Ten Ways To Improve Employee Productivity: Optimizing Employment Mechanism

The real purpose of performance management is the neglect of employees' work. There are also reasons for enterprises and personal reasons. When employees feel tired and do things that are not as positive as before, what can they do to help employees and enhance their enthusiasm for work when they lack enthusiasm and passion at that time?

Employee generation

1, job analysis is not in place, some people are doing nothing, no one is doing anything. When they encounter unclear responsibilities, they do temporary work.

2, performance appraisal is a mere formality, or the design of indicators is unreasonable, and the degree of quantification is not enough.

3, the application of performance results is not scientific, and the proportion of remuneration is not large enough to be rewarding and diligent.

4, the aging of the personnel mechanism can not enter and enter, only qualifications, talent can not go, mediocrity can not be eliminated.

5, enterprise values are not clear, propaganda is not in place.

Reexamine

Professor David Gavich, an organizational psychologist at Harvard University School of public health, believes that the way to rekindle the enthusiasm and passion of employees should start with a re examination of job descriptions.

If the cause of job burnout is due to the confusion of the enterprise management and unclear responsibilities, managers should start from the combing of the business process and carry out work analysis again.

If an enterprise does not have a standardized business process, it is also possible to establish standard business process standard texts before job analysis.

Business process is made up of input, process and output. Input is the result of a link in the process, at the same time, it constitutes the needs of customers in this link, and the process and output constitute the job content of the post.

The process of analyzing each node is the process of determining the contents of each post.

Summarizing the contents of node analysis constitutes a post responsibility.

The same position may be involved in a number of related processes, and the job content of all nodes involved in a business process is integrated into the job.

At the same time, when conducting business process analysis and job analysis, managers must communicate with staff fully, so that employees can participate in business process analysis and work analysis, invite employees to participate in discussions and formulate job descriptions.

This can help HR better finish job description, and also understand the career development space of employees.

HR can also ask employees what they most want to do.

It's best to let employees know what kind of experience, skills and knowledge they need to get to the ideal position to do what they want to do.

How to improve the work efficiency of employees?

I. optimization

The water is not rotten and the door hinge is not worm eaten. In the enterprise, we should set up a personnel mechanism that can go up and down, and get in and out, so that we can create a good atmosphere for talented people to stand out and arouse the enthusiasm of their employees.

The output and quality of a production department in a company for three consecutive months have been reduced, and its subjective initiative has been greatly reduced.

In view of the above phenomenon, the company's HR and leaders communicate with each other, and then convene a plenary meeting, with three main contents.

1. The production department's 1/4 is based on three months' performance and performance.

2, dynamic employment: excellent employees, qualified employees, on-the-job training staff, laid-off training staff, four states of dynamic adjustment;

3, publicize the high-level thinking of the enterprise: the strategic development goal is established, and will work hard towards this goal unswervingly. In this way, enterprises will have no way out. Therefore, employees must play the spirit of twelve points to follow closely, do not lag behind, leaving behind means elimination. In order to protect the interests of the majority of 60%-70% employees, enterprises will not hesitate to abandon the 30%-40% left behind.

The effect of this is very obvious. The output and quality of 3/4 staff has been greatly improved than that of all previous employees. The management has been gradually standardized, and staff's awareness of the implementation of the technical specification and initiative to improve their skills has been greatly improved.

The salary of the employees who have been laid off is allocated to the present employees. The salary is increased by 1/3 and the work enthusiasm is promoted.

In order to maintain the healthy spirit and body of the deer in the zoo, it is necessary to put a wolf in the herd. What the manager needs to consider is how to put the wolf in.

Two, job rotation

Frederick Hertzberg, the founder of the management guru and the two factor incentive theory, believes that there are three ways to motivate employees, namely, job rotation, widening the scope of job responsibilities and delivering more challenging and difficult tasks to employees.

By changing the content, workload and work style of employees, they bring fresh feelings to employees and stimulate their numbness nerves, so that they can "live" in the changes and pressures.

A management scientist said, "if you let your employees do well, you have to give him the right job."

Judging whether a job is right for a person depends on whether he is interested or enthusiastic.

From the management practice of Sony Corp, Akio Morita soberly realized that if employees can choose what they like to do, they will be more energetic and more motivated.

Sony Corp's internal tabloids often publish advertisements of "asking for people" in various departments. Employees can freely and secretly apply for jobs, and their superiors have no right to stop them.

In addition, companies change their jobs every two years, especially for energetic, energetic employees who are not willing to wait for job changes passively, but to give them the opportunity to give their talents.

Such job rotation stimulates the enthusiasm of the staff and provides a sustainable development opportunity for the talents.

Three, job enrichment

Some jobs that cannot be changed can motivate staff's enthusiasm through diversification of goals and job enrichment.

