From 60 to 100, talk about how to improve work standards

"Xiao When asked this question, this is probably the answer. I also thought in my heart: "I have completed the plan and sent it to you, so this matter must be completed and done well." But is it really done? Is it done?

?After your superiors received your work plan, did they ask a lot of questions and find a lot of problems, including formatting, typos, ambiguities, omissions, deviations in direction, logical errors... ..? Usually, do managers often take the initiative to ask: How is the progress of such-and-such project? You replied "As planned, no problem". The result is often overdue, and your feedback will simply be reported as "Following and Promoting".

?Many people regard the work as completed and submitted, thinking that they can and should get good performance (B, A), bonuses, and even promotions. As for the effectiveness of the work, whether it meets the standards and the requirements of managers, they often do not pay attention or subconsciously ignore it. In their view, "getting the job done" is the only criterion. When managers point out shortcomings and suggestions about their work, they often feel that it is troublesome, demanding, or even deliberately making things difficult. The manager is also very depressed and aggrieved. Important work has not been done, and he has to spend time and effort reviewing, revising, and making corrections one by one, but he cannot get the understanding of the employees. ?

It is precisely because of the deviation in the understanding of work standards between employees and managers that the above series of problems and contradictions arise. So what are the standards for work? Can it be clear, understandable, and quantifiable? Is it the employees’ fault that the work is not done well and the standards are not high? With this question in mind, let’s see what Mr. Jiang said. Mr. Jiang mentioned a similar point of view on many occasions: doing the most basic work well is every employee's job, so he will be given a C; if he can innovate and improve on the basis of basic work, he will be given a B; more Furthermore, while completing your own work, you can get an A if you can train and help your colleagues grow and promote the success of the team. We can see that Mr. Jiang’s standards are: for employees who have done the most basic work, you will be given 60 points for passing because of your due diligence; because of your innovation and improvement, you will be given 20 points, and 80 points for excellent; Because of your sharing, helping, and cultivating others to grow, I will give you another 20, 100 points of excellence.

?The above point of view is a broad and unified requirement for work standards. We can understand it, but it is difficult to translate it into specific work and is not suitable for operation. Let's go back to the specific work level and see what methods and measures are available to allow managers and employees to understand and achieve a clear understanding of each work standard, know how many points to give now, and how to add points to themselves. Achieve the leap from 60 to 100 points. The following three aspects deserve our attention.

? Training on working methods?

I wonder if you have noticed and discovered this situation: we have been taught how to do a certain thing or a type of thing, but rarely accept systematic Training on working methods. There are thousands of types and properties of things, and it is neither possible nor possible to teach them exactly how to do this step and what to pay attention to in the next step before doing each thing. Limited by the lazy nature of human beings, we have accumulated experience of thousands of things (please note that it is "experience" rather than "experience"), and the working methods are still in their infancy. We spend too much time and energy on teaching specific things and neglect the cultivation and guidance of working methods. However, our goal and hope is to make people do everything well and better. This is obviously a deviation between the training goal and the teaching goal, and naturally the expected results will not be achieved.

?Therefore, in order to ensure that employees can do everything well and continuously improve and improve, we need to strengthen systematic training in working methods. "Pyramid Logical Thinking", "Nine-Secretary", "How to Be a Good Employee", etc. are all such effective trainings, and departments and departments should carry out targeted and repeated publicity and training.

? Manager’s communication methods?

When managers assign work and assign tasks, they should guide employees to think about “how to do this well” and give appropriate Work methods and suggestions, clearly put forward your requirements and expectations for work results, instead of simply assigning tasks through an email or verbally stating at a meeting who to assign tasks to. Some managers believe that their job is to "tell" employees how to do their jobs. When asking questions, they ask closed questions with a "yes" or "no" answer, while experienced managers ask open-ended questions and focus more on "listening" than "speaking." ?

Through multiple "guided" communications, it not only promotes understanding between the two parties and establishes a good and harmonious relationship, but also enables employees to clearly and accurately understand the manager's intentions and avoid deviations and directional errors. mistake. ?

Employees’ self-training?

It is often the case that when managers arrange work tasks, they often just tell them what to do in a simple sentence or two or an email. Blurred. Many people simply do it with their heads covered because they are embarrassed or afraid of being criticized, and the results can be imagined. At this time, we should spend a short period of time thinking about these questions:

"What is the purpose of the work task?", "It should be divided into several steps or stages, which stage is the key and difficult point", "I What resources are on hand, what external resources may be needed? "Is there any precedent that can be referenced?" If you are unclear, take the initiative and ask the manager in time. Through the above questions, you can quickly clarify your ideas and work more efficiently. ?

At the end of the work, ask yourself: "Has the expected goal been achieved?", "How does the quality of the work compare with other similar work?", "What mistakes can be avoided during the work process, and what areas are worthy of improvement?" , Which methods are worth learning and promoting? ", "Can a common standard process be written for this kind of work, so that I or other colleagues can do it well in the future? ", "Is this work valuable to the department's business?", "And There is no other work that can be done to enhance the value of the department. "...Through thinking about these issues, we can establish correct and effective working ideas and methods, and truly treat our work with "high-level thinking".

?The above methods and measures are only effective if they are based on our proactive attitude. Ask yourself, most of us do not give 100% concentration to things in life, study, and work; it can even be said that it is easy to take refuge for physical comfort and spiritual enjoyment. Only three points, not enough; long live 60 points, one extra point is a waste. With this mentality, next year we will not have any growth compared to this year except age. Therefore, improving our work standards and achieving the leap from 60 points to 100 points not only requires improving working methods, but also requires each of us to change our concepts.