The essence of Liu Qiangdong's management is worth learning

How Liu Qiangdong created one of the top Internet enterprises in China from a small counter in Zhongguancun is inseparable from Liu Qiangdong's management efforts. It is not easy to manage tens of thousands of people and make the enterprise develop so successfully. Now we will learn more about Liu Qiangdong's management methods.

The core of the management company is to manage people, a person's time and energy is limited, so how to choose, how to employ, how to retain people, how to prevent the disease of large enterprises caused by personnel problems, are very need time to think and summarize, Liu Qiangdong set up eight personnel management regulations for Jingdong.

The first core point is to establish a value system of competence. An enterprise needs like-minded people to go through thick and thick together, so that the company can go forward in the long run. Otherwise, the stronger the ability of people, the more likely to be the obstacle to the development of the company, which is why some enterprises prefer to recruit fresh graduates. And made it the first core.

The second principle is ABC: C reports to B, and B reports to A. Finally, C's salary increase, dismissal, bonus and so on are jointly decided by A and B. Liu Qiangdong's core purpose is to avoid the control of managers, and the role of human resources department is to supervise, which realizes both full authorization and power restraint.

The third principle proposed by Liu Qiangdong is 8150. One person can manage 8-15 people at most to avoid the decline of management efficiency and leave enough time for the management to think about the strategy.

The fourth principle is described by Liu Qiangdong as the principle of one drag and two drag. Inside Jingdong, people from old units are not welcome to come, so as to avoid forming gangs. At most one person can bring two people, and if there are more people, they can be arranged to other departments, which not only realizes the division of personnel, but also absorbs talents.

The Backup principle is the requirement above given by Liu Qiangdong to the deputy director. A successor must be designated after two years of working in the same position and should be recognized by the company, so that the company can not be affected by a single employee.

Liu Qiangdong also stipulated the 24-hour principle that managers must respond to subordinates' calls, emails, wechat and other responses within 24 hours to avoid delaying the efficiency of the company. In addition, there is no principle, which is to avoid buck-passing work, to improve the user experience is not allowed to refuse, there is no clear facts and data to prove that there is a problem, can not refuse.

The last principle Liu Qiangdong said is seven on eight on the principle, 80% management from the internal promotion, 70% of the maturity of the project by internal staff to do, giving every employee the opportunity to exercise. It is these condensed and simple regulations that enable Jingdong to form a living water mechanism, where every employee has a promotion channel for his/her efforts, and every employee's work is fully respected.