Practical cases of team building

(Lu Shuang, Marketing Support Office, Business Support Center)

1. Background of practical cases

(1) Whether a team operates stably and efficiently, the key point is whether The responsibilities of team members are clarified.

? Whether the responsibilities of team members are clear is closely related to the team leader. The skills of a team leader focus on being able to accurately understand the team's functions and the requirements of superiors. They can not only convey the requirements accurately, but also accurately arrange the right people to do the right things. The team leader may have inertial thinking, rely too much on existing experience, or be accustomed to lack of supervision and supervision due to trust in members. This is a bad habit of "hands-off shopkeepers" accumulated by team leaders who have been responsible for team management for a long time. They are not good at learning and improving skills, and are prone to errors in uploading and issuing tasks, resulting in unreasonable division of responsibilities and affecting work operations. The inability to reasonably clarify the responsibilities of team members has a greater impact on team management.

(2) When formulating the division of responsibilities, a team fully understands the basic skills of the team members and whether it can divide the work according to the individual so as to successfully complete the task.

? Mastering the responsibilities of the team and the skills or expertise of the team members is a basic requirement that the team leader must meet. I believe that any team leader can clearly state the responsibilities of his or her team, but it is not an easy task to fully understand and master the skills or expertise of team members and arrange work tasks reasonably. This requires the team leader to ask himself: Can you do everything in the team? Perhaps, some team leaders will say: "I am the team leader. My main task is management. Choosing the right people and doing the right things is the most important thing." This sentence is correct, but any work task , it is impossible to pass the ball from someone else's hand and throw it to the next ball like a simple pass. When others ask you questions when they don't understand or understand, can you give a reasonable or appropriate answer?

(3) How to cultivate and reserve comprehensive talents to ensure that work tasks are not affected and completed successfully?

? Allocating work tasks on a case-by-case basis is a prerequisite for effectively advancing work tasks. However, in the event of personnel changes, how to quickly find replacement personnel to ensure that work tasks are not affected requires the same skills Personnel take over in a timely manner to assist in completing tasks. Cultivating reserve replacement talents in advance is a key task in team management, which is also the antecedent of the "dynamic position" setting based on this thinking.

2. Practical case content

There are many tools that help team management, but each team is different, and copying them will not achieve the desired results. Therefore, the most basic and simple management method that does not adhere to any form may be the best way.

(1) Maintain a state of learning

? A persistent state of learning is the prerequisite for not being eliminated, and it can also ensure that everything is accurate and flawless. The learning quality of the team leader is the key to team management, which can fully ensure the accuracy of uploading and issuing; the learning quality of the team members is the basis for ensuring the quality of work, and can reflect the trustworthiness of the work. The marketing support room has an exclusive learning corner, and a large whiteboard is hung in a prominent place. From time to time, team leaders and team members write small knowledge points or work experience on the board to share their learning and improve their work capabilities.

(2) Set rules and work goals

? As the saying goes, "Nothing can be accomplished without rules." Setting rules is to tell team members "what to do and how to do it." The establishment of rules includes two aspects. The first is the division of responsibilities, clarifying the responsibilities of each team member and informing them of their work content; the second is process formulation, clarifying the system and process requirements for each work, down to the work essentials and steps. This is a prerequisite to avoid work confusion. Many teams will clearly define the work content for team members, but there is a lack of clear written guidelines for specific work requirements and practices, and most of them are passed on by the old to the new. This method has certain risks and hidden dangers, and it is easy to affect the quality of work due to the lack of handover.

The working benchmark of the marketing support room is to use the system process as the basis and guideline to ensure the accuracy and standardization of the work.

? Establish OGSM project-based work orientation, follow up and motivate team members to complete their work, take "efficiency management, promote excellence and enhancement" as the team management goal, and use OGSM tools to split team responsibilities into multiple tasks Focus on work and determine overall goals for the year and monthly work plans. Organize the progress results of each work on a monthly basis and send email notifications to grasp the progress of each work, rationally allocate time and resources, and do detailed marketing support work.

(3) Establish "dynamic positions" to reserve comprehensive talents

? The establishment of "dynamic positions" is based on clarifying the basic job responsibilities of team members and correspondingly assigning the responsibilities of other members to Responsibilities are listed as temporary work tasks. After completing their own work, they should arrange time appropriately to participate in completing the temporary work, or repeat the temporary work to achieve the effect of mastering the temporary work.

