Dynamic staff communication management method

Abstract

The invention belongs to the technical field of human resource management, and provides a staff dynamic communication management method, which comprises the following steps of: establishing three-level dynamic communication from community middle-level management staff, community team leader to skill talents, and enabling the middle-level management staff of each community to learn advanced management experience; a team leader can learn more professional communication ability, coordination ability and problem processing ability; skill talents can learn frontier professional knowledge and enrich practical experience; according to the invention, through the first-level, second-level and third-level personnel dynamic communication post innovation promotion management method, management habits, working methods and the like formed by each community for many years can be disrupted, and mutual management and the like are collided, so that management innovation and working method promotion are achieved, dynamic communication forms benign development, and the management efficiency is improved. And the dilemma of human resources caused by the natural reduction of the staff in the community is effectively solved, and the management level and the service level of the community are comprehensively improved through the post innovation.

Description

Technical Field

[0001] The invention belongs to the technical field of human resource management, in particular to a method for dynamic communication management of employees. Background Art

[0002] With the policies of natural attrition, diversion and resettlement, and only outgoing and no incoming, as a logistics service unit of an enterprise, the original on-the-job personnel have been sharply reduced, and the age structure of employees is relatively old, with an average age of 48 years old. With the further divestiture of the social functions of the enterprise logistics service unit, the divestiture of the logistics service community of a mining company located in a small town is difficult and has many cross-cutting issues. The community still shoulders the property service functions and some community functions, but the number of community staff has dropped sharply, and the jurisdiction and business are complicated, which is a difficult problem facing the community.

[0003] The community has jurisdiction over 17 districts, 6,553 households, and property services and some social functions for more than 10,000 residents. There are 167 multi-story and small high-rise residential buildings in the jurisdiction (35% of the buildings were built in the 1970s and 1980s, and the age of multi-story buildings is more than 10 years). The jurisdiction is large, the area is wide, the districts are scattered, and the infrastructure is weak. The equipment and facilities are in disrepair, the heating and water supply pipes are seriously aging, the quality of the new community pipes is poor, and failures occur frequently. The heating area is 442,100 square meters, with 9 heat exchange stations and 11 units, and the heating points are scattered. The green area of ​​the community is 104,100 square meters (scattered in 17 districts, with more than 100 large and small gardens), and the cleaning area is 664,600 square meters. The greening work of each community is all done by maintenance workers.

[0004] In addition to property services, the community also serves more than 7,000 people, including retirees, people born in the 1960s, large collectives, workers in the 1950s and 1970s, workers who died of work-related illnesses, military-to-civilian cadres, and disabled people. The management group is complex, the personnel structure is aging, and there are unstable factors, which require professional departments to manage it. In addition, the community is also responsible for the management of the ideological and moral construction of community residents.

[0005] Because there are many community management affairs, many community points, a wide area and long lines, in order to better serve the people, the community has set up multiple residential areas. Each community has a management functional department to manage the property services of each community. However, the management level of the communities is uneven, the staffing is uneven, and the overall work of some communities is lagging behind.

[0006] To this end, technical personnel in this field have proposed a dynamic communication management method for employees, aiming to promote the improvement of service capabilities and levels of each community, allowing dynamic communication to develop in a virtuous way, and promoting community management to a higher level. Summary of the invention

[0007] In order to solve the above technical problems, the present invention provides a method for dynamic communication management of employees to solve the problems mentioned in the background technology.

[0008] A method for dynamic communication management of employees, establishing three levels of dynamic communication from community middle-level managers, community team leaders to skilled personnel, specifically including the following steps:

[0009] S1. Select middle-level managers through performance appraisal and benchmarking, and select department-level benchmarks. Then, these department-level benchmarks will be assigned to other communities through job exchange and on-the-job training to reveal the gaps, so that middle-level managers can change their thinking and see the community from outside the community. They can bring better grassroots management experience and models to other communities, and drive the overall improvement of other communities.

