Proper and efficient organization of work organization of work in the office. Organization of personnel work
Work with employees is one of the most important parts in the organization of any company. For companies that develop and implement products in the field of IT technologies or the web, it is important to be able to competently hire staff, motivate them and fire them. All this adds up to single system organizing the work of employees. Here you need to be a bit of a psychologist in order to be able to properly resolve all the situations that have developed in the team, as well as to competently manage the staff.
The task of the company's management is to motivate employees to achieve the goals of the company. If the company does not have goals, then the employees will not have them. In order to properly organize the work of employees, the company needs to be guided by certain principles, introduce various methods into management that will bear fruit.
So, let's look at 10 ways to organize a motivated and strong team in a company that will be super productive and will be able to earn for the company much more than average on the market.
1. Understanding the purpose of employees. Uncertainty does not bring anything good. If a person does not know where he needs to move, he will most likely stand and think what to do? Uncertainty in a company can ruin many good endeavors. If you do not inspire confidence as a company, you do not have a vision of why you are doing all this, then most likely your employees will not stay long. especially promising. Because they will strive to where they can grow. Growing and defining the company's roadmap is what employees need to be clear about. Develop an employee promotion system career ladder. When hiring a person, do not leave him in the dark about what awaits him in terms of salary, responsibilities, opportunities, and so on. Also, your company must have a purpose. Let employees know it. For example, sell 100 units of products next month. Goals should motivate. So if we're selling 98 units this month and we sold 96 last month, then a goal of 100 units is unlikely to be exciting. Raise the bar to 120, or even better, to 150 units. That's when you'll have something to work on!
2. With a clear goal in mind, an employee will always do a much better job. In addition to the main goals in the form of achieving one big result, the company should also have motivating goals that would encourage employees to achieve high-quality intermediate results. And these intermediate results should be rewarded so that employees are better motivated. In addition, it is worth visualizing how you want to reward employees. For example, you can promise them a trip to Europe or any other motivating prizes and gifts when they fulfill a certain sales plan.
The main thing in this principle is the celebration of victories when intermediate results are achieved. You can create a motivated and successful team of employees in the office by successfully applying this principle in your business.
3. Use what you have learned in your projects. Very often, employees and company management are faced with the fact that there is a lot of incoming information, but real result almost invisible from consumption. You should understand that all the information that comes to you should either be used by you, or you should not waste time on it! How often do many people spend half a day reading email, browsing social media accounts, and so on, while wasting valuable work time person, and performance is declining. The inability to adequately respond to information, not to view that part of the data that you do not need, is one of the important qualities of a productive employee. And if you have already decided that you will still study some of the information, then do it in such a way that any data can be used for the benefit of the company. In other words, you learned something, so put it into practice!
It is best, of course, to avoid the flow of information as much as possible. Do you spend a lot of time on mail and news? You serious problems with productivity. Firstly, if your work is already connected with a computer and a monitor, then your productivity with hours of work will decrease. Because you are low physical activity, then you will do less in the same period of time. So better limit your time on social media and the time you spend writing. Try to consume only the information that can be useful to you during working hours. Use what you learn in your work. Teach this to your employees.
4. Limit the number of information flows. And also monitor the quality of incoming data. This is very important from a productivity point of view. Firstly, when consuming only the information that can be useful to you, you willy-nilly will improve your working skills and abilities. If you exclude all the husks such as news and off-topic articles from the daily information menu, you can not only increase the productivity of employees, but also significantly increase their competence and educational level. Try also to limit the number of information flows. So you will be less tempted to be distracted by activities that are not related to work, as well as read and watch everything that willy-nilly comes to hand.
5. Healthy eating and activity of your employees. If there is a healthy atmosphere in the office, you will be surprised at how much more productive your employees are. Promoting a healthy diet among your own employees, as well as providing them with the opportunity to play sports in between work, allows you to much more motivate each individual employee to perform their duties. It has long been proven that if a person alternates mental work with physical work, then he works more productively. Also healthy eating allows you to reduce the risks of morbidity among employees and simply increase brain activity, as well as perseverance and productivity.
