For employee experience management, we pay special attention to a methodology, and the concept of nop is called the six levels of behavioral motivation. We know that if I want someone to listen to me, and I want a person to do something, there are probably three levels of motivation. The first is called obedience, you have to obey me, today I am your leader, I have the right, I ask you to do such a thing; the second level is called obedience, the so-called obedience is that today you do not need to tell me that this is your request, I agree with you, I know why I want to do this thing, so I choose to do this thing; there is also a top-level action of behavior choice called internalization, that is, I specifically approve of this thing from the bottom of my heart, even if you don't mention it today, I will do this thing.
For the understanding of behavioral motives, it can be divided into two levels, one is the level of consciousness, the level of consciousness can be controlled externally, it is based on our ability, based on our behavior, based on the requirements of the external environment for me, I go to make behavioral choices; on the other hand, it belongs to the subconscious level, the subconscious layer relies more on our beliefs, on our cognition of our own identity, by how we relate to the world, what is my relationship with the world, what is my life, what is my life, How I see the world. Our subconscious level is stimulated, and we are very willing to invest in this cause, to work, to get back some of the sense of accomplishment in our work.
We advocate the first thing, explore endogenous dynamics, replace mechanical work requirements, today is not what I want to do for you, but what I really want to do, volcano engine in service management, we do things when a very important principle. Extending to ByteDance, we are talking about OKR, and the big premise is that today I want to spontaneously base myself on this enterprise, based on the current business goals, and I have to think about what I can do, not what kind of indicators you want me to do.
Second, the volcano engine follows a philosophy called N theory and the Y theory, the so-called N theory, there is a premise, that is, we see all people as lazy, human nature is inherently evil, I must give orders to do things, this is N theory. The other is now more advocated, that is, in the era of OKR, more advocate a theory is the Y theory, the so-called Y theory is that everyone hopes to play their own value, everyone hopes to achieve their own life pursuits, we love work, because we get a sense of achievement in the work, we have self-drive, do not need you to give me instructions today to do this thing, is that I think I should do this thing myself, this is what we advocate Y theory. In the process of volcano engine service management today, we are say yes, not say NO. You can do it, you don't have to listen to my mechanical arrangements – in the service management world, in the customer experience area you can only do the fixed things of 1.2.3.
This diagram is a game task that each of us new people who join the Volcano Engine Service team will go through, called the new person's level advancement, each of our newcomers who come in can go from bronze to silver after completing the advanced exam according to the autonomy advanced task we set, and then start the real work journey. Speaking of bronze, silver, everyone has this perception, why mention these two words, we hope to use a gamified way, so that post-95s and even the next post-00s employees have a more pleasant work experience.
This figure is called volcano mission canyon, volcano is our enterprise, canyon is a very mainstream game, now put the team inside, the entire volcano service management inside all the related tasks into a sub-item, this sub-item encourages everyone to take away as a breakthrough task, each task has an experience point, based on the difficulty of this task there is an experience value of the judgment, based on the results of your completion of this task, there is a SABCD score, and finally the whole team gives you a score, You can get experience points corresponding to completing missions after completing levels, and each person has a point, and this point corresponds to the concept of silver and bronze.
We encourage young employees to work in ways they love and are familiar with. This is our volcano service management daily weekly report, why there is this weekly report, this weekly report is not written by employees to the superior, but the superior to the staff to write, this weekly report is our usual weekly management weekly report, the biggest significance of the management weekly report is to break the information barrier, today the manager's brain thinking things must be known by the employees, we want to break this information barrier, everyone can become the team master, he knows where the team's goal is, know how the team is considered, Everyone is a microcosm of this team, and when we have such a weekly report, in fact, the information barrier between this is gradually broken.
In addition, specific to each individual level, in the service management of volcano engines, we also pay special attention to listening to each person's story, because there is a concept called heart anchor. The so-called heart anchor is the reason why today we see a thousand Hamlets in the eyes of a thousand people, whether it is the influence of the original family or the knowledge learned, the influence of important others in life, the experience of each person's solitude constitutes our different cognition of things.
There was a classmate of our team who said that he and customer communication particularly like to use some witty words to talk, we wonder why a TO B professional service image should use playful words to talk. If you think in the environment of SAY NO, this person is too lazy and undisciplined, we have to criticize him. In fact, in this process, we had in-depth communication with this classmate, we listened to his story, and learned that he actually had his own behavior basis and past experience behind the scenes that contributed to today's communication style. Understand, identify with, and listen to each person's story, understand the deeper reasons behind his current behavior, gain insight into each person, and understand each person.
Concretely like our management style, after understanding each person, in fact, for the entire service management, employee experience, we will also raise it to the level of values. From service values to service culture, everyone always says that culture is a particularly metaphysical thing, invisible, untouchable, but always felt.
Before the epidemic, I had the opportunity to go abroad to Japan and a trip to Hong Kong. Two different places, there were two particularly fun experiences at the time. Japan is actually a relatively clean country, the whole society is relatively orderly, take the subway everyone orderly to line up on the far left, after arriving in Japan I also became slow, "orderly", in Japan with everyone to queue. Later came to Hong Kong, eating in a small restaurant, a restaurant, the owner spoke Cantonese, I communicated in Mandarin, everyone communicated with estrangement, the Temper of the Hong Kong people was a little explosive, his temper exploded, my temper also exploded, anyway, how to order the meal in the end, but the whole process made me feel very unpleasant. Later, on the plane back to Beijing, I was thinking why there were two different states in Japan and Hong Kong, one slow and orderly, and the other on fire, but what shocked me was the cultural influence behind this, and the regional culture affected my individual behavior.
The same is true for the process of service management, which has three elements. The first element, values, many companies talk about values, what are values? Values influence individual behavior, group behavior, and group behavior is the culture we have in this region, this company, this organization. Culture, in turn, continues to influence the values of each and every one of us, so it's also a cycle. We influence individual behavior from values, from individual behavior to group behavior, from group formation culture, and then affect everyone, this is the culture of service values to service.