How should modern leaders put people first?

From the perspective of enterprise management, people-oriented refers to a leadership style or concept of operators or managers. Refers to a series of management activities with people as the starting point and center in the management process, focusing on stimulating and mobilizing people's initiative, enthusiasm and creativity, with the goal of realizing the common development of people and enterprises.

The basic idea of this management is that human development is the premise of enterprise development. The intelligence of employees is an important knowledge resource of an enterprise, and its development degree determines whether the enterprise can develop continuously. Therefore, enterprise management should focus on the all-round development of people. As the most basic element in management, people are dynamic and interact with the environment: creating a good environment can promote people's development, thus bringing about the development of enterprises; ② Personal goals and enterprise goals can be coordinated. Turning an enterprise into a learning organization can enable employees to achieve their own goals while achieving their corporate goals. (3) In this process, enterprises can further understand the needs of employees, so that enterprise goals can better reflect the interests and goals of employees.

Therefore, the basic principles of people-oriented management are as follows:

(1) Pay attention to people's needs;

(2) Encourage employee training to realize all-round personal development;

(3) Organizational design is people-centered and is committed to the consistency between personal goals and corporate goals.

How are these principles embodied in enterprise management?

The specific practice can be summarized as four words-knowing people and making good use of them. Knowing people includes respecting people, trusting people, understanding people, caring people and inspiring people. Good use refers to the rationality of employing people. In other words, we should make use of our advantages, our ideas and our wishes, and we should also use them at the right time and place.

1 respect people

Including the establishment of a just, fair and open employee welfare system, providing a good working environment for employees, patiently listening to employees' opinions and affirming employees' achievements in time.

Bill, one of the founders of HP? 6? 1 Hugh Park Jung Su once said: "All policies and measures of HP come from a belief, and we believe that every employee has the desire to do a good job. As long as the company can provide them with a suitable stage and environment, employees will go all out. " This is the connotation and starting point of the famous HP way.

It is based on this starting point that HP has established a unique corporate culture and formulated a series of supporting management systems and norms. Therefore, among HP's five traditional core values, the first one is: "We trust and respect employees". And this respect is reflected in every detail. For example, when paying wages, the department manager personally sends it to the employees instead of letting them come and get it, to show sincerity and gratitude. Because in HP's philosophy, employees' wages and bonuses are not charity from the company, but the rewards they deserve.

2 Trust others

When employees regard enterprise trust as motivation and pressure, they will consciously accomplish their tasks conscientiously and excellently through their own intelligence and physical strength. The more leaders trust employees, the harder employees will work, thus forming a virtuous circle.

HP's trust in employees does not stop at the level of shouting slogans, but can be shown in many ways. For example, in the laboratories of various branches, all spare parts warehouses are never locked, so engineers can not only take them away at will at work, but also take the company's components home for their own use; This is because HP believes that no matter what engineers do with these components, it is related to the projects they are engaged in. Whether they play with these things at work or at home, they can learn something, which is beneficial to the company's product innovation. Similar examples include the use of stationery. All kinds of stationery are taken by employees themselves, without supervision, and the stationery cabinet is not locked. The result of this is to make employees feel respected and become a noble person and a trustworthy person. Therefore, employees will share joys and sorrows with the company and are willing to contribute to the company from the heart.

3 Understand others

The key to understanding others is to try to feel the problem from others' perspective.

For example, in the eyes of most domestic enterprises, employees' voluntary resignation is a betrayal of the company, and traitors can never return to the original company, so the two sides may have a deep hatred and die of old age. But HP doesn't see it that way. Hewlett-Packard believes that everyone is subjective to himself and objective to others, and everyone has the right to choose his own development direction. Employees must pay more attention to their career than their loyalty to the company. Therefore, HP believes that employees leave the company for the better development of their personal career, rather than betraying the company. Companies should think of their employees, not just the interests of the company or the interests of some leaders. It is precisely because HP does not regard employees' voluntary resignation as betrayal. So HP's door is always open to these people, and employees who leave can come back. To this end, it has retained many outstanding talents.

4 care about others

Whether employees can love their own enterprises is not all about whether they have attractive high salaries, but the care of leaders can also become a powerful magnet to attract outstanding talents. This kind of care is mainly manifested in meeting the various physiological and psychological needs of employees to the maximum extent.

As we all know, every enterprise wants employee loyalty, but where does employee loyalty come from? What did the company do to win the loyalty of its employees?

In HP's view, employees' loyalty comes from four opportunities: opportunities to do things, opportunities to learn, opportunities to make money, and opportunities for promotion.

(1) Opportunity to do things: employees can do things according to their own wishes and methods, rather than what the boss says; At the same time, employees are allowed to make mistakes when doing things. As long as they can learn from their mistakes, they will not repeat the same mistakes and continue to give opportunities. In this way, everyone can accumulate experience and lessons from mistakes and learn and grow step by step. The experience of employees is also a valuable asset of enterprises. Enterprises have truly become learning organizations.

(2) Learning opportunities: On the one hand, it refers to providing opportunities and atmosphere for employees to learn from each other by organizing various activities in addition to the formal training organized by the company. On the other hand, when arranging work, excellent managers not only emphasize the importance of this work, but also emphasize what employees can learn from it, what experience, what knowledge and what skills they can supplement, so as to turn the completion of work tasks into opportunities for employees to grow up, thus stimulating employees' sense of ownership.