[0010] S2. Select team leaders through performance appraisal and benchmarking, and then select team leader benchmarks. Then, these team leader benchmarks will be exchanged through positions and dynamic exchanges, or the backbone of team leaders will be dynamically exchanged among team leaders in various communities to improve the business and skills of team leaders;

[0011] S3. Select middle and senior craftsmen from skilled talents in the community through skill competitions, and use the master-apprentice method, or the "transmit, help and guide" method to enable dynamic communication among people with professional skills and improve their skills and techniques.

[0012] Preferably, the specific method in S1 is:

[0013] S101. Arrange middle-level managers with strong organizational and management coordination abilities to communicate in communities with loose management;

[0014] S102. Assign personnel with strong executive and innovative capabilities to manage communities that lack innovation, injecting vitality and motivation into them;

[0015] S103. Arrange middle-level managers with strong analytical and problem-solving abilities to work in units with many emergencies to exchange experiences;

[0016] S104. Arrange new personnel and middle-level personnel who lack management experience and communication skills to excellent communities for experience exchange;

[0017] S105. Arrange managers with weak comprehensive management capabilities and low assessment rankings to communicate in communities with high comprehensive assessment rankings.

[0018] Preferably, the specific method in S2 is:

[0019] S201. Assign team leaders with strong on-site command capabilities to communities with poor execution capabilities to promote the improvement of team members’ operational capabilities;

[0020] S202. Arrange team leaders with professional operation capabilities to go to communities lacking technology to exchange experience and provide scientific and accurate guidance to team members to carry out on-site work;

[0021] S203. Assign team leaders with target management capabilities to manage communities that lack planning, to improve their work planning capabilities;

[0022] S204. Arrange team leaders with information processing and application capabilities to communicate in communities with asymmetric information reception to improve execution.

[0023] Preferably, the specific method in S3 is:

[0024] S301. Arrange personnel with various skill qualification certificates to communicate in multiple communities to promote the enthusiasm of employees to learn;

[0025] S302. Arrange skilled personnel with a strong theoretical foundation to communicate in communities that lack theoretical knowledge, so as to promote the improvement of learning ability;

[0026] S303. Arrange personnel with low skill levels and improper work attitudes to exchange with communities with stronger comprehensive abilities;

[0027] S304. Arrange personnel with single skills to exchange and learn in other communities, expand their second skills, and cultivate compound talents.

[0028] Compared with the prior art, the present invention has the following beneficial effects:

[0029] 1. The present invention can achieve extensive dissemination of knowledge and experience through dynamic communication between personnel, which helps to improve the overall quality and ability of the entire community management team and effectively share knowledge and experience; and the dynamic communication between personnel promotes communication and cooperation between different communities, thereby strengthening the tacit understanding and collaboration among the entire community management team.

[0030] 2. The present invention helps to break the inherent management structure through regular job exchanges, prevent rigidity and fixed mindsets in the management process, encourage the use of new perspectives and methods to solve problems, and job exchanges enhance the adaptability and flexibility of personnel in the face of changes.

[0031] 3. The present invention facilitates the cultivation and identification of multi-level management talents through communication among personnel at different levels, and reserves key talents for the long-term development of the community; and through the exchange of positions, service personnel can better understand the needs of community residents, consider issues more comprehensively, and thus enhance the service experience of community residents. BRIEF DESCRIPTION OF THE DRAWINGS

[0032] Figure 1 It is a flow chart of the employee dynamic communication management method of the present invention. DETAILED DESCRIPTION

[0033] The following embodiments of the present invention are described in further detail in conjunction with the accompanying drawings and examples. The following examples are used to illustrate the present invention, but are not intended to limit the scope of the present invention.

