How to improve the execution of tobacco system employees

In the face of the gradual liberalization of the domestic tobacco market, how to develop is the consideration of all tobacco people, and the external environment cannot be decided. Therefore, internally, people are the basic unit of enterprise development, and improving the execution of employees will be the only way to improve the entire tobacco system. This paper discusses the influence of training, competition, assessment, culture and consciousness on employees' execution from the perspectives of hard system and soft concept, and puts forward corresponding suggestions. In recent years, the tobacco system has carried out a series of actions in improving the ability of employees, improving work efficiency and ensuring work quality. Whether it is the internal training of employees or the recruitment of college students, the gradual implementation of the quality system and the improvement of the internal audit system, remarkable results have been achieved, and an institutional framework has been established to ensure a certain level of execution of employees. But in the quantitative implementation of some specific systems, there are two skins. In addition, just like the existence of laws and moral norms that restrict citizens' behavior, it is far from enough to have a relatively perfect system guarantee, and it must be supported and supplemented by a working concept based on internal motivation. Therefore, Sun, the founder of practical red management and the president of China Red Management Research Institute, believes that it is of great significance to improve the current system construction and concept training to improve the execution of employees. First, improve the training mechanism and realize the diversification of training. Although there is an internal trainer mechanism and online learning plan, and all units and departments also have their own training plans and will carry out training according to the plans, the training effect and practical significance are not reflected in the training summary, but really reflected in the actual work. There are two major defects in the current internal training mechanism: first, the generalization and repetition of training topics are serious; Second, the psychological orientation of employees participating in the training is not accurate, which directly affects the due effect of internal training. The former means that the training topics are too general and some are divorced from the reality of the tobacco system. It is precisely because there are no detailed training topics that training often makes a fuss about those universal topics. Lack of practicality and novelty, coupled with * * * led to a decrease in employee participation enthusiasm. The latter means that employees do not attach importance to training and position it as a routine task. Of course, if they have deep differences, they will not get the ideal training effect. In view of these two defects, Sun believes that higher requirements should be put forward for the internal trainers of the unit: first, to ensure the novelty and practicability of the subject, and it is better to be vague than not to have practical value; Secondly, adopt diversified training methods, which requires the cooperation of relevant systems. Because as far as the current training requirements are concerned, it is necessary to record the whole process, but watching videos and other time is not counted in the training class. The starting point of this regulation is good, but it also limits the training methods. Imagine that if you always explain slides in the same way, the audience will get bored and imagine that some topics will really achieve more impressive results with the help of relevant video materials, then this rule has its negative image. Of course, internal trainers should also take some incentive measures and adjustment methods to make the training courses richer and more attractive. Second, build a competitive platform and increase internal motivation and task decomposition. The external pressure of domestic tobacco industry marketization can also be transformed into internal pressure and decomposed. This requires the establishment of a platform for internal competition, including the comparison of employees' personal performance between the same unit and the same department, and the competition of various indicators between different commercial enterprises (branches). Although everyone is saying that the tobacco industry is facing an embarrassing situation and needs to develop in change, as some grassroots employees, they have not personally felt such pressure. Anyway, after the work is finished, I get paid, and the external pressure is blocked by the system. There is no shortage of human resources in the tobacco system, and there are many high-quality and high-level employees, but the result is that the employees in the system are faced with the environment of boiling frogs in warm water. Without internal motivation, no matter how good the level is, it can't be brought into play. Therefore, internalizing external pressure highlights its necessity and urgency. At present, we have also done related work, such as performance appraisal. , but a complete competitive platform has not yet been established. We need to build a platform. It is conceivable that on such a platform, just like a sports meeting, employees will participate as individuals or representative units, with a reasonable competitive mentality of "being mules or horses and pulling them out for a walk", thus releasing internal energy and increasing the motivation for internal development. Third, quantify the quality management system and strengthen the assessment of implementation. ISO quality management system has been on the right track, and all posts have been able to carry out their work in accordance with relevant process regulations. However, due to the existence of old work habits, some old employees' practices in some links are still different from the relevant regulations. This requires us to make greater efforts to evaluate the implementation of ISO and put pressure on working according to the process. Only in this way can employees internalize the requirements of ISO quality management system into their own habits after repeated inspection and correction, thus changing some previous irregular or inefficient work habits. In addition, non-quantitative words such as "timely" and "accurate" frequently appear in the assessment requirements of some work contents in the ISO quality management system. This gives each unit room to play, and these requirements should be quantified from the perspective of unit reality and job requirements, which is convenient for implementation in daily work. Otherwise, in terms of "timeliness", what is timeliness? Such an idea will really bring trouble to the assessment work. If we only argue about these fuzzy points in the assessment, it will not only affect the mood of employees, but also reduce the efficiency and effectiveness of work. Therefore, communicating with employees in various positions before assessment, reasonably quantifying the ambiguity of assessment requirements, and stipulating that it will be implemented according to this standard in the future can solve many conflicts afterwards, which is also conducive to the better implementation of ISO quality management system. Fourth, strengthen cultural construction and give full play to the enthusiasm of employees. The proposal of enterprise culture construction is a good thing to conform to the trend of marketization and embodies the foresight of senior leaders. The implementation of corporate culture at the grassroots level has changed its taste and turned into a mechanical job. More generally, in the face of the superior's inspection of corporate culture construction, subordinate units list various activities organized by enterprises in the stage, and a related material becomes a corporate culture construction report. Under such working ideas and methods, corporate culture is equivalent to general cultural and sports activities and branch activities. Is that really the case? The answer is no, we can't fall into the strange circle of corporate culture for the sake of corporate culture. It is necessary to constantly change the management concept and refine the corporate culture concept with its own characteristics, including the goals, values and mental outlook that employees generally believe. Only by grasping this inherent requirement, on this basis, promoting the formation of corporate culture system with rich and diverse cultural activities, giving full play to the role of cultural power and soft power, giving full play to the enthusiasm of employees, and promoting the harmonious and healthy development of enterprises, can it have practical significance. 5. Shaping the sense of service and adhering to the principle of "two paramountcy" If work is only regarded as work and paid, then the work is only qualified to the limit, and it is impossible to be excellent and outstanding. Only by taking work as a career can we innovate and develop on the basis of doing our job well. Customers buy cigarettes, not just goods, but also services. The particularity of the development of tobacco industry requires us to pay attention to service. If tobacco commercial enterprises want to succeed, they must highlight service and do a good job, which is actually a requirement for employees. Shaping service consciousness, in turn, is the internal ideological thrust to improve employees' execution. As long as there is a sense of service in mind, it will increase the consciousness and initiative of work, and the quality of work will be guaranteed internally. "National interests first, consumer interests first" is the code of conduct for tobacco people. To avoid this kind of code hollowing out, it must be transformed into easy-to-operate employee work code, and service is the best way. The key to strengthen service consciousness, make it recognized by employees and turn it into conscious behavior is to update service concept. This requires us to learn from advanced service experience at home and abroad, absorb collective wisdom, come from the masses and go to the masses. Only by shaping the sense of service and taking work as your own career can we make continuous progress and development. Improving the executive power of employees is a topic that has existed since the emergence of enterprises. The tobacco system started late in this respect, so we must learn from excellent enterprises, make good use of the management method of radish and stick, and ensure it from two aspects: system and concept. There are many subjective and objective factors in the realization of employees' execution, and the methods and means are just a form and an idea. We should constantly study and think, keep pace with the times, update our working concepts and constantly improve our working ability.