No matter how big a company is, as long as the boss does not run the business in the first line, and does not feel the business, his sensitivity to the business is not, he will miss many opportunities.
Editor’s note: This article is from WeChat public account “Startup yeast” (ID :chuangyejiaomu), the author of the former Ali political commissar Zhang Lijun.
When I saw a company organization chart, I also penetrated most of its secrets.
This year is the fifth year of yeast business. In the past few years, there is a deep feeling: if the hidden curve is the core secret weapon of a company, then the organizational chart can be called the secret of a company. .
In the entire HR work, the most difficult thing is the organizational structure design, which needs to involve every employee’s formation. When we take the customer first as the company’s values, the internal customers (employees) are also our customers. How to develop a clear and agile organizational structure, it becomes a special test manager.
When we do organizational structure analysis, we start with the business of each company. Because an experienced person sees the organizational structure, the first thing you can see is the business problem behind you. Whether you analyze yourself, analyze your peers, or look at customer needs, organizational chart is an indispensable key factor.
01 How to see organizational development from organizational structure
Before designing the organizational structure, managers must understand the company’s vision, mission, and values, and at the same time be clear about the company’s strategic deployment. Combine these two points to design a clear organizational structure.
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We can look at Xiaomi’s organizational chart, which is the version of the Xiaomi listed prospectus. Because the open architecture and internal execution are different, the actual architecture is somewhat subtle, but it does not affect the way we analyze the problem through the enterprise architecture.
Organizational Chart in Xiaomi’s Open Prospectus
This is the structure of Xiaomi’s pre-IPO company. Xiaomi is a company worth learning, especially for startups.
Xiaomi was established in 10 years. By the time it is less than 9 years ago, it has grown into a Fortune 500 company with a market value of more than 220 billion Hong Kong dollars and a team of 20,000 employees.
Because of this rapid development process, it has a flat product organization driven by a product project. In this architecture, the mobile phone department and the TV department are all oriented to the business line, one product and one business unit, which leads to its rapid development.
A lot of people ask why our company can’t do this? This is for historical reasons. Lei Zong (Lei Jun) once said that when he came out of Jinshan, he always reflected on his management so rigorously. Why has this company not grown to such a large scale? So when he was a millet, he was a company that wanted to run a special cow. He was screaming out.
The early structure of Xiaomi was so fast, the core reason was that the first management was extremely flat, and the second millet did not even have KPI in the early days.
Lei Jun has a very famous article, spending 80% of the time to recruit the best people. The reason why this architecture worked in the early days was that the first Lei Jun was a mature CEO, and the second of his major marshals were extremely mature, and they had a solid foundation of trust. They could lead a business line.
This means that every manager can make any decisions independently, very agile, equivalent to five companies running at the same time. Third, Lei always recruited only the best star employees in the early days. This structure is especially like the Silicon Valley company, which is product-driven and extremely agile.
What kind of conclusion can we draw by analyzing Xiaomi’s organizational chart? What kind of organizational chart is a good organizational chart?
First, from the organizational chart, we can see what the company’s core business is. However, in the organization chart, you can’t see the main business at a glance. It means that HR does not start from the business when drawing the organizational chart.
Second, a good organizational chart must be an agile and effective organization. After the main business of the enterprise comes out, whether his middle-office background can effectively point to the front-line business department, this is an effective agility organization.
Third, judging whether the organizational chart is good or not depends on the integrity of its structure. This part is further elaborated in the following content.
02 How to design a good organizational structure
In the yeast yeast research system, the organizational structure design is divided into five steps, namely business analysis, organizational design, job setting, core job inventory and operation mechanism.
Business Analysis
Designing a human resources structure system must begin with an enterprise business analysis. Here we draw on Huawei’s three business analysis, its core has three points.
The first point, look at the industry. What is the future development trend of this industry? This is very important and there must be no directional deviation. For example, the current P2P, the entire industry is a mess, the future development of the entire industry is relatively severe.