In this way, employees no longer want to do things for the company, but want to do things for themselves. And take everything the company gives you as an opportunity to exercise and learn. In this way, it is natural and simple for employees to work hard for their own careers and their own future. Their success is also the success of the enterprise. Can bring endless benefits to enterprises.

Opportunities to make money: One of the important purposes of anyone working in an enterprise is to make money, get relatively reasonable remuneration and live a better life.

In HP, there is a basic principle that the salary standard should be among the best in the same industry, neither attracting people with the most generous salary nor losing outstanding employees because of the salary. Generally speaking, as long as they are above average among their peers, people will feel superior. This sense of superiority often comes from comparison, such as comparing with classmates, friends and people around you. So in China, people think that an annual salary of 6,543,800+10,000 is very good, but in the United States, an annual salary of 6,543,800+10,000 dollars is nothing but an ordinary middle class. Because people's satisfaction is relative, it depends on what environment you are in. So for employees, as long as there is a higher treatment.

4 promotion opportunities: that is, to provide employees with development space. If an enterprise can improve its managers by strength, not by interpersonal relationship, then everyone will feel that as long as they have strength, they will have the opportunity to improve and have a head start. Therefore, everyone will try their best to express themselves and concentrate on their achievements, instead of trying their best to make connections, find backgrounds and enter through the back door. Because they understand that as long as the company grows, they have opportunities. Therefore, in terms of promotion, it is very important to create a fair and just competitive environment.

Facts have proved that as long as the company can provide these four opportunities well, employees will show loyalty.

5 inspire people

People have many needs, such as physiological needs, safety needs, social needs, respect needs and self-realization needs. Business leaders should not only try their best to meet these needs, but also constantly stimulate people's enthusiasm for work through various incentives. People's needs are diversified, so should the incentive methods.

In some domestic enterprises, we can often see such a slogan: "If you don't work hard today, try to find a job tomorrow". This is a typical stress management thinking. Different from this kind of thinking, HP has always advocated guiding to stimulate the enthusiasm of employees, which is called "dynamic management".

For example, 10 years ago, when Cheng Tianzong was the president of HP China, he made a wish that during his tenure, every employee of HP China could achieve the goal of "five children graduating from school", that is, having a house, a car and enough tickets to live a well-off life, and everyone could have a wife, children and a beautiful family. And inspire everyone to say: as long as you work hard, I will try my best to create a good platform and opportunity for everyone. During his tenure as President of HP China, he really made great efforts to raise the salaries of employees. Everyone's salary has doubled, the company's dormitory has also been reformed, and everyone has their own house. In the middle and late 1990s, many employees of Hewlett-Packard in China owned private cars, which was very rare at that time. Of course, the employee's satisfaction and enthusiasm brought the company's rapid growth, and those years were also the most brilliant take-off period of HP in China.

Of course, besides material incentives, spiritual incentives are also particularly important. For example, appreciation and gratitude to employees is a kind of spiritual encouragement.

At Hewlett-Packard, if a department has successfully completed its task, the manager will think that the employees are meritorious and will pay a guest out of his own pocket to express his gratitude, because the performance is the result of everyone's efforts and the credit belongs to everyone.

This seemingly simple practice is actually a subversion of the traditional concepts and practices of domestic enterprises. As we all know, every Chinese New Year in domestic enterprises, employees will give gifts to their superiors, thanking them for their "care" and "care". In HP, Chinese New Year is usually the time for managers to spend money, because they want to thank employees for their help and contribution to the company in the past year. Invite your subordinates to eat at home or out to show their gratitude. This embodies a modern management concept.

The result of the company's management's efforts to satisfy employees is that employees strive to satisfy customers, thus achieving a virtuous circle. For HP managers at all levels, a very important job is to stimulate employees' self-motivation, so that employees can work hard for their own careers and common interests. In this way, there is internal motivation. So it's called dynamic management.

6. Reasonable employment

Including:

(1) Use its strengths: In addition to understanding the basic skills of subordinates, you should also know what their strengths are, so as to foster strengths and avoid weaknesses.

(2) Use what you think: collect valuable ideas and suggestions from employees at any time and store them as knowledge resources.

(3) Use personal wishes: When arranging work, consider personal wishes as much as possible, and strive to provide them with the necessary working environment and conditions to promote them to enter the best psychological state. This will get better talent benefits and enterprise benefits than forcing him to engage in a certain job with administrative orders.

(4) Timely use: refers to the opportunity to capture talents. The most talented and energetic period in a person's life is also the period when he can make great contributions to the enterprise. At this time, we should boldly and timely promote talents to important positions in order to give full play to their creativity.

(5) Use it in its place: it is to put talents in a position where they can fully display their talents. Achieve the goal of common development of individuals and enterprises.

In short, people-oriented enterprise management is to regard people as the main object of management and the most important resource of the enterprise. The importance of this kind of management lies in that it is an important condition to improve the knowledge productivity of enterprises. The so-called knowledge productivity refers to the ability of enterprises to create wealth by using their knowledge resources (that is, the intelligence of all employees), which is the basic management mode to adapt to the international operation of enterprises, the necessary condition to establish a good relationship between people and other factors in enterprises, and the cornerstone of sustainable development of enterprises.