“The application of the concept of "ability-based management" in enterprises

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“The application of the concept of "ability-based management" in enterprises - knowledge-based team performance management. Entering the 21st century, the new economy based on information, knowledge, and intelligence has increasingly become the mainstream of social economy. People are increasingly aware of the important role of talents in the development of enterprises. The capital operation of enterprises in the traditional sense is no longer enough to determine the future of enterprises. Human resource management has increasingly shown its importance. The goal of human resource management is no longer the pursuit of simple corporate profits, but has gradually developed into the pursuit of development goals based on corporate vitality and people. People-oriented business management is the basic principle to maintain the healthy development and inexhaustible vitality of enterprises. In recent years, after the concept of "human-oriented management" was proposed, people have further proposed the concept of "ability-based management". Energy-oriented knowledge management has formed a new management field and attracted much attention. Many well-known companies in the world, such as Motorola and Ford in the United States, have implemented the "energy-based management" strategy and allocated more than 1 billion US dollars each year for employee education to accelerate the improvement of the technology and capabilities of corporate employees. These practices have raised "ability-based management" to a new level. * * It promotes the transformation of enterprises into the new economy and enhances the core competitiveness of enterprises. We must conduct in-depth research on reality, deepen reforms, and implement institutional innovation to adapt to this new global knowledge management challenge. 1. The meaning of capability-based management "Competency-based management" is a kind of capability-based management and a new stage in the development of human-centered management. It takes effective methods to maximize human capabilities, thereby maximizing the value of capabilities, and using capabilities, the most important human resources, as the driving force for organizational development to achieve organizational development goals and organizational innovation. The most significant feature of the traditional Taylor management model is "thing-based management", which regards the enterprise as a big machine, and the employees of the enterprise are the specific parts in this machine, and manages people as things. "Competence-based management" believes that an enterprise is no longer simply an economic organization, and people are not simply a tool for creating wealth. People are the largest capital, resources and wealth of an enterprise. “The core of "ability-based management" is based on people's knowledge, intelligence, skills and practical innovation capabilities. The internal structure of "ability" here is composed of knowledge, intelligence, skills, practical and innovative abilities. Knowledge is the embodiment and result of human cognitive ability. Intelligence is the ability to transform knowledge into wisdom. Skills are the ability to apply wisdom in practical work. Practical and innovative abilities are the ability to transform the world (object) based on knowledge, intelligence, and skills. “The concept of "ability-based management" is based on ability. Enterprise "ability-based management" is a new trend in enterprise management. Understanding the new idea of ​​"ability-based management" has extremely important practical and far-reaching significance for enterprises to improve their market competitiveness in the era of knowledge economy. We must not only establish the idea of ​​"human-oriented management", but more importantly, continuously improve people's intelligence, improve the innovation ability of corporate employees, and realize the sublimation of management based on people's capabilities. 2. The application of “ability-based management” in enterprise talent management in the new economic era. Knowledge resources with technological innovation and collective creativity as the core have become another kind of capital in enterprises in the new economic era, playing a role that cannot be replaced by the original capital capital. Scientific and technological innovation and collective creativity originate from human invention, teaching, promotion and practical application. Without talents who have mastered high and new technologies, knowledge resources will no longer exist. Whoever has talents will have wealth. The survival and development of enterprises are inseparable from talents. How to manage talents well and make talents useful for enterprises is an important issue that enterprises cannot ignore. 1. When recruiting talents, we should pay attention to the entry point. The organization should strictly select and employ people according to the needs of the position and the talents of the people. We should "appoint people on their own merits" and strive to put an end to arbitrary arrangements of people based on personal relationships. We are opposed to "nepotism" and "setting jobs based on people". We must try our best to break the interference of identity boundaries, privileged family backgrounds and personal relationships on employment, select talents based on their talents, and use talents according to their characteristics. Recruiters should focus on identifying the actual knowledge level of candidates, regardless of whether they have academic qualifications or professional titles. Therefore, it is very important for an enterprise to prepare for recruitment, which is to conduct careful and detailed investigation, research and statistics on the knowledge structure, labor skills, creative ability, psychological quality, behavioral norms, etc. that personnel at all levels, positions, and types of work should possess based on the actual needs and characteristics of the enterprise, and to formulate corresponding standards and assessment and test methods to screen out talents suitable for the needs of the enterprise. After talents enter the enterprise, they have a "place to use" their talents, and they can truly be used and serve the enterprise. 