees, explain the unskilled skills of the employees in detail, share the important knowledge and skills in the enterprise with the employees, care about the working status and work enthusiasm of the employees, and manage the work of the employees. as one of the important responsibilities of their own work.
2. Clarify the authority of managers.
In view of the current problems that the authority of enterprise managers is not clear and employees are at a loss for what to do, it is recommended that enterprises clarify the management authority of middle-level managers, and re-determine the responsibilities of core managers in combination with the existing organizational structure design of the enterprise. The scope of authority and responsibilities, including the specific management scope and rights enjoyed by the grass-roots departments within the department and the specific responsible persons of each link, avoid the problem of multiple leaders in the enterprise.
At the same time, strengthen the construction of corporate organizational culture, cultivate a positive cultural atmosphere in the enterprise, enhance communication, cooperation and understanding between enterprise managers, resolve conflicts between middle management, and spread a positive cultural atmosphere into the organization. , so that the supervision and inspection work of enterprise managers and the work of grass-roots employees can be carried out more smoothly.
3. Improve the professional awareness of managers and increase the ability requirements for managers.
Professional awareness is the awareness of professional people, which is embodied in: active and serious work, sense of responsibility, innovation awareness, competition awareness, collaboration awareness, dedication awareness, etc. . At present, the professional awareness of managers in enterprises needs to be further improved. It is a necessary factor for managers to have the necessary professional awareness to improve their work initiative.
Enterprise managers, especially grass-roots managers have more contact with grass-roots property employees, and their own work tasks are heavier, so they have higher work ability requirements for these managers. The grass-roots managers of enterprises should have various abilities such as work initiative, problem-solving ability, adaptability, talent training ability, monitoring ability, and risk prevention ability. The level of each ability directly affects the direction, efficiency and quality of the basic work of the enterprise. Therefore, cultivating and improving the professional ability of these managers has become the key to the smooth development of the enterprise. Enterprise managers can improve their management ability by increasing the reading volume of management books, learning some free management teaching videos, enterprise management case videos online, and participating in external training courses.
[Summary of Huaheng Zhixin]
Many enterprises in my country have the problem of unclear responsibilities to varying degrees. The rights and responsibilities of personnel in various departments and positions are unclear, some functions overlap, and some functions are not undertaken, and work efficiency is low. Coupled with the imperfect management system, various departments blame each other and employees complain to each other frequently. Experts from Huaheng Zhixin pointed out that clarifying job responsibilities and smoothing work relationships are the premise and foundation for enterprises to carry out all work smoothly. At the same time, it is necessary to strengthen the sense of responsibility and establish and improve the accountability mechanism to ensure the smooth performance of various work responsibilities. In addition, enterprises can sort out and clarify the workflow of specific work items to achieve standardization to further improve work efficiency.
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