In order to better promote the establishment of "dynamic positions", each member of the team is first required to summarize their work on a monthly basis in the three key dimensions of "work completion, existing problems, and solutions". Share within; secondly, establish a normal mechanism for regular team meetings. Members will take turns hosting and convening monthly work summary meetings on a monthly basis. Team leaders will summarize and release the status of regular meetings and follow-up matters. Team members communicated and discussed the work status and cases of the previous month in a "one-to-one" and "one-to-many" manner. Through summary sharing and regular meeting exchanges, all members of the team can better understand the team's work tasks and work conditions, and understand the work content and working methods among members, so as to better play the role of temporary replacement.

(4) Carry out diversified team activities

? Actively participate in the company’s fun mountaineering competitions, ball game interest groups and other trade union activities, and carry out life skills sharing activities from time to time, Let team members release stress, enjoy life, and stay healthy physically and mentally after work. Through these diversified forms of team activities, we can enhance the cohesion of the team, enhance the relationship between each other, devote more enthusiasm to work, and improve work efficiency.

3. Team performance

(1) The effect of key marketing support has been significantly strengthened

? Remuneration settlement, revenue audit, work order audit and party building and party integrity, etc. Details of key marketing support effects. The remuneration settlement achieved the set goals accurately and timely; the revenue achieved monthly clearing and monthly settlement, 100 was withdrawn, and there was no shortage in the physical inventory of marketing; there were zero defects in the quality control of the work order audit; the party building and party integrity work assessment was awarded, and the department branch was elected as the whole company The best result of the year.

(2) The professional skills of team members have been significantly improved

? By establishing a monthly team meeting mechanism, we can communicate about work situations and share work experience, so that all employees can understand each other's work content. and methods to create conditions for realizing AB angle interaction.

? By setting up "dynamic positions", students can simulate and test jobs outside their responsibilities during spare time, master working methods, and reserve resources for filling vacancies.

(3) The individual performance team has gained a lot of honors

? 1. Individual performance: There are 14 members in the team, and they won 14 A’s and 16 B’s in 2017***30 AB performance; in 2018, he obtained 14 A and 21 B*** 35 AB performance. The number of AB performers in the two years accounted for 24% of the department's total, an increase of 17% in 2018 compared with 2017.

? 2. Team honors: The team won the provincial outstanding class in 2017, and the team leader won the title of group outstanding team leader in 2018; the team members won the "Jieyang Company Advanced Award" in 2017 and 2018 Worker", "Ministry of Industry and Information Technology Bid Evaluation Expert", "Provincial Creative Hero", "Excellent Innovation Expert" and other 6 honors, and won "Advanced Worker of Guangdong Company, Outstanding Party Worker of China Mobile Guangdong Company, Outstanding Innovation Project, Excellent Innovation QC Group Project", "Excellent Journalist" and other *** 13 provincial and municipal honorary awards.

(Marketing Department Product Room? Li Jun)

1. Background of practical cases

? The main job of the product room is to integrate and plan the marketing of various products and Implement promotion to expand and retain individual customers, consolidate and increase market share, and drive growth in communications revenue. A team of 10 people undertakes/leads the development of new personal market additions, existing KPIs and key business indicators in the market line to face industry competition.

? The market direction is changing rapidly. In 2018, the business focus will shift to the operation of existing customers. Under the high pressure of comprehensive, short-cycle, and multi-dimensional evaluation of business indicators, the team leader first clarifies the expectations of internal and external customers. , current situation, and shortcomings:

(1) Customer expectations:

? The customers served by the team include external customers and internal customers. The expectations of external customers are cheap rates and traffic. If management is sufficient, discounts are often available; internal customers include front-line colleagues and related business departments. Front-line expectations are strong business competitiveness, simple marketing processes, timely responses to problems, and easy checking of customer-adapted products; business departments such as the finance department expect revenue indicators , KPI indicators are successfully completed, and customer development is achieved with high efficiency and low cost; company leaders and department expectations are to lead performance, maintain competitive dominance, and achieve sustainable development. There is a small conflict between internal and external customer expectations but the direction is relatively consistent: in the context of dominant competition, accurately position and sell products and services to the right customers to achieve customer retention and revenue growth.