2. The embodiment of talent-based management in the employment mechanism should be to avoid using people in a small circle based on human relationships, leadership impressions and subjective likes and dislikes. It should be based on both ability and political integrity and political performance, and push people with ability and performance to important and suitable jobs. 3. Stimulating people's talents from the distribution mechanism is a question that many entrepreneurs today are thinking about. In terms of the distribution mechanism, ability-based management is to establish a talent incentive mechanism based on performance and ability assessment. In the salary system, "distribution according to ability and performance" is implemented, and income is distributed according to people's academic qualifications, abilities, and job contributions, and a certain level is opened; in terms of job arrangements, challenging tasks are assigned to those with the most practical ability; in terms of rewards and punishments, the principle of everyone doing their best, more work, more gain, and different levels and degrees of rewards are implemented according to the size of the female employees. 4. Team performance management based on ability-based management Since the 1990s, "team" has become a hot topic in management theory and practice. Due to the nature of knowledge-based team work, performance management in knowledge-based teams is more difficult than performance management of ordinary work activities, and those unscientific performance management will bring endless troubles to the team. Team performance management includes two levels: the management of the overall performance of the team and the management of team member performance. This article intends to explore the issue of performance management of knowledge-based team members from the perspective of management concepts. (1) Conflict between traditional performance management views and knowledge-based teams. There are two traditional views on the understanding of performance connotation: "performance as results" and "performance as behavior". This performance view has certain conflicts with knowledge-based teams. ① Conflict between the "performance as results" view and knowledge-based teams. Many literatures equate performance with results. The research of Bernardin et al. is typical. , they define performance as "the output record produced by specific work or activities at a specific time, the sum of work performance is equivalent to the sum (or average) of key and necessary job functions." Based on this understanding, researchers believe that focusing on the difference between goals and results is a good way of performance management. For team performance, the view of "performance as results" has been questioned in the following aspects: First of all, the work results of knowledge-based teams are often creative and unique. Therefore, it is almost impossible for team members’ task goals to be clearly defined and defined in small changes before the team starts running. Its goals can only be continuously adjusted and revised during operation. Secondly, evaluators of team performance do not only focus on results: knowledge teams are engaged in creative work, and the results are of course important, but the intermediate products and additional products produced in the process of producing results are also valuable. Finally, people can easily sacrifice other performance in exchange for the required performance data, or tamper with performance data to deceive evaluators. For this reason, even Peter Drucker, the proposer of management by objectives, believes that “management by objectives is no longer adequate to manage the needs of knowledge workers; Knowledge teams are composed of knowledge workers. ② Conflicts between the "performance as behavior" view and knowledge-based teams. In view of the shortcomings of understanding performance as results, Murphy et al. define performance as "a set of behaviors related to the goals of the organization or the organizational unit where the individual works." This understanding is also recognized by some experts in the "performance as behavior" view. , employees' proficiency in core tasks, demonstrated effort and compliance with personal discipline are the main performance components of each job. However, according to Peter Drucker, one of the values of knowledge team members is that they know more about a certain aspect than their bosses, which leads to the problem of "information asymmetry" when managing knowledge teams I61 (2) Team performance management based on the competency-based management concept By analyzing the connotation of the competency-based management concept, it is not difficult to see that knowledge-based team performance management can and should be based on the competency-based concept. This kind of team performance management takes the ability of team members as the primary object and ultimate goal of performance management, and also as the final indicator of team member performance evaluation. The combination of the competency-based management concept and knowledge-based team performance management can solve the conflict between the traditional performance view and the knowledge-based team. Specifically, it has the following advantages: ① Establish a psychological contract and improve employee