[0034] As attached Figure 1 As shown:

[0035] Embodiment 1: The present invention provides a method for dynamic communication management of employees, establishing a three-level dynamic communication from community middle-level managers, community team leaders to skilled personnel, specifically including the following steps:

[0036] S1. Select middle-level managers through performance appraisal and benchmarking, and select department-level benchmarks. Then, these department-level benchmarks will be assigned to other communities through job exchange and on-the-job training to reveal the gaps, so that middle-level managers can change their thinking, jump out of the community to see the community, bring better grassroots management experience and models to other communities, and drive the overall improvement of other communities; the specific methods are:

[0037] S101. Arrange middle-level managers with strong organizational and management coordination abilities to communicate in communities with loose management;

[0038] S102. Assign personnel with strong executive and innovative capabilities to manage communities that lack innovation, injecting vitality and motivation into them;

[0039] S103. Arrange middle-level managers with strong analytical and problem-solving abilities to work in units with many emergencies to exchange experiences;

[0040] S104. Arrange new personnel and middle-level personnel who lack management experience and communication skills to excellent communities for experience exchange;

[0041] S105. Arrange managers with weak comprehensive management capabilities and low assessment rankings to communicate in communities with high comprehensive assessment rankings.

[0042] From the above, we can know that the first-level communication is the dynamic communication of middle-level managers. Through dynamic communication, middle-level managers can transform their thinking, so as to jump out of the community to see the community, bring better grassroots management experience and models to other communities, and drive the overall improvement of other communities. Middle-level managers are responsible for the overall work of the community. In daily inspections and assessments, it is not difficult to find that the sanitation and greening of some communities are well organized, and the advancement of various tasks is orderly, which is inseparable from the management level, professionalism, and management skills. The middle-level managers of the community are different in age and experience. At present, there are the following situations: some have been in office for a long time and have rich practical experience, but lack the spirit of pioneering and innovation; some are new personnel, lack management experience, and lack communication skills; some have been in one position for many years and lack comprehensive ability. This requires the middle-level personnel of each community to jump out of the community to see the community and bring better grassroots management experience and models to each community. So as to achieve the overall improvement of each community.

[0043] The community conducted exchanges by transferring managers from units with good management, strong execution and high comprehensive assessment rankings to communities with inadequate management. After the transfer, the management, safety, fire protection and sanitation of the units were qualitatively improved, which effectively improved the execution of the transferred communities and enabled the work to proceed smoothly.

[0044] Results achieved: The dynamic communication among outstanding middle-level managers effectively promoted the management of community personnel, insufficient execution and other issues, allowing the smooth implementation of various grassroots tasks in the community.

[0045] Comparative effect: After accumulating experience, we realize that management experience models can be learned from each other, and then improved and innovated according to the actual situation of the department and the community. We can further expand our thinking and improve the execution and innovation of the community. Only in this way can management be implemented, implemented, and continuously improved, so that the community management can be scientific and standardized, and the functions of the community can be fully utilized.

[0046] S2. Select the team leaders through performance appraisal and benchmarking, and then select the team leader benchmarks. Then, these team leader benchmarks will be exchanged through positions and dynamic exchanges, or the backbone of the community team leaders will be dynamically exchanged among the team leaders of each community to improve the business and skills of the community team leaders. The specific methods are:

[0047] S201. Assign team leaders with strong on-site command capabilities to communities with poor execution capabilities to promote the improvement of team members’ operational capabilities;

[0048] S202. Arrange team leaders with professional operation capabilities to go to communities lacking technology to exchange experience and provide scientific and accurate guidance to team members to carry out on-site work;

[0049] S203. Assign team leaders with target management capabilities to manage communities that lack planning, to improve their work planning capabilities;

[0050] S204. Arrange team leaders with information processing and application capabilities to communicate in communities with asymmetric information reception to improve execution.

[0051] From the above, we can know that the second level is to conduct dynamic exchanges among team leaders in multiple communities, so as to go out of the community to see the community, implement good team-leading experience and measures to serve the people in each community, so as to achieve an overall improvement in management level; team leaders are the backbone of the community, and play a connecting role in community management. How to do a good job in team building and how to play a good role of team leaders is crucial. The community selects team leaders as role models and shares the management experience of excellent team leaders in the whole community. In order to achieve further progress and promote the good management experience of the team, dynamic exchanges between team leaders in various communities are carried out to drive the improvement of the management level and team building of each community and improve the ability to deal with practical problems. Let the team leaders with rich team experience go to the communities where the team management is not in place, and by changing the community management model, all work in the community can be comprehensively improved.

