For problems raised by employees, supervisors must take action and organize employee target groups to propose solutions. So far, more than 200,000 people have participated in this activity. The compan

For problems raised by employees, supervisors must take action and organize employee target groups to propose solutions. So far, more than 200,000 people have participated in this activity. The company has also focused on the following four tasks: ① Build trust. Every CE employee must be frank and outspoken without worrying about affecting his or her future by giving opinions. ② Empower employees. Front-line employees often have more information than some of their top bosses. There are more bosses, and the company requires managers to give more power and responsibility to front-line workers. ③ Eliminate unnecessary work and relieve excessive employee load; ④ Establish a new paradigm of cE: shape the company into a new organization that does not distinguish between each other. Eliminate the obstacles in the company's functional departments, remove labels such as "management," "staff," and "workers" that hinder people from cooperating with each other, remove the high walls of the company's external contacts, and further improve customer service and customer satisfaction. . Recruiting and selecting managers is the most difficult problem for enterprises to deal with, and it is also the most critical issue for enterprises. Welch said that anyone can do it if the company only cares about short-term interests, and anyone can do it if it only cares about long-term interests. How to balance the two is the most difficult. Only managers who can properly balance the two can do it. is the best manager. It took Jones seven years to select Welch from a pool of outstanding candidates. In human resource management, scientific management methods for selecting talents are the most important. General Electric's talent selection is divided into three stages;In the first stage, the person in charge of EMS (Company Selection Professional Committee) will conduct preliminary evaluation and screening, and report to the president. EMS is an elite subject within the employee relations bureaucracy. Its main function is to evaluate the most specific supervisory plans that are in line with the plan. In addition to recording the performance of candidates, these personnel also create "achievements" based on their subjective impressions, evaluations, etc. Analysis Report".

In the second stage, the president personally conducts comprehensive assessments such as interviews and written tests on the shortlisted candidate leaders, including willpower, resourcefulness, intelligence, self-confidence, awareness of change, and self-management ability. 15 evaluation items including , compassion, hard-working spirit, etc.

In the third stage, the "Achievement Analysis Report" produced by EMS and the president's evaluation opinions are submitted to the board of directors, who will make the final decision.

The above-mentioned selection process of General Electric Company reflects the mature and standardized talent selection methods of large Western companies. Jones, who is meticulous, insists that selecting a president must conduct a long-term examination of each candidate, and finally make a rational decision. "Determine the most qualified candidate," this result has become the best example of succession planning in corporate history, and also shows the discerning Jones' extraordinary talent and virtue as a management decision-maker. A company's culture is, in a certain sense, an entrepreneurial A concentrated expression of management concepts. In order to make the company more competitive and better able to communicate, in terms of "hardware", GE boss Welch used his famous "one-number-two" theory to reduce scale and build a flat structure. Reorganize General Electric; in terms of "software", we try our best to change the culture of the entire enterprise and the thinking mode of employees.

Welch saw: "If you want the car to go 10 kilometers faster, you only need to add one more horsepower; and if you want to double the speed, you have to replace the rails. Asset Reorganization You can temporarily increase the company's productivity, but without cultural changes, you cannot maintain high productivity."

Welch said when talking about the "busyness" and "gossip" of business leaders. Someone told me he worked 9 hours a week, and I would say, 'You're totally wrong. Write down 20 things that keep you busy 90 hours a week. If you look at them carefully, you will find that at least 10 of them are not. Meaningful - or you can ask someone to do it for you." In contrast, we like "form" too much: praising "diligence" but ignoring "efficiency"; pursuing "quantity" without asking about "profit"; even Wages in many of our units are simply based on so-called "workload." "Diligence" is necessary for success, but it only has a positive meaning when "doing the right thing" and "having to do it yourself".

We might as well ask ourselves before "working hard": Is this something that must be done, and does it have to be done by myself? So what should we do after taking the time and energy?

Welch's choice was to find the right managers and motivate them. "People with ideas are heroes. My main job is to discover some great ideas, expand them, and expand them to every corner of the enterprise at the speed of light. I firmly believe that my job is to hold a wooden can in one hand, Holding chemical fertilizers in one hand makes everything flourish."

Welch also proposed a concept of "expansion," whose connotation is to constantly put forward seemingly excessive demands on employees. . "'Expansion' means: when we want to achieve these seemingly impossible goals, we often try our best to show some extraordinary abilities; and, even if we still fail in the end, our Performance will also be better than in the past. "At the end of the year, what we measure is not whether we have achieved our goals, but whether we have achieved significant growth and progress compared with the previous year's performance, excluding ring-filling variables." When employees suffer setbacks, I will encourage them with positive rewards, because at least they have begun to change. If they are punished for failure, they will not dare to act rashly. "It turns out that at General Electric, "stretch goals". It is just a means of motivation, not a criterion for assessment.

"Simplification, speed and confidence" are the three necessary conditions for modern enterprises to succeed in Welch's eyes. ① Welch firmly believes that "simplicity" means "clarity of mind" and "will "Firmness" So, what is the connotation of "simplification"? First, the concentration of inner thinking. Welch requires all logicians to answer the five strategic questions he set in writing, and the questions involve their own past. , present and future, as well as the past, present and future of your opponent. Concise questions allow you to understand what you really should spend time thinking about; while the written form forces you to organize your thoughts more clearly and orderly. The second is the clarity of external processes. Welch's approach is to outline a "process" for each job, so that the order and relationship of each detailed step can be clearly revealed. When the flow chart is completed, employees can understand the overall situation. At a glance, you can also clarify which links can be deleted, merged and expanded, greatly improving the speed and efficiency of the operation. ② "Light speed" and "bullet train" are words that Welch loved to use. : Only companies that are fast enough can continue to survive, because the "pace" of the world is constantly accelerating. He believes that the world is becoming more and more unpredictable, and the only thing that is certain is that we must be preemptive and adapt to changes in the environment. At the same time, the development speed of new products must also be accelerated, because the opening and closing speed of market portals is constantly accelerating, and the purpose of "simplification" is to better achieve "simplicity". Information spreads faster, sophisticated designs are easier to enter the market, and flat organizations facilitate faster decision-making. ③ Welch attached great importance to self-confidence, and even included "always self-confidence" in his list. There are three magic weapons for the United States to lead the world. He believes that speed comes from streamlining, and the foundation of streamlining is self-confidence. The way to cultivate the self-confidence of corporate employees is to delegate authority and respect: "You can't pinch their necks and lose self-confidence." Infused into their hearts.