6. Effective use working time. Each of your employees has the potential to increase their productivity by at least 25 percent. Think about how you can reduce the amount of time your employees spend talking on the phone, talking to each other, and so on. Time management training usually helps a lot. By the way, any intensive training can be used as an illustration of how important it is to work quickly, efficiently, in any team and in almost any conditions. When you come to a training, there is no time left to talk to someone, write letters and messages to someone that are not related to work in any way. If only it were like this at work! You can at least partially organize such a process in your office if you conduct several trainings on time management and explain to employees why they need to work as efficiently as possible and how this will affect their salary.
7. Share secrets with each other. This refers to professional secrets that can help you all do your job more efficiently. You can create an atmosphere of trust in the company, working in which the productivity of each employee increases. At the same time, professional secrets are important not only from the point of view of informativeness, but also from the point of view of providing each employee with the opportunity to act as a lecturer, teacher, adviser, and so on. Choose a format that is convenient for you in which each of the participants can share what they have learned. You will see that the employees have become much friendlier, and that everyone will have an increased level of perception of the work they are doing.
8. Nurture synthetic employees. These are people who can do almost everything in your company. Naturally, there are such specific items as legal or accounting services. But, if desired, this work can be outsourced, and in your company you can only deal with what brings in income, that is, the production, sale of the product. Almost any company can bring up a so-called synthetic employee who will perform many different interesting functions. What does it give the company? Productivity at work, because switching from one activity to another often increases productivity. It also makes it possible to reduce the need for personnel such as secretaries and office managers, whose functions and roles in the company are very often blurred. Thirdly, by raising a synthetic worker who has an idea of how the company works and what makes money, you will be less exposed to the risks of incurring losses due to the fact that one of the employees quits.
It will also become possible for the company to establish a work structure that will not depend much on the number of staff, but will largely depend on the labor organization system that you can build. This is the key to the company's success.
Instruction
Study the work of the department entrusted to you, familiarize yourself with the methods and technologies used in the work, think over how they can be. Break the whole process into technological blocks that can be assigned to perform different groups of people. Decide what you have as input and what you want as output.
Get to know the people in your department better. Determine the actual degree and experience of each. Take a closer look at their character and behavior, study psychotypes. Knowing this, you will be able to behave in different situations this or that employee, what kind of work can be entrusted to him so that it is most suitable for him and corresponds to his psychotype. Design working groups with this in mind, in which everyone will complement their colleagues psychologically in order to optimize work processes.
Talk to each of your employees, explain how important their work and creativity is in the technological chain that your department performs. Tell us about the hopes that you place on him, outline the prospects. Your employees should feel that a lot depends on them, that they can participate in discussions in which final decisions are made. This is one of the most powerful incentives for every employee.
Your task is to unite all your subordinates into a single team so that everyone has a zone of their responsibility, and everyone feels the importance of the task they perform. Hold regular meetings in the department so that the work process is discussed and everyone's work is visible. In this case, the colleagues themselves will not allow one of the employees to work badly or poorly.
Motivate your employees and reward them fairly financially. Everyone should be sure that the cost of his work directly depends on the quality of work. Do not flatter your vanity by encouraging flatterers, do not get favorites. This will promote a calm, working environment in your department and most in a positive way affect labor productivity.
A few strong and experienced employees may never get a great job done without the right organization. Competent and thoughtful coordination of the work of subordinates will help to significantly speed up the achievement of goals and insure against failures.
You will need
Instruction
Determine the work plan of the entire company or department for a specific reporting period. You must have a clear idea of what resources are needed to implement it. Based on this, you will be able to understand how best to distribute work between subordinates.
Analyze existing activities of employees. If you have been working in this company for a long time, it will certainly not be difficult for you to assess the potential of employees, their ability to act in a team, and their effectiveness. Use the received data for subsequent work planning.
Write job descriptions for each employee. This document should not be formal: the employee must clearly understand his functions and fully comply with the requirements.
