How to recruit enterprise managers for the comprehensive penetration of "cloud office"
Life, work, and home environment are closely related to the cloud office model, which determines everyone's sense of happiness. How to build a new office style that is balanced, efficient, and meets individual needs has become a common challenge for home workers and managers across the industry. Recently, the Qumei Home Chinese Lifestyle Research Institute conducted a survey titled "Is Working from Home the Trend of Crowdsourcing" among tens of thousands of professionals nationwide, exploring the development challenges and future prospects of cloud office.
One surprising statistic is that the support rate for working from home is only 11%, while over 60% of respondents hope to adopt a combination of home and office work in the future. The data reflects that although the epidemic has accelerated the popularization and practice of cloud office as a catalyst, it is obvious that both the management system of enterprises and the preparation of related software and hardware support are not fully mature. How should business managers respond to changes and expand their advantages in such an environment? What difficulties may we face? Where should we start reforming?
On February 21st, Leju Finance and Home Furnishings, in collaboration with Beijing Qumei Public Welfare Foundation, held an online live forum with the theme of "What will enterprises manage in the future in the era of cloud office. This forum is hosted by Ms. Dai Bei, the editor in chief of Leju Home and the general manager of Leju Finance Home. Professors Peng Siqing from Peking University Guanghua School of Management, Xie Jian, the president of Red Star Macalline Group, Xu Siqing, an angel investor and founding partner of Alpha Commune, Wu Nani, the vice president of Qumei Home, Yin Zhixian, a lifestyle researcher, and Yang Guang, the president and editor in chief of "Chinese and Foreign Management" magazine, are invited to participate in the discussion.
The future trend of cloud office is promising
What does cloud office mean for enterprises, society, and individuals? The epidemic has spurred the popularization of cloud office models. Will this model exit people's lives with the end of the epidemic? Forum guests shared their views on the development trend and impact of cloud office.
"Home office is an inevitable outcome of the Internet era, and diversified office work must also be the future trend."
Xie Jian, President of Red Star Macalline Group, believes that "home office is an inevitable product of the Internet era, and diversified office work must also be the future trend". The emergence of the epidemic has prompted us to think about office methods, including how to stimulate employee performance in a dispersed state.
Red Star Macalline seems to be very adaptable to the emergence of new office methods. Xie Jian said, "Red Star Macalline has always adhered to the value creation orientation and has never advocated attendance and clocking in, because people cannot be controlled, people are managed. Therefore, the change in office methods brought about by the epidemic has not made the enterprise feel abrupt.
The creation of digital business models will be a new trend and challenge for enterprises in the future
Another representative of a home furnishing company, Wu Nani, Vice President of Qumei Home Furnishings, said that although cloud office is a model forced by the epidemic, it still brings confidence to the reform and innovation of enterprises.
In order to adapt to the future development trend of cloud office mode, Wu Nani believes that enterprises should focus on two aspects.
In terms of internal management, the management should make timely adjustments in mode innovation, communication methods, operation organization, performance management, including the application of usual Internet tools. Quickly lead the team to adjust the work mode to engage in a new round of competition.
From the perspective of the consumer end, the creation of digital business models will be a new trend and challenge for enterprises in the future. In the face of Internet users who spend more than 8 hours online every day, "the problem that traditional enterprises should think about at this time is how to interact with consumers online and complete brand transmission, push and even transaction when our brand is not on the mobile phone screen".
Regarding the above two aspects of practice, Wu Nani said, "Qumei Home has been actively adjusting in the past two to three years, whether it is from the consumer end, brand end or management level, Qumei is actively innovating and laying out.
To take the path of internationalization, China must meet the basic requirements of diversified office work
Angel investor Xu Siqing believes that the online office driven by the epidemic has had a huge impact on the management behavior under traditional Chinese culture. Previously, even technology innovation companies were still accustomed to visible and tangible office and management models. There are some gaps between Chinese enterprises and the international market in terms of modern management systems. Xu Siqing gave an example, "For example, the penetration rate of internationally recognized video conferencing systems in China is only 2-4%.
However, when it comes to the advantages of the new model for the future development of enterprises, Xu Siqing said, "China needs to take an international route, continuously export products, and expand corporate culture. Therefore, we must meet the basic requirements of diversified office work. Meanwhile, Xu Siqing predicts that this change in office methods will continue after the pandemic and have far-reaching impacts.
Office politics have decreased, and employees will be more united and have a stronger sense of purpose
Regarding the changes in office methods brought about by the epidemic, Yang Guang, the president and editor in chief of the "China Foreign Management" magazine, said, "The biggest impact of the epidemic on us is the management and operation mode of enterprises, and it is a significant and irreversible transformation. When an organization starts to promote business innovation, the first thing to do is to make internal organizational changes.
