In the digital age, uncertainty is the norm. The only solution to managing uncertainty is for organizations to keep their people creative.
This means that we cannot define managers or management positions with traditional and fixed roles and responsibilities, nor can we carry out human resource management with traditional competency model and performance assessment model. Instead, human resources need to make changes to activate the creativity of every employee and help the enterprise face the future.
1. Reconstruction of talent view: from competence to creativity. I once said that human resources would be redefined today. Previously, in human resources, we paid more attention to the competency of employees, which was called competency model. But today we care more about creativity, so we need to change from competence to creativity, and this change means we need to adjust our understanding of talent.
From a talent point of view, we care more about whether you can build a platform, whether you can let him have knowledge, whether you can let him really become a knowledge-driven enterprise. Under the concept of knowledge channels and platforms, talent really comes into play.
This is as much for employees as it is for companies. If both sides can discuss it based on the premise of knowledge awareness and knowledge drive, I believe that your body of knowledge also allows you to keep pace with the development of the enterprise and the growth of technology. This is what I expect from many companies in terms of talent.
Enterprises with such a view of talent, its competitiveness should surpass those with a traditional view of talent. And the imagination space of future creativity will also bring this enterprise a very large room for growth.
2. Retaining strong individuals: from control to empowerment. In the digital age, there are so many strong individuals, and they are so creative, that organizations must truly empower them, not control them, so that these strong individuals can play their role. Otherwise, these excellent people will be lost.
To make the transition from control to empowerment, organizations can do three things:
One is to give more character opportunities. People grow in positions, learning can help them grow, but real growth must be under responsibility, you must give jobs, give opportunities, and respect the value contribution of the role.
The second is to give a high level of identity. Such as professional identity, performance identity, identity of special contribution. You'll see more people empowered to grow and more opportunities.
Third, let him gain in the work scene. Give him the opportunity, give him the resources, and most importantly, let him grow and succeed.
From control to empowerment, management also needs to make real changes and do five things well in daily management:
One is to teach employees to share themselves and have a process of self-empowerment.
The second is to empower people so that they are more assured and have more resources to do things.
Third, more jobs should be provided.
The fourth is to communicate effectively.
Fifth, we should be able to pool our common wisdom.
3. Unleash new values: Make people count in the organization. Because the emergence of strong individuals strengthens the influence of individuals on the organization, the realization of organizational goals increasingly depends on the creativity of organization members.
Therefore, another value needs to be added in organizational management, that is, to make people meaningful in the organization, that is, to make people generate value, so as to solve the problem of organizational creativity, the real efficiency of the organization, and the realization of organizational goals.
Where does the meaning of people at work come from? We need to do four things well:
One is to describe the vision to the members of the organization. Let the members of the organization understand the vision of the company, help employees to gain a broader sense of value, and thus help employees to feel the meaning of work. So managers need to be able to articulate the vision for their team members, to embed that vision in the company and get it accepted.
Second, let each employee see more excellent people and things. Knowing better people and things will lead people to work towards a better direction. When employees know how to be better, they can become better.
The third is to help employees improve their cognitive level. To re-understand the world and create meaning and value depends on the cognitive level and ability of employees. So managers need to help employees have evolved cognitive abilities, not predictive cognitive abilities, so that they can dynamically cope with change.
Fourth, do a good job in managing employees' expectations. The easiest way to achieve organizational goals and keep people's value in the organization is to align employees' expectations with those of the organization. To achieve this, managers need to make a commitment to work together to find the right jobs for their employees, to deliver on their promises, and to help employees achieve performance.
Today, for organizations to cope with all the innovation and uncertainty, they need to empower their members to be creative.
Therefore, we need to make changes in human resources. Human resources should be able to activate every member of the organization to obtain creativity. Only in this way can we have the opportunity to make the organization more effective and make the organization and individuals have the ability to face the future.
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