Set specific goals within the overall development strategy. This may be work on a specific project, or the implementation of a plan in the reporting period (month, quarter). Each employee must receive personal list objectives with indication of expected outcomes and indicators. This approach helps the subordinate to structure the work, as well as tune in to concrete result.
Enter a reporting system. This may include regular reporting in electronic format, or a collective discussion of the results of the work orally. The second option will help correct common work department or the entire company. Never let the work of subordinates drift, even if you are dealing with an experienced employee. Timely reporting will help you always keep the situation under control.
Consider a system of employee motivation, which is also an important organizing factor. For example, introduce a progressive pay system, or incentivize staff with certain bonuses for overfulfilling the plan.
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The head is important integral part team, he is a special employee of the organization and performs several basic functions. These are planning, organization, development of motivation and control. The team will only achieve its goal when the leader can properly organize his work.
Instruction
Planning has several options. Plan your work schedule taking into account the specifics of the organization. As a rule, the worker is not limited. During the day, meetings and meetings, telephone conversations and documentation checks, site visits, etc. are held. Time costs for each item of the working day must be observed according to production needs.
The basis of the work of any organization is the planning of its workflow. To do this, the manager must clearly understand the mission and functions of the enterprise, as well as see the final result. Make a development plan, write down the expected results by, quarters and months. Distribute the plan between departments or specific employees, depending on the size of the organization.
Organize coordinated interaction of structural divisions. To do this, write down tasks for each department or workshop, which together will lead to the desired result. Convey these tasks to the heads of structural departments, distribute them according to terms and volumes.
In order for the tasks you have defined to be carried out accurately in terms of volume and timing, write down the motivation for employees. In addition to what is stated in labor contract wages, calculate the system of additional rewards. These can be monthly or quarterly bonuses, preferential vouchers to sanatoriums, etc. Keep the motivation system under control, periodically it can change for each employee. For this, entrust personnel service keep notes in personal affairs; if the company is small and there is no separate personnel department, keep a record of motivation yourself.
Control over the process of implementation of the strategy developed by you is carried out jointly by the heads of departments. To do this, enter the system, monthly, weekly or quarterly, depending on the specifics of the organization. At these meetings, the overridden report on the implementation of the plan that you have drawn up. The reasons for non-fulfillment, overfulfillment are voiced, and measures aimed at improving the performance indicators of the enterprise are discussed. Not only profit growth is taken into account, but also cost reduction.
Constantly analyze the current state of the organization. Compare it with the standard that you developed at the beginning of your activity. Identify strengths and weak sides take timely measures to increase the efficiency of your enterprise. Currently the world subject to rapid and radical change, and a successful leader must always be in the know.
Often hiring a new seller does not solve existing problem, but creates a number of new ones: conflicts in the team, a decrease in the motivation of the "old people" and many others. How to organize the adaptation process in such a way that all employees and the company as a whole benefit?
Slow and true
Managers very often make a serious mistake: when they hire a person, they immediately throw him “in the thick of things”. As a result, it does not show the expected results, and managers complain that “ good specialists No". However, the problem here is not at all that the subordinate is “not like that”.
In order to new employee worked well, you need to introduce him to the position gradually - he needs a springboard. I call this stage the "probationary corps".
Within a short period of time, the employee gets to know the company, and she gets to know him. They give him simple tasks that relate to the position for which he is taken (the degree of simplicity depends on the position and qualifications of the specialist). For a seller, this can be drawing up a contract, interviewing regular customers, working at exhibitions, collecting some kind of analytics, monitoring the market and writing a report, etc. All this shows how a beginner is able to complete cycles, and also allows you to simultaneously assess the speed of completing tasks and loyalty to the company. The manager will be able to see if the subordinate is doing well, whether he is getting the results that are expected of him.