杨光十分看好云办公模式的发展趋势，认为其对致力于创新的企业至少有两大利好。首先是员工的自驱力得到体现，“没有人盯着的情况下，员工的自我管理反而使得工作效率提升，这一点在媒体及知识行业比较明显”。另外，员工减少在办公室扎堆，利于营造更好的工作氛围。“当大家把很多细枝末节、鸡毛蒜皮的事都放下，办公室政治减少了，员工也会变得更加团结，目标感更强。疫情期间，很多企业员工及管理层等明显感到比平时工作还要累，就是这个道理”。
云办公的局限和短板也需客观看待
尽管云办公的出现是时代及科技发展的产物，并有望对组织、企业及社会带来积极的推动，但不可否认其模式自身存在局限和短板。论坛上，嘉宾们从各自的观察出发讨论企业在云办公的推动及管理中遇到的困难和阻碍。
“在没有掌握好事关沟通效率的要素之前，全居家办公很难实现理想的办公效果。”
当我们想享受云办公的好处，比如节约办公场地，减少通勤压力，员工的时间更加灵活、有弹性等等，我们必须同时知道如何解决云办公带来的负面压力及挑战。生活方式研究者殷智贤指出，居家办公存在几大核心障碍：自律、沟通及信息采集。
纵观中外，从中国古代的早朝制度到欧洲19世纪大规模生产的出现，人类协同工作的方式一直伴随技术的进步，被技术支持而不断改变。然而在殷智贤看来，“互联网技术可以解决沟通的效率问题，但无法真正解决沟通的效益问题”。她表示，“在大家还没有掌握好沟通的方式、使用的语言以及沟通的频次这些事关沟通效率的要素之前，全居家办公很难实现一种理想的办公效果”。
此外，殷智贤提出信息采集不全是云办公给企业及管理带来的另一大困扰。“人们很难控制自己对信息的追逐和筛选。如何提高筛选信息的质量，保障信息采集效率，成为了云办公管理探索的另一深层话题”。
“企业效率得到提升，而个人效率可能存在下降。”
天使投资人许四清认为居家办公可能会降低个人的工作效率。“对于企业来说，原来动辄300人的大会，由于线上办公条件所限，往往会变为仅邀请最核心及最相关的人员召开。这样一来，消息传递与任务下达反而更加通畅，企业效率由此提升。反观个人，社交媒体在不断与企业抢夺员工的注意力和时间，因此云办公的方式容易对员工的个人效率形成负面影响”。
“云办公使得人的社会需要难以得到满足。”
北京大学光华管理学院教授彭泗清首先将办公分为三种情况：当独立工作时，更多是看个人的自我管理能力、自驱力；需要组织内进行协同工作时，有没有好的平台、运行质量高低及是否有技术支持变得重要；而当工作需要组织间协同，就考验企业是否有良好的衔接平台及数字化能力水平。
在面对三种不同工作状况时，云办公模式也面临着不同的困难。
彭泗清认为，首先是自我管理的困难，其次是平台的效率问题。第三是沟通的问题，“非语言的沟通是非常重要的因素，会影响到沟通的即时调整”。第四是工作满意度，云办公使得人的社会需要难以得到满足。“人们在一起工作，可能会相互促进，也可能由于责任分散而同时懈怠。从管理学角度，管理者如何发挥积极的一面，减少消极影响值得思考”。
另外，由于云办公更大程度地将人与事区分，凸显工作任务重要性的同时，可能会存在人性化因素被忽视而产生的问题。
当“云办公”碰上“90后”，企业未来如何管理和实践？
“真正以客户为导向，客户的需求出现在什么时间，我们就出现在那个时间。”
对于新一代员工的成长环境和心理需求，红星美凯龙集团总裁谢坚研究颇深，结合疫情下的云办公方式，谢坚分享了红星美凯龙的一系列创新调整。
“90后其实并不在意云上还是云下的某种办公形式，他们更多追求的是多元的办公环境和生活方式。针对新一代的特征，企业未来的管理方式也一定是灵活用工的，包括雇佣方式的人机混搭和上班时间的多元化”。
红星美凯龙已开始做出调整。红星的卖场原本是十点开门，晚上六点闭店，而当疫情出现，卖场不得不跳脱出原有的办公时间，转为推动线上项目。在这个过程中，红星美凯龙发现客户成交最密集的时间出现在晚上八点半到十点半，而非传统卖场的经营时段。这一现象启发红星美凯龙做出改变，谢坚表示，“云办公让我们得以真正以客户为导向，未来客户的需求出现在什么时间，我们就出现在那个时间点”。