(2) Current status of the team:

? The traditional market operation model has changed to existing customer operations. The responsibilities and functional positioning of existing operations are relatively vague, and the thinking and understanding continue to be unified; in terms of customer In terms of segmented operations, business comprehensive requirements are high and coordination and communication costs are high; during the project advancement process, group collaboration is not smooth and progress is slow.

(3) Team shortcomings:

? Team members have relatively independent information, and business divisions are obvious. However, comprehensive projects require comprehensive business, and incomplete information leads to conflicts in work advancement. , the work is out of focus; at the same time, team members have great differences in project management capabilities, the progress of the project work is not ideal, and some projects are lagging behind.

2. Content and key points of practical cases

? After understanding customer expectations, current situation and shortcomings, the team leader uses action learning to unify the team’s understanding and formulate an improvement plan:

(1) Brainstorming focuses on work direction

? According to the requirements of the annual work meeting to reconstruct the market system, the team leader grasps the independent and interrelated characteristics of the existing operation assessment projects and uses card-based Brainstorm and work with team members to list current business projects on the wall and discuss and classify them, reconstruct the stock operation system, help team members understand the correlation and constraints of each business project from a broader perspective, enhance understanding of overall indicators, and unify The direction of work is to realize the implementation and transformation of the company's strategy.

(2) Work together to formulate a leading plan for project completion

? The improvement of personal abilities can promote the upgrading of team efficiency. After completing the reconstruction of the operating system, the team leader will assess the work skill level of team members. For pain points with large gaps, continue to use action learning methods to lead team members to jointly sort out the shortcomings and reasons that affect the development of indicators, so that each member can fully grasp the key information of indicator implementation and realize the importance of scientific division of labor. , took the initiative to make action commitments, effectively solved the communication barriers caused by execution conflicts and capability gaps caused by differences in indicator calibers, and formulated three-stage performance goals, output project completion leading plans, and promoted team individuals to learn by doing.

(3) Standard operation to promote the mutual growth of individuals and teams

? Through the advancement of the three-phase plan, tools such as 5W2H questioning and PDCA cycle management have been solidified into the daily routine of the product room Operation tools, project implementation forms a standard operation template of "goal-path-policy-monitoring-achievement", maintains small closed-loop inspections at weekly meetings, and promotes the development of various businesses in an orderly manner. During the process of plan execution, team individuals use various work tools Internalized into personal experience accumulation and reflected in work output, individuals continue to grow and the team becomes stronger.

3. Team performance:

? Performance targets at each stage were successfully achieved. The target completion rate and comprehensive score of the two labor competitions in 2018 ranked first in the province and ranked first in each individual item. The indicator completion rates all rank in the lead:

(1) New share: The new share increased from 60.45 at the beginning of the year to 61.31, and the province’s ranking improved from 11th to 5th.

(2) Stock operation: Unlimited penetration rate of double-down/stop account-guaranteed customers increased from the bottom three in the province at the beginning of the competition to the second in the province at the end of the competition at the end of 2018; the retention rate of valuable customers in the first half of the year Ranked 21st in the province, and by the end of 2018, the value customer retention rate ranked first in the province.

(3) Traffic performance: year-on-year traffic increased from 78 at the beginning of the year (20th in the province) to 162 (2nd in the province), and traffic share increased from 5th to 3rd in the province name.

In terms of team and personal growth, the team won the title of "2018 Harmonious Care Advanced Team", 4 people won the title of Outstanding Individual in Seven Key Work Competitions, and 12 people won the title of Party Member Pioneer Post and Labor Red Man.

(Former Customer Response Center Basic Network Maintenance Room? Lin Zhenhua)

1. Background of practical cases:

1. New transmission maintenance content, professional team Is there a need for interoperability?

Starting from March 2017, the basic network maintenance room (formerly the maintenance support room) of the Customer Response Center has added the responsibility of professional transmission maintenance. The original team was previously responsible for the professional maintenance of Jiakuanjike. Before the team construction practice case was implemented, the original team members were unfamiliar with the transmission profession and found it difficult to master it. For this reason, there is an urgent need to communicate with each other within the team. Colleagues from the original Ji Hakkakuan major among the team members can communicate with colleagues from the original transmission major, while both parties can understand relevant professional information, fully mobilize the enthusiasm of the team members to learn, and interact through roles. "Learn from and share" the work experience of various majors through exchanges, closed-loop management and other forms to promote the mutual growth of team members.