For a new employee, the "trainee corps" is also very useful. After all, if we give a person not difficult tasks, then we let him feel like a winner from the very beginning. And the more personal victories, the higher the self-confidence and better attitude to the company. An employee is beginning to be attracted to the organization not just some career prospects or sums of money but also an atmosphere of comfort. His motivation is growing - without any additional effort from management.
The duration of the "probationary corps" can vary, on average, from two weeks to two months (especially if we are talking about long sales - say, real estate or land). One way or another, the best way to figure out how long the "trainee corps" in your company should last is to try this tool. And to understand from your own experience: two weeks is a lot or a little. You should not expect that after the “probationary corps” the manager will know 100% whether this person is right for him. However, he will give an idea of whether it is worth trying to cooperate with him further.
This approach is applicable not only in sales, but also in any other departments of the company. Indeed, as practice shows, heads of different departments are equally inclined to forget that a newcomer will be effective only if the introduction to the position is smooth and comfortable for him.
Money or knowledge?
The most common approach to pay salespeople is to give them a minimum fixed rate and variable part in the form of a certain percentage of the concluded transactions. This percentage may vary for various organizations, but the main criterion is that it should be understandable to employees. Not too small and not too big: so that the sellers understand that they need to move in order to earn. But if they work, they will get enough.
It is natural that the beginner at first will earn less than his more experienced colleagues. Some organizations, in order to at least partly compensate for this difference, pay extra to new employees during the first months. In my opinion, this is not worth doing. However, on initial stage people can be compensated low level income vocational training. For employees who are focused on long-term development, this is much more attractive than the small amounts of money that they can be paid. After all, even if after one or two months of the "probationary corps" a person leaves the company, the knowledge gained will remain with him. In fact, a person acquires a profession and receives money for it - albeit small at first.
The education of newcomers may include attending negotiations, communication with management, trainings. First of all, the leader should do this. However, it is much more effective if the existing sales team is also involved in this process.
To each, according to a mentor
A beginner should choose a mentor from among experienced employees. His responsibilities will include setting goals, receiving reports, checking and correcting them. All this should take the mentor an hour and a half a day, no more - otherwise it may affect his own results. But this time should be enough to grow good seller- if you give it time every day. And if the employee "pulls", you can entrust him with more than one ward.
If properly communicated to employees, the idea of mentoring can even lead to increased employee motivation. After all, when a person is responsible not only for himself, but also for someone else, this raises his status in the eyes of others and his own: it is obvious to everyone that he not only knows how to sell well, but also helps others learn how to do it. In addition, based on my experience, I made an observation: employees who play the role of mentors become better sellers themselves. Perhaps because it allows them to escape from the routine.
But in order to achieve such a positive result, you need to carefully select those employees to whom you can entrust the training of newcomers. After all, it happens that sellers believe that they are growing competitors for themselves. But this, rather, refers to not the most strong employees. As a rule, successful sellers are not afraid to share their knowledge. They understand that they will only benefit if the team as a whole is effective. If, for example, the sales department has two excellent salespeople and five amateurs, then incompetent ones can ruin a lot of sales for their colleagues. Amateurs do not create the best image for their company - and then even the most successful sellers will find it more difficult to communicate with customers.
Since mentors spend their working time training newcomers, the manager needs to take care to change the motivation system. Mentoring needs to be rewarded and publicly recognized. For example, one Russian company uses this practice: they give mentors small cash bonuses when their mentees reach a certain sales volume. And the important thing here is not so much the amount as the situation: the awarding takes place once a month, in the presence of the entire team. The leader sums up the results, everyone clap ...
This approach to mentoring allows this company to remain one of the fastest growing organizations in its field of business.
The fuss over the base
Many executives believe, and with good reason, that allowing a newcomer to train on real clients is quite dangerous. First you need to test how well he can communicate, move from one stage of sales to another, etc. To do this, you can put at his disposal a small base - say, customers who, for some reason, refused the services of the company. And instruct him to try to restore contact with them, to "stir up" them. If, however, a newcomer is immediately given a working base, then this will greatly relax him - there will be no incentive to look for new customers, and the company risks losing valuable customers.