loyalty. In some excellent teams, people have reached a consensus: "You are a person and must be responsible for your own life. If you are willing to contribute all your efforts to the development and progress of the team, the team will also give you opportunities for continuous development and progress." If the team can provide members with continuous learning * , training opportunities, and can provide necessary resources for their development, so that employees' abilities can be continuously improved, then such a team is very attractive and can earn the loyalty and full dedication of team members. Such a psychological contract can improve employees' loyalty and enhance their sense of belonging. ② Form a capability-based team and build the foundation of a high-performance team. Team capability is the foundation of a high-performance team. It consists of three aspects of capabilities, namely, the team's technology development and application capabilities, the team's management capabilities, and the team members' capabilities. Level capabilities are the basis of team capabilities. The team's management capabilities are the leader and the guarantee for the development of technical capabilities. The qualities and abilities of team members are the key to team capabilities. Team performance management based on capability-based theory focuses on creating a capability-based group. Compared with traditional team performance management, this concept: 1) Make improving the team's ability the primary goal of the team, and other goals must be subordinate to this goal 2) Make improving the personal abilities of team members an important part of the team's goals 3) The development and improvement of individual abilities in the team are consistent with the team's ability development, and are mutually prerequisite, mutually conditioned, and mutually reinforcing ③ Enrich the means of incentives and strengthen the intensity of incentives by providing intrinsic incentives, that is, in addition to external incentives (mainly material incentives) ), mainly through encouraging employees' mental strength to achieve the purpose of maximizing employees' abilities and developing their potential energy. In addition, for modern team workers, their ability to solve professional problems is the fundamental guarantee for their career. Increasing ability is more important than increasing economic income. Team performance management based on the ability-based theory strengthens incentives by establishing value returns that are consistent with team members. ③Ability-based performance management is a "forward stone" performance management method. Under certain conditions, team members have the necessary abilities to complete their work, which is equal to the expected excellent individual and team performance. (3) Basic characteristics of each stage of team performance management based on energy-based theory. The team performance management process is a management cycle, which is usually divided into four steps, as shown in Figure 1. In view of the above cycle, we can divide the performance management process into four stages: performance planning, performance coaching, performance evaluation and feedback, and application of performance results. Knowledge-based team performance management based on the concept of competency-based management is also separated from these stages, but at each stage, it has some characteristics: When determining performance goals, team performance management based on competency theory should take the individual ability development of members as the first goal. This ability goal should be combined with the members' personal characteristics and needs. There can also be a performance goal about work results, but this goal should be jointly formulated by the appraiser and the person being appraised; and the goals are mainly used to control team members, but use them to motivate employees. In the performance coaching stage, the role of the coach must be fully utilized. In the performance evaluation and feedback stage, a scientific ability assessment system must be established; an empowering feedback system must be adopted instead of the traditional command and guidance feedback system. The assessment content system must be scientifically determined based on the specific situation of the team and the different roles of team members, and the assessment must be conducted comprehensively, accurately, and openly. In the performance results application stage, performance management must be integrated with the team Performance management is closely linked to other processes and requires information from other processes. At the same time, it transfers information to other processes. The results of performance management should be used in the review of team goals, employee compensation returns, and budget management: the team should continuously improve the capabilities of its members as a main goal, increase the weight of compensation based on ability in employee compensation returns, and give priority to employee development expenses in budget management. Team performance management based on energy-based theory provides us with a brand-new team performance management idea. Especially for knowledge-based teams composed mainly of knowledge workers, this concept adapts to the characteristics of knowledge workers themselves and the output of knowledge-based teams, and has considerable advantages compared with the traditional performance view. “The application prospects of "ability-based management" are still huge, and team performance management is only a small part of it. Society is a society of people and a developing society. The development of enterprises is naturally closely related to the development of talents. Paying attention to human development seems to have become an irreversible trend in today's world.