2. Keeping pace with the times, being a mobile information expert puts forward higher requirements for transmission maintenance

? Today, with the gradual development of 5G and the accelerated development of all services, mobile customer needs have gradually evolved from Traditional voice is developing in diversified directions such as data services. Business development and customer needs will eventually be transformed into demands for network resources. Therefore, the blooming business needs have put forward higher requirements for the transmission profession, whether it is pipeline network maintenance or transmission data resource maintenance. On the basis of the existing transmission network, we must try our best to meet the needs of various network professions. The basic network maintenance team must maintain a posture of continuous learning and progress and constantly overcome difficulties in order to cope with the ever-changing communication technology challenges and meet the increasingly rich customer needs.

3. In the face of the special project of "reducing costs and increasing efficiency", it is imperative to consolidate basic management

? In order to implement the company's special cost management project of "reducing costs, reducing costs and increasing efficiency" In order to meet the relevant requirements of the attack action and implement the concepts of "all costs are controllable" and "run the enterprise diligently and frugally", the transmission profession also needs to consolidate basic management. Through weekly meetings, each team member will conduct daily basic work such as comprehensive maintenance, relocation and repair, Centralize fiber patching and other projects for reporting and analysis to centralize project management, strengthen project cost control, and effectively achieve cost reduction and efficiency improvement. At the same time, some outsourcing projects related to the transmission and maintenance profession should be cancelled, such as the transmission data configuration project that previously relied heavily on manufacturers.

Since the cancellation of the project, a group of data configuration technical talents have been cultivated through team member rotation, role exchange, and "teamwork" learning and exchange, eliminating dependence on manufacturers.

2. Contents and key points of practical cases:

1. Regular meetings, brainstorming, and improving efficiency

? The basic network maintenance room uses weekly meetings to hold meetings The office conducts "brainstorming" and reports and analyzes daily projects, centralizes project management, strengthens project cost control, and effectively achieves cost reduction and efficiency improvement. Through weekly indicator reports, our team urges everyone to complete tasks in a timely manner, creating a working atmosphere in which everyone is chasing after each other. By analyzing the completion status of each indicator, we find out everyone's shortcomings, and then discuss it through regular meetings to find solutions to the problems and prevent the same mistakes from happening again.

2. "Teamwork" collaboration, complementary advantages, and coordinated operations

? Each member of the team gives full play to their own expertise. From the perspective of collaboration on the transmission line relocation and repair project, Zheng Zidong is in charge The overall control of project cost and progress, Zhong Xiaoyong and Li Xiaowu are responsible for project site construction management, Zheng Guangxing is responsible for system and document work follow-up, and Li Zehua is responsible for material procurement and management. Zheng Guangxing was originally responsible for the follow-up of Ji Hakka system work, and Li Zehua was originally responsible for the management of spare parts and materials for Ji Hakka Kuan. The team leader designated two members to collaborate through "teaming" to communicate with the transmission major, so that the two people who were originally responsible for Ji Hakka Kuan were able to The team members working on this type of work gave full play to their original advantages and successfully transformed into professional transmission projects. Each module within the project is responsible for members who specialize in the field, and they are responsible for a project as a team to achieve "1 1 1 1>5". With the collaboration and efforts of team members, the city's transmission line relocation and repair work has been effectively supported, ensuring the safety and stability of the transmission network while achieving cost reduction and efficiency improvement. As of May 2019, 166 transmission network security risks have been eliminated. At the same time, the migration cost progress in the first quarter of 2019 dropped by 24.97% compared with the first quarter of 2018. Other projects such as comprehensive maintenance, centralized fiber patching, centralized review and other projects also follow the "team-based" collaboration method, and work is carried out within the project, which effectively supports the transmission maintenance work and ensures the security and stability of the transmission network.

3. Role exchange and cultivating self-maintenance talents

? Since June 2018, the transmission data configuration project originally supported by the equipment manufacturer has been cancelled, and the basic network maintenance room team members have passed Arrange a shift schedule to go to the OMC operation area for job rotation and role exchange, manage the on-site pipe change backstage, and manage the backstage pipe change site. Team members learn and communicate through role exchange, not only independently carry out operations such as website development, data production, cutover adjustment, etc., but also cultivate self-maintained data configuration knowledge-based talents and get rid of dependence on equipment manufacturers. It also improves professional skills in terms of theoretical knowledge, maintenance operations, and on-site optical cable repairs.

4.? Face-to-face communication and resolving problems

? Team leader Lin Zhenhua conducts regular interviews with team members (once a month), analyzes the strengths and weaknesses of the members, and answers questions about the work and life of the team members questions and confusions, and solve problems existing in team construction. Team member Li Zehua was transferred from Shantou Company to the basic network maintenance room of Jieyang Customer Response Center in 2017. The comrade came from Shantou Company at the beginning. Due to some differences in local municipal management, he felt a little uncomfortable in the early days of working in Jieyang and it was difficult to improve his work efficiency. After team leader Lin Zhenhua learned about the situation through member interviews, he communicated carefully with Li Zehua himself to understand the reasons for his discomfort, analyzed and formulated a solution plan, and designated Zheng Guangxing, a team member of a similar age group, to help him and let him use the equipment. Comrade Li Zehua is responsible for the optimization project and consumables management. Comrade Li Zehua quickly began to adapt to the management model of Jieyang Company, and through hard work quickly grew into the backbone of the team's business, and was awarded the "Advanced Worker of the Year 2018".

3. Team performance:

? Since the implementation of the team “teaming” management mechanism, the basic network maintenance team has changed its previous extensive management and optimized and consolidated the various processes of transmission network maintenance. Basic management.

1. Guarantee of important dedicated transmission lines

? The basic network maintenance team has successfully completed the National Day and Mid-Autumn Festival, the 19th National Congress, the College Entrance Examination dedicated line, and the mid-year final accounts of major banks for seven consecutive years. Important emergency communication transmission lines and group dedicated lines are guaranteed. Among them, the college entrance examination dedicated line has had no failures for seven consecutive years. Successfully completed the 100-day "zero-interruption" labor competition for the provincial Agricultural Bank of China's secondary network production line, and was awarded a banner by the "Provincial Bank and Trust Financial Service Center Jieyang Branch" - timely response and considerate service.

2. Carry out special rectification of OLT and optimize large network link resources

? Through real-time monitoring of OLT PON port usage, precise expansion will be carried out based on subsequent business development needs, and the cooperation will be completed in 2017 Through the expansion of 7,744 PON ports and the transformation of 79 OLT 10GE, the link congestion rate dropped from 5.62 to 0.52, providing about 300,000 home broadband users with higher network speed and network quality; the uplink links of large-volume OLTs were improved With the improvement of dual uplinks, the dual uplink ratio of large-volume OLTs has been increased from 78 to 100, and the home broadband transmission network capabilities and security and robustness have been significantly improved.

3. Carry out centralized fault handling efficiency improvement and strengthen fault management

? The team effectively implements the "zero business interruption" operation and maintenance idea, starting from strengthening fault supervision, rectification of optical cable hidden dangers, and optical cable Focusing on the four aspects of fault management and agency maintenance management, we started special work arrangements to clear existing faults and compress incremental faults. The average troubleshooting time increased from 7.35 hours to 4.55 hours, and it improved from 19th to 2nd in the province.

4. Teams and groups carry out party-building activities

? A series of education and publicity activities are carried out within the team to promote the linkage of anti-corruption and integrity education. Carry out activities such as creating party member vanguard posts, party member responsibility areas, and party member commandos. In 2017, the Kexiang branch established two commando teams. Among them, the Jijiake attack commando team won the title of outstanding commando team for the provincial special activity of "grasping party building and promoting production as a gift to the 19th National Congress".

As the carrier of the communication network, the basic network maintenance team has always been fighting on the front line of the network. Since the creation of the team, through the joint efforts of all team members, the team has won the "Full Business Quality Improvement Award", "Full Business Support Quality Award", "Excellent Team for Process Optimization in 2017", and "Excellent Team in 2018" and other collective honors. The team leader won the honorary title of "2017-2018 China Mobile Outstanding Team Leader", 3 of the team members received intermediate professional titles, and 6 won personal honors such as provincial and municipal advanced worker awards.

? The team has now undergone organizational and personnel adjustments.