“聚焦管理的同时，也要关注到云办公对员工家居配置的需求变化。”
从企业层面，曲美家居副总裁吴娜妮结合曲美的实践给管理者切实可行的三点建议。
首先，根据报告中显示的员工对云办公模式的态度，企业可以选择办公室与线下办公结合的模式。“采取4+1，3+2，让员工更灵活的选择，提升工作愉悦感。同时合理安排办公区域与工位”。
另外，企业需要选择合适云办公的岗位，对于考核机制、日常管控及激励体系等方面展开规划，制定具体的执行方案。企业内部的团队建设也需要管理者的重视。
同时，曲美关注到云办公时代给职场人士带来的居家空间规划和家居配置的需求变化。在曲美的调研报告中显示，人们在家办公时最重要的配套设施不是办公硬件而是一把舒适的椅子。
吴娜妮表示，“作为家居企业，我们在聚焦管理的同时也从产品研发的角度，看到云办公时代里的需求变化，思考如何研发出更精细化的产品来满足我们新的办公需求”。
“目的性、针对性、系统性是管理者要解决的当务之急。”
《中外管理》杂志社社长、总编杨光从三方面给企业管理者建议。
“线上办公让原来传统办公中很多形式化的东西消失了，倒逼管理者必须把诉求想清楚，把指令发布明确”。杨光认为，只有将管理的目的性凸显，才能让分散在各处的员工围绕共同目标去努力。
同时，企业日常的办公和管理需要更加有针对性。以开会举例，传统办公模式下，会议往往越开人越多，而线上办公的模式下，管理者把员工拉进线上会议就需要足够的理由。
另外，对于员工分散工作的状态，杨光表示，“管理层面的内在系统性也就面临着更高的要求”。
“中高层管理者需要正视代际差异、补足互联网经验，并学会系统管理目标。”
如今，企业对于年轻员工的吸引，仅依靠薪酬已经不够。生活方式研究者殷智贤认为，“年轻一代成长在个人本位被推崇的时代，未来办公方式的转变应该伴随对于员工个性化需求的尊重。曲美的报告中人们对于居家办公中椅子的重视程度，就是员工对于办公环境配置的个性化需求的一种体现”。
因此，作为企业中高层管理者，应该正视代际差异，打破各自经验局限。
这其中包括，60、70后管理者需要补足互联网经验。在激励员工创造力及员工的评估方式上尊重虚拟价值，向线上评估体系转移。另外，管理者还需要学会识别具有欺骗性的“网上劳模”和发掘提供创新思路及方案的真正优秀员工的潜力。
殷智贤同时强调，“在云办公模式下，企业家更加必须学会系统管理目标，将目标细分并进行流程监督。管理者也不应仅仅简单地下达任务，而是需要给出员工细分的信息采集方向上的指引”。
“高层管理者要从自我变革做起，带动整个企业的变革。”
北京大学光华管理学院教授彭泗清对于云办公模式下的企业管理，总结出五个层面的专业建议。
首先，需要高层管理者的自我变革。数字化时代，员工个人的能力是有可能领先于一个企业的。彭泗清表示，“我们的高层管理者要尽可能的从自我变革做起，从而带动整个企业的变革”。
第二，企业需要明确如何帮助员工做好自我管理。彭泗清认为做到这一点，就需要加强中高层管理者跟员工之间一对一的沟通和评估。
第三，加快企业数字化转型，进行平台管理。“建立智能化、可视化，且能够追溯及评价大家工作的平台，将有利于我们所谓的云办公时代”。
第四，工作模式的变革。其中包括一些企业正在考虑设立所谓的智能岗位。
第五，企业文化的变革。员工作为工作人之外，还是社会人，企业需要满足他们同事间的交往以及社交的需求。
从专家、学者及企业人的讨论中不难发现，尽管云办公还存在这样那样的不足，它所引领的多元办公时代已经到来。无论办公方式怎样创新，技术工具怎样迭代，企业的主体及企业管理的核心依然是人。因此，如何应用云办公激励员工、帮助员工提升沟通及工作效率，是每个管理者需要结合行业特征及企业个性化进行思考的课题。
疫情总会过去，而云办公模式已成为企业管理的新风口，摘掉口罩后的企业能否迎来新一轮增长，要看管理者们这次如何接招了。
文章来源: 新浪家居Editor He Yang of this website/Organizing