At the end of the “probationary corps”, the employee receives his part of the base as a result of its redistribution. Of course, this can cause dissatisfaction on the part of other sellers (especially if the newcomer shows great promise).
The task of the manager is to notice this threat in time, protect the employee and not allow the rest to interfere with his work.
You can notice sabotage if you pay attention to the mood of subordinates. And when you see that something is wrong, you should conduct an instant inspection, ask employees a few questions about what is happening. Most likely, someone will definitely talk about the conflict - such things are difficult to keep secret. The main thing is that the manager should not be afraid to see that the employees do not get along with each other, do not look at his department through rose-colored glasses.
In addition, there is such a pattern: if there is a problem in the team, then the performance decreases not only for the one who is prevented from working, but also for the one who interferes. He spends too much time and effort on "warfare". When his results decrease, he will definitely find a rationale for this. But for the manager, the collapse of indicators should be a signal to sort out the situation.
Evaluation in a new way
When evaluating the work of newcomers, it is worth focusing on quantitative indicators, and not on such subjective factors as their loyalty. But the income that they bring to the company should not be the main factor in the assessment during the first months of the employee's work. The manager can keep it in mind to understand how much money the newcomer has already earned for the organization, but you should not make decisions based on this alone.
During the training of a salesperson in the “trainee corps”, you can evaluate him by the number of completed orders (or by the percentage of completed and not completed), the number of presentations made, calls made, established contacts sent commercial offers, according to the amount of invoices. In other words, take into account indicators that lead to income (in the future, when the employee is no longer considered a newcomer, the manager will only be interested in income indicators and, possibly, the amount of invoices). Of course, it is possible that a newcomer makes a lot of calls and makes a lot of presentations, but does not close the deal. In this case, you need to pay attention to the quality of his work. For example, to check whether he calls the right people and whether he communicates with them correctly.
perpetual motion machine
In order for a new employee to successfully join the team, the motivation system in the sales department must be built correctly. According to my observations, one of the most effective methods sellers' motivations are statuses.
I recommend a five-step system: trainee, assistant manager, manager, lead manager, expert. Moving from one level to another, an employee can receive financial incentives (including in the form of an increase in salary) and other privileges (a good chair, new computer, free lunches, parking space, private office, etc.).
Promotion from trainee to assistant manager can happen very quickly: just complete a series of tasks. To become a manager, you need to achieve a certain sales volume for a certain period - for example, a month. Or a one-time deal to conclude a very profitable deal. And the leading manager and expert can be the one who raised a couple of managers. Moving down a step is also possible – in particular, if sales volumes have been steadily falling for several months.
Another useful tool to motivate both newcomers and old-timers is competition. Do not confuse it with the “seller to seller is a wolf” approach. In this case, people simply "eat" each other, and no one is left to win. Competition also increases motivation. Invite employees to compete for several prizes - say, in terms of sales for a certain period. You can also come up with several other nominations: “the fastest start”, “the largest deal”, “the most a large number of weekly sales”, etc. Then everyone will be able to participate in the competition, including newcomers who cannot yet compete with other employees in terms of sales.
Competition keeps people busy. But for the sales department, as for any other department in the company, it is important not to allow employees to “stagnate”. They need to constantly be on the move - the only way they can find new customers and make new deals.
Kotov Evgeniy Igorevich
CEO of Practicum Group
- Leadership, Management, Company management
We often spend 60 to 80 percent of our time at work. And, of course, it is very important to distribute your working time as competently as possible in order to manage to do everything and not linger outside of school hours, and, moreover, not to take tasks home. After all, this is fraught with stress, misunderstanding, quarrels and, as a result, life begins to pass by, slipping away forever. So how do you get the most out of your work time?
How to organize your work effectively
First you need to find out what is the obstacle, "weeds". This will also make it possible to reduce stressful situations.
Don't put anything off until later.
This the most important rule. By following it, at least in everything, you will see that everything begins to become somehow by itself. Perform all tasks as soon as they arrive, thus you will not set anyone up, and gradually become a kind of "locomotive" of the workflow.