[0052] The community has many outstanding team leaders participating in dynamic exchanges. Personnel with rich team management experience, strong sense of responsibility and technical expertise are transferred to communities that are relatively weak in all aspects of team management to promote community team building and management and boost the enthusiasm of staff transferred to the communities.

[0053] Effects achieved: The dynamic communication between team leaders effectively solved the problem of insufficient team leaders in the community, promoted mutual learning among team leaders, and learned from each other's strengths and weaknesses. It also reduced problems such as pipeline maintenance failures and sanitary area cleaning at the grassroots level in the community.

[0054] Comparative effect: Through the communication between team leaders, the professional skills of the community can be passed on, so that more people who are interested in technical positions have team leaders, and the technology is more professional and practical. At the same time, the reserve of community reserve talents is realized.

[0055] S3. Select middle and senior craftsmen from skilled talents in the community through skill competitions, and use the master-apprentice method, or the "pass on, help, and guide" method to enable dynamic exchanges among skilled personnel and improve their skills and techniques. The specific methods are:

[0056] S301. Arrange personnel with various skill qualification certificates to communicate in multiple communities to promote the enthusiasm of employees to learn;

[0057] S302. Arrange skilled personnel with a strong theoretical foundation to communicate in communities that lack theoretical knowledge, so as to promote the improvement of learning ability;

[0058] S303. Arrange personnel with low skill levels and improper work attitudes to exchange with communities with stronger comprehensive abilities;

[0059] S304. Arrange personnel with single skills to exchange and learn in other communities, expand their second skills, and cultivate compound talents.

[0060] From the above, we can see that: the exchange of three-level personnel means that the personnel with professional skills in the community conduct dynamic exchanges, share good technologies and skills within each community, drive talent training, and thus cultivate compound, multi-skilled talents to solve the shortage of personnel; put personnel with higher skill levels into communities with lower skill levels to play the role of transmission, help and guidance, so as to improve the work of the community; through skill competitions, a group of excellent skilled talents have emerged among electricians and pipeline maintenance workers. In order to allow motivated employees to learn professional knowledge and experience and achieve the role of "transmission, help and guidance", let excellent skilled personnel summarize their experience, communicate and learn with each other between communities, and promote the promotion of advanced technology and practical experience.

[0061] There are many skilled talents in the community participating in dynamic exchanges. The main method of exchange is to transfer personnel with strong technical capabilities to communities that lack technology, to drive the communities that are relatively weak in technology, and to drive the personnel transferred to the communities to improve their comprehensive quality. Relying on the "master-apprentice" and other forms, they do a good job of passing on, helping and guiding the transferred communities, and lead the unskilled employees to learn a professional technology, laying the foundation for the continuation of the community.

[0062] Results: The dynamic communication between skilled personnel effectively solved the problem of technology shortage in the community, effectively promoted the skills improvement of community staff, and provided more channels for mutual learning between new and old staff. It also reduced the problem of staff shortage caused by natural attrition.

[0063] Comparative effect: After several years of general skilled talent exchanges, skilled talents have realized in dynamic exchanges that only by learning from each other can they make faster progress. In the process of exchanges, each technical worker is no longer limited to learning a single type of work, but has achieved mutual learning across types of work. In terms of human resources, it has effectively saved labor costs and effectively solved the difficulties caused by natural attrition in the community.

[0064] Case 1: Guo**, formerly the director of a central community, has 20 years of management experience. Because a community is in urgent need of a leader with rich management experience. In 2020, Guo** was transferred to a community as the director of the community. During his tenure, Director Guo** reasonably allocated work, refined the work, and formulated an assessment mechanism suitable for the staff of the community, which effectively mobilized the enthusiasm of the community staff. In the early stage, he actively cleared the accumulated garbage in the community, and the sanitary environment of the community was improved. Subsequently, he focused on management, fire protection, and safety, and his ranking in the comprehensive assessment of the community was improved.