Job enrichment is different from job expansion and job rotation. It does not increase staff work content horizontally, but vertically increases work content. By changing the content and level of responsibility, employees are more complete and more responsible to work, so that workers can get the motivation and sense of achievement of their work.

1, increase staff responsibilities.

It is not only to increase the responsibility of the design itself, but also to increase its control of product quality, maintain the responsibility of planning, continuity and rhythm of production, so that employees feel that they have the responsibility to complete a small part of a complete job.

At the same time, increasing employee responsibility means reducing management control.

2, give employees certain autonomy and freedom of work, giving employees the opportunity to fully express themselves.

Employees feel that the success or failure of their work depends on their efforts and control, so that their work is of great significance to their employees when they are closely related to their responsibilities.

The main way to achieve this mental state of good work is to improve the position (or job) instructions, clarify the responsibilities of each post, and give employees the right to work independently.

At the same time, it is also related to the mentality of employees. It is necessary to break the mentality of being afraid of taking responsibility.

3, feedback.

Feedback data on employees' work performance to employees in time.

Understanding job performance is an important factor in job satisfaction. If an employee can not see his work achievement, it will be difficult to reach a high level of satisfaction.

Efforts should be made to overcome the phenomenon of assessment without feedback.

Feedback can come from the work itself, from managers, colleagues and so on.

4, assessment.

Rewards and rewards are determined by the extent to which employees achieve their goals.

5, training.

To provide employees with learning opportunities to meet the needs of employees' growth and development.

Do not train for training, become the slaves of training and the burden of employees.

6, achievements.

By enhancing employees' sense of responsibility and decision-making autonomy, their sense of accomplishment can be enhanced.

Four, create performance oriented corporate culture.

If a company wants to establish a performance oriented cultural atmosphere, it must regard human resources management related system post arrangement, wage remuneration, job promotion, demotion, demotion and dismissal as the real "control means" of enterprises, establish strict rewards and Punishments under the scientific and reasonable performance mechanism, and show every member of the enterprise through the decisions of the enterprises what the enterprises really need, value and reward; what the enterprises do not advocate or disapprove of.

The prize must be rewarded and the punishment should be punished.

At the same time, enterprises should pay attention to their work goals, give feedback to them and help them grow. When employees know their advantages and disadvantages, their performance management will be half successful.

In addition to document records and score evaluation, performance management system should also link with training, promotion and remuneration of enterprises.

Therefore, in order to achieve obvious results in performance management, enterprises must strengthen training and timely communication for performance management from top to bottom.

In a good corporate culture, employees' contributions can be affirmed, appreciated and rewarded in a timely manner, thus giving employees great satisfaction, sense of honor and sense of responsibility, and motivating employees to devote themselves to work with great enthusiasm.

Five, choose the right person to make decisions.

When making decisions, we should choose employees with considerable technical ability or professional ability to make decisions.

Because of lack of technology or experience, some employees will make wrong guidance in making decisions.

If the direction is wrong, there is no point in doing more work.

Six, give full play to the role of office equipment.

Many jobs may be delayed due to the failure of office equipment such as telephones and fax machines.

Some companies do not have fax machines, sending and receiving a fax takes a long time, which naturally can not improve work efficiency.

Seven, work results sharing

Sometimes we will find that what we have done may be what other employees have done.

Sometimes I look for some data and find it hard. I find that another employee has looked for it before. If I first consulted him, I wouldn't have to work so hard.

Sharing employees' work results is a very important issue.

This is especially important for companies with more employees.

Managers can make use of the regular office meetings to let you introduce their work situations. In addition, we should properly classify and maintain some work results data, which can achieve the goal of sharing work results.

Eight, let employees know all about the work.

Letting employees know all about their work is helpful for their overall grasp of their work.

Employees can better coordinate their work with their colleagues.

If there is an accident in the work, employees can also do some maneuverability treatment according to the overall situation, so as to improve the efficiency of the work.

Nine, encourage work rather than work process.

Managers should encourage their work results rather than the work process when they encourage employees.

Some employees work very hard, and managers can praise him for this spirit, but they can not serve as an example for other employees to learn.

Otherwise, other employees may complicate the original simple work, or even do some facial expressions to show their hardships and get praise.

From a company perspective, companies need employees who are more interested in their work.

Therefore, the company should encourage employees to achieve their goals in the simplest way.

In short, the results of the work are really useful to the company.

Ten. Thinking time for employees

Before a company does a thing, it will not do very well if the decision making layer does not seriously think about it.

Staff work is also the case, if managers do not give employees some time to think, it is difficult for them to do their job well.

Managers should encourage their employees to work harder and think more when they work.

Employees who work in the brain are definitely more productive than those working with limbs.

[