Human resources management includes the steps of "attracting, recruiting, employing, educating and retaining", covering personnel attraction, recruitment, organizational model design, job setting, salary and benefits, career planning, performance management and incentive mechanism design, etc.
14.1 Innovation team organizational model design
14.1.1 Common misunderstandings in innovation team management
1; New product development is a matter for the entire company, not just for the R&D department. 2; A cross-functional new product development team should be established to carry out new product development work in parallel rather than serially. The marketing department and the R&D department should not say "you" or "I" but "we". ". 3; Innovative enterprises must have a marketing department in the true sense. Do not let the marketing department become a subsidiary of the sales department, and do not let the sales director lead the marketing manager! Market researchers should only be responsible for understanding market information and gaining insight into customer needs, but should not be responsible for sales targets
4; The most lacking talent for innovative companies is product managers
5; There should be a dedicated person (process manager) responsible for the effectiveness of the process
6; The project manager should have powers commensurate with his responsibilities
7; The project decision-making review team should be formally appointed, use pre-determined decision-making review criteria, and conduct review and decision-making on new product development projects in accordance with the standardized decision-making review process.
14.1.2 Understanding knowledge workers
1. The work results of knowledge workers are difficult to measure by time and piecework.
2. It is difficult for knowledge workers to deliver valuable results alone
3. The work results of knowledge workers are valuable only if they can be used by others.
4. Money is not the main factor motivating knowledge workers to work hard.
5. Knowledge workers’ knowledge is difficult to make explicit and solidify
14.1.3 Communication characteristics of product innovation projects
1. Product innovation projects are a company-wide matter
2. Product innovation projects require frequent and repeated communication.
3. Communication efficiency and quality directly affect the progress and quality of product innovation projects
14.1.4 Functional organizational model and its limitations
14.1.5 Reasons why the cross-functional team organizational model is difficult to implement
1; The habitual power of functional departments is too strong 2; The project manager's ability is insufficient 3; The performance management model has not been changed accordingly 4; The continuous support of the company's leaders is not enough
14.1.6 Organizational model change of innovative enterprises-cross-functional team organizational model
1; Product review
① Make life-or-death decisions on new product projects at various decision-making review points.
② Prioritize multiple new product projects to enter the next stage at each decision-making review point.
③ Review and approve the action plan for the next phase of the new product project.
④ Commit to providing resources required for the next phase of the new product project on time, quality and quantity.
2; Intelligent department
① As a "decision reviewer", participate in project life and death decisions and project development prioritization decisions.
② As a "resource provider", provide full-time or part-time functional representatives for the new product development project team.
③ Guide and support the work of functional representatives in development projects, and mobilize functional resources to help functional representatives solve professional problems encountered in development projects.
3; Product development team
The product development team is a cross-functional team composed of team members from multiple functional departments. Functional representatives are responsible for the work of corresponding professional functions in new product projects, and are jointly responsible for the final performance goals of new product projects together with product managers.
14.1.7 Various organizational models for cross-functional product development teams
1; Balanced matrix functional project team organizational model
2; Project matrix cross-functional project team organizational model
3; Project team type cross-functional project team organizational model
14.1.8 Characteristics of a true cross-functional team
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① The project team is cross-functional and consists of dedicated team members from various functional departments. Team members should be freed from their regular jobs to have ample time to work on new product projects. ② The project team must have a clearly designated team leader or leader. This leader needs to be focused on the project (rather than being burdened with many other tasks or projects) and be relied upon throughout the project's progress, rather than being responsible for just one phase.
③ Team leaders must have formal authority, which means having the power to “transfer” from leaders of functional departments.
④ Some team resources are dedicated and new product development is their full-time job. For example, during the development phase, multiple R&D engineers should work full-time on the project.
⑤ Team members should be mobile according to the actual needs of the project, but core team members should always work on the project. ⑥ The entire team should be responsible for the project results, and remuneration should be linked to the team's performance and results achieved.
14.1.9 Build effective cross-functional teams
For innovative companies, adopting a cross-functional team organizational model for new product development is no longer a question of whether it is necessary, but a question of how to do it well.
1. Form clearly appointed cross-functional teams
2. Keep the project team as small and focused as possible
3. Team members stay on the project from beginning to end
4. Appoint a clear team leader
5. Choose your organizational structure carefully
6. Ensure project team resources
7. Make the process from idea to market more characteristic of a cross-functional team
14.2 Innovation team performance management
Scoring is just a means, the purpose is to discover performance gaps, find out the reasons, formulate countermeasures, implement improvements, and finally improve performance.
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Calculating performance bonuses to employees is only one of the purposes of performance management. The more important purpose is to enhance employees' capabilities and improve performance. Withholding employee performance bonuses is not the motivation for any healthy company to conduct performance management.
Our point of view: Performance appraisals should be conducted by direct supervisors or cooperating colleagues who best understand the employees' actual work conditions. No R&D director can understand the real working status of each employee, and such performance appraisal will only be superficial.
: It may be better not to do this kind of performance management, because this kind of performance appraisal is completely a formality and is a typical management method of "policies from above and countermeasures from below". This practice encourages the company's unhealthy tendencies and encourages employees to cope with their work, which will seriously undermine the work enthusiasm of outstanding employees.
: This is a typical performance evaluation method that treats knowledge workers as manual workers. Time-based and piece-rate performance evaluation methods may be able to count the “workload” of knowledge workers, but they cannot measure the “quality” of work. For knowledge workers, "quantity" without "quality" is meaningless.
14.2.1 Company innovation performance management
1; Formulate the person responsible for the company’s innovation performance management
2; Set company innovation performance indicators
3; Clarify the company’s innovation performance goals
4; Implement the company’s innovation strategy
5; Evaluate the company’s innovation performance
6; Execute performance gap improvement plan
14.2.2 Innovation process performance management
1; Result performance indicators of innovation process
2; Process performance indicators of innovation processes
14.2.3 Innovation project performance management
14.3 Innovation team incentive mechanism design
1; Moderate material incentives
2; Don’t be stingy with spiritual encouragement
3; Use negative incentives with caution
4; Incentives must be timely
5; Motivate the entire team
14.4; Improvement of innovative leadership of senior managers
① Management is not “managing” people.
② Management is “leading” people.
③ The goal of management is to give full play to and utilize everyone's strengths and knowledge.
1. Clarify the role and status of innovation in the company
2. Create a positive innovation atmosphere
3. Formulate the company’s innovation goals and innovation strategy
4. Establish and follow world-class innovation processes
5. Conduct strict life-or-death decision-making and portfolio management of projects
6. Provide strong support and guidance to the project team
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