[0065] Case 2: Han**, formerly the deputy director of a community, is responsible, highly motivated and has a strong sense of responsibility. Another community in the community is an old community with poor management. It has been ranked last in the community standardization assessment for many times. It is in urgent need of a community director with a strong sense of responsibility, capable of taking responsibility, and exemplary leadership to promote communication. According to the dynamic communication method, Han** went to the community with poor management for a six-month public exchange. In the community, Guo** took the lead in improving the environment and sanitation in the community regardless of holidays and festivals to eliminate safety hazards. In order to ensure the normal heating of the community, he led the community maintenance team to check the pipelines, took the lead in participating in the commissioning of the heating equipment in the heat exchange station, and actively cooperated in the formulation of new safety operation procedures. This exchange not only improved his management ability, but also improved the level of technical collaboration between cross-community teams. At the same time, the personnel in the community also had the opportunity to learn the advanced experience of advanced communities in equipment maintenance and safety management. This dynamic exchange successfully promoted knowledge sharing, improved the skills of employees and the safety management level of the entire community.

[0066] Case 3: Personnel with good team management, strong sense of responsibility and rich technical experience were transferred to communities with lagging team construction. Zhao** was originally a team leader in a community, and later transferred to a certain community for dynamic communication and served as the leader of the sanitation team. During his tenure, the employee made more detailed divisions of the sanitation area, including cleaning of flower beds, grass and fallen leaves, which greatly improved the sanitation of the community. He also led the team members to continuously explore and learn in greening pruning, and pruned the trees in the community neatly and beautifully.

[0067] Case 4: Du**, originally a maintenance worker in a community of the government, is now the maintenance team leader for a certain community. He constantly accumulates knowledge in daily learning. During the maintenance electrician skills competition in 2022, he humbly learns and constantly asks the training teachers for advice on the bottlenecks encountered in practice. During this learning process, he enriched his theoretical knowledge of electricians, and after class, he practiced the wiring method of the wires one by one according to the teacher's requirements. Because he is good at learning, in order to train skilled personnel, he was transferred from the second post to the fourth post. Currently serving as the team leader of a maintenance team in a certain community, he still feels that he lacks practical work experience, is very humble, and learns from colleagues around him.

[0068] In November 2022, their maintenance team received feedback from residents of the east household on the first floor of Unit 2, Building 10 of the community. The bathroom was leaking from the ground, and they hoped that the community would deal with it. He led the team members to conduct a careful inspection of the first-floor residents' homes, and finally found that the underground pipes of the residents were leaking. How to carry out the repair, he and the team members formulated an implementation plan. He used an electric pick to start at the outdoor ditch, broke the concrete, and opened up a small space. The underground pipes from the outdoor ditch to the bathroom of the first-floor residents were narrow. Du** took safety measures and went deep into the underground ditch to replace the PVC pipes of the residents' underground pipes, and then treated them with hot melt glue. When he finished the leak-proof experiment and the pipeline repair was completed, 2 hours had passed. He climbed out of the ditch, with a mixture of sweat and pipe sewage on his body. In the severe winter, safety inspections are the norm for community staff. During the inspection, Du** and his colleagues eliminated hidden dangers in a timely manner. He found that many older residents did not know how to use charging piles to charge their electric vehicles at a high frequency. He took the trouble to explain to the residents, saying: "Residents can use charging piles to eliminate flying wires and avoid safety hazards." Through the dynamic communication method, he not only successfully obtained a job promotion, but also improved his skills.

[0069] Through dynamic communication among the first, second and third level personnel, we promote the innovative management method of positions, so that the middle-level managers of each community can learn advanced management experience; the team leaders can learn more professional communication skills, coordination skills, and problem-solving skills; and the skilled personnel can learn cutting-edge professional knowledge and rich practical experience. At the same time, it also effectively solves the human resource dilemma caused by the natural attrition of employees in the community. Through dynamic communication, community employees can achieve "one person with multiple responsibilities, one person with multiple positions" and solve the problem of insufficient staff in the community. Through the above job innovations, the management level and service level of the community can be comprehensively improved.

