Original by Song Jinghan Quality & Innovation 2022-02-13 21:57
At the end of December 2021, ByteDance took action again! It is reported that the company as a whole abolished the talent development center team, and the existing team members were given priority to internal transfers, and if there were no suitable positions, compensation or resignation.
The statement issued by ByteDance is as follows:
The whole thing is clear, that is, a functional department of the HR system, because it cannot create value, so the whole staff is laid off. This incident is