Second point, look at competitors. What are your core strengths? What are your disadvantages? What are the core strengths of competitors? This is a need to do competitive analysis.
The third point, look at yourself. Seeing yourself is to see the needs of customers. When designing any product and doing any business, as a boss, you should talk to your customers and ask what their needs are.
No matter how big a company is, as long as the boss does not go to the front line to run the business, and does not feel the business, he is not sensitive to the business and will miss many opportunities.
Always remember that your employees go to run a customer, and you run as a boss to run a customer, the result is definitely different. The employee went to run ten customers and he had his purpose. But as the boss goes to run this customer, your idea is to start from the strategy of the whole company, so the harvest is definitely not the same.
Organization Design
Our company is established and has core business. In human resources, we putWhat is the core business, what is called the organizational structure. For example, our company’s biggest core advantage is sales, then our company is a sales-oriented organizational structure.
Organization Chart After analyzing the business, start with the core business. All other businesses must revolve around the main business to become an agile organization.
First, draw a sketch of the organizational structure, draw according to the importance of the business, the most important business painting The first piece, the second most important business painting, draws the support department behind.
Second, when drawing a business diagram, you need to design the departmental responsibilities for each department. For example, the company has a business unit, a business unit 2, and a business unit.
Third, the planning of the talent structure. According to the target team of this business, how many people are senior employees, how many are junior employees, when they enter the company, etc.
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Job settings
After organizing the design, the grass needs to be set up. For example, in a technical department, the R&D department, the big data department, the BA data analysis department, etc., how to structure?
You need to make the post settings clear through three points.
First, job responsibilities. The specific responsibilities of each post need to be clearly described.
Second, competency model. The competency model is a professional HR term, which is actually the necessary ability to do this.
Third, assessment criteria. After each post is clearly set, the assessment criteria need to be made.
Core Post Inventory
After the organizational chart is gradually clear, a core talent inventory is required. Need to communicate with the core positions one by one, and reach a consensus.
After reaching a consensus, several results will appear. If this employee is competent, he should be promoted. If he is not capable enough, train him. If you are not competent at all, you should replace him. If this position is currently not available to the company, then it should be recruited.
After the core job inventory, other HR sectors will be clear. Recruitment is not how many people you want to recruit. The number of people recruited depends on the number of people in the position, and if no one is recruited, no one can take it..
Every company has a training department. It is only valuable to understand the competency of each employee based on the talent inventory. Targeted training is valuable. Previously Ali Group was five companies and five CEOs. Later split into 25 companies, 25 CEOs. Because talent is overwhelming, if you don’t split, the people below can’t be promoted. If young employees can’t be promoted, he will leave.
As can be seen, a complete organizational chart includes the structure of the business, with various departments, departments with various positions, job descriptions for each position, evaluation criteria, and the right people in the right positions, so It is a relatively complete organizational chart.
The following are four reference standards:
Complete Competency – Promotion
Insufficient ability – training
Unable to – Replace
No one jobs – Recruitment
Operation Mechanism
In theory, the organization chart can be completed through the above steps. But from the integrity of the process, you also need to care about the organization’s operating mechanism. The organization is like a sophisticated instrument with hundreds of screws and parts inside, and a place is stuck, and the entire organization will get stuck.
So, after the position is determined, the workflow of each department should be sorted out, whether through meetings or systems, and the rights and responsibilities of each department should be clearly defined.
In the setting of operational mechanisms, we generally follow these three points:
1) Process grooming
2) Collaborative mechanism
3) Power and responsibility
Rome was not built in a day. As the company grows, the number of people increases and the problem will increase. Without an agile operational mechanism, many problems will be difficult to solve efficiently. Therefore, in the setting of the operation mechanism, it is necessary to constantly iterate. When problems occur, in addition to processing and solving, it is necessary to consider the setting problem of the mechanism itself.