[0070] Through three levels of dynamic communication from community middle-level managers, community team leaders to skilled talents, the management habits and working methods formed over the years in each community can be disrupted, allowing management to collide with each other, thereby achieving management innovation and improvement of work methods, allowing dynamic communication to form a virtuous development, and promoting community management to a higher level.

[0071] Additionally, in order to provide a concise description of exemplary embodiments, all features of an actual embodiment (ie, those features that are not relevant to the best mode presently contemplated for carrying out the invention or those that are not relevant to implementing the invention) may not be described.

[0072] It should be understood that in the development of any actual implementation, as in any engineering or design project, numerous implementation-specific decisions may be made. Such a development effort may be complex and time-consuming, but for those of ordinary skill having the benefit of this disclosure, without undue experimentation, the development effort will be a routine task of design, fabrication, and production.

[0073] It should be noted that the above embodiments are only used to illustrate the technical solutions of the present invention rather than to limit it. Although the present invention has been described in detail with reference to the preferred embodiments, those skilled in the art should understand that the technical solutions of the present invention may be modified or replaced by equivalents without departing from the spirit and scope of the technical solutions of the present invention, which should all be included in the scope of the claims of the present invention.

Claims

1. A method for dynamic communication management of employees, characterized in that: Establish a three-level dynamic communication from community middle-level managers, community team leaders to skilled personnel, including the following steps: S1. Select middle-level managers through performance appraisal and benchmarking, and select department-level benchmarks. Then, these department-level benchmarks will be assigned to other communities through job exchange and on-the-job training to reveal the gaps, so that middle-level managers can change their thinking and see the community from outside the community. They can bring better grassroots management experience and models to other communities, and drive the overall improvement of other communities. S2. Select team leaders through performance appraisal and benchmarking, and then select team leader benchmarks. Then, these team leader benchmarks will be exchanged through positions and dynamic exchanges, or the backbone of team leaders will be dynamically exchanged among team leaders in various communities to improve the business and skills of team leaders; S3. Skilled talents in the community will be selected through skill competitions to identify middle and senior craftsmen, and through the master-apprentice method, or through the "transmit, help and guide" method, skilled talents will be able to have dynamic exchanges among people with professional skills to improve their skills and techniques.

2. A method for dynamic employee communication management as claimed in claim 1, characterized in that: The specific method in S1 is: S101. Arrange middle-level managers with strong organizational and management coordination abilities to communicate in communities with loose management; S102. Assign personnel with strong executive and innovative capabilities to manage communities that lack innovation, injecting vitality and motivation into them; S103. Arrange middle-level managers with strong analytical and problem-solving abilities to work in units with many emergencies to exchange experiences; S104. Arrange new personnel and middle-level personnel who lack management experience and communication skills to excellent communities for experience exchange; S105. Arrange managers with weak comprehensive management capabilities and low assessment rankings to communicate in communities with high comprehensive assessment rankings.

3. A method for dynamic communication management of employees as claimed in claim 1, characterized in that: The specific method in S2 is: S201. Assign team leaders with strong on-site command capabilities to communities with poor execution capabilities to promote the improvement of team members’ operational capabilities; S202. Arrange team leaders with professional operation capabilities to go to communities lacking technology to exchange experience and provide scientific and accurate guidance to team members to carry out on-site work; S203. Assign team leaders with target management capabilities to manage communities that lack planning, to improve their work planning capabilities; S204. Arrange team leaders with information processing and application capabilities to communicate in communities with asymmetric information reception to improve execution.

4. A method for dynamic communication management of employees as claimed in claim 1, characterized in that: The specific method in S3 is: S301. Arrange personnel with various skill qualification certificates to communicate in multiple communities to promote the enthusiasm of employees to learn; S302. Arrange skilled personnel with a strong theoretical foundation to communicate in communities that lack theoretical knowledge, so as to promote the improvement of learning ability; S303. Arrange personnel with low skill levels and improper work attitudes to exchange with communities with stronger comprehensive abilities; S304. Arrange personnel with single skills to exchange and learn in other communities, expand their second skills, and cultivate compound talents.

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