Phone call analysis.
The telephone has become an integral part of each of us, but often we have absolutely no control over the time and importance of telephone conversations, which can be the reason for our "underachievement". Therefore, you should analyze the situation with calls by recording telephone conversations for about one month.
You need to sort by the following items: date and time, type (incoming, outgoing), duration, who called, subject, frequency, importance (from 0 to 10) and a small comment.
As a result of the information received, it is possible to highlight the most important and minimize the time spent on unrelated negotiations. But do everything soberly, without extremes.
Don't waste yourself.
Try to concentrate on the tasks assigned to you and do not spray on the endless requests of colleagues. You are not omnipotent. And no one will return your time and effort.
Order in the workplace.
Try to keep the workplace (this also applies to the computer) in order. This will save you time and nerves while searching for important documents and records. Yes, and it will be more pleasant to work, and to maintain order, all you need is nothing 10 minutes a day and immediately put things in their places. Prepare five folders, or boxes. Let's take the largest folder under wastebasket, and the rest we will designate as "Archive", "Until clarification", "Other people's papers" and "Current tasks". Let's sort everything in its place, and now it remains only to maintain order and sometimes double-check the contents.
The most difficult.
It is often very difficult for managers of any rank to delegate, even a little, their authority to employees. Even if they realize that in this way they significantly optimize their working time and the overall process. By adhering to just two rules, you can effectively delegate authority: first, if there is a need for delegation, do it right away, and second, choose the contractor wisely, setting out the essence of the assignment clearly, clearly, without ambiguity and any omissions, specifying the deadlines.
And finally, try not to get hit by the information "press" - it is impossible to know everything about everything. Focus only on the most important, fixing with various notes and records. This will allow you not to keep everything in your mind, it is better to know where to get the information you need at that moment, and how to organize your work will cease to be a difficulty.
You tried, diligently performed your duties, lingered in the office at weekdays and go to work on weekends. In the end, the management of the company noticed this and put you in charge of the department. Moving away from the first euphoria of the appointment and the much-desired (or undesired) appointment, you begin to realize that in this difficult business you need to develop skills in leadership and personnel management from the very beginning.
The first thing a novice department head needs to get used to is that you can’t do all the work yourself, even if you objectively understand that you can complete all the tasks set by management faster and better than your entire department put together. And this cannot be done for two reasons. Firstly, your employees must constantly learn new things and grow professionally, and secondly, they must feel responsible. If you do all the difficult tasks yourself, then they will never begin to grow as professionals, and you can just “overstrain”.
The second thing that a novice leader will have to learn is to set the task correctly. That is, calmly and clearly explain to the subordinate what exactly, in what form and by what time needs to be done. At the first stage, you need to pronounce every moment, and not expect employees to understand you perfectly. Each manager has his own style of presenting tasks, and it takes time to achieve mutual understanding in the department.
The third thing that a leader will have to learn to do is to understand his employees. Each of them is distinguished by their temperament, type of character, professional and life experience. On the one hand, this makes the work of the manager more difficult, on the other hand, it allows the most efficient implementation of the tasks assigned to the department. However, at the initial stage, you need to understand the strengths and weaknesses of each: someone does the main work more carefully and responsibly, someone constantly offers creative ideas, someone is different high speed work. A task that, in its internal content, meets the needs and interests of the employee himself, significantly increases motivation and productivity.
It is equally important for a novice manager to learn how to properly control the staff. Constant "twitching" causes irritation in them, which can gradually develop into an open contest of authority. When assigning tasks, it is best to stipulate the deadlines for the provision of interim reports, indicating both the positive aspects and the difficulties that arose during the performance of the work. This will allow not only to control the activities of the employee, but also to better understand the process, which is especially important for those managers who are not familiar with the specifics of this work.
And most importantly - learn to respect your employees, give them a second chance, but at the same time remember that it is important not only to complete the task, but also to create a team that can perform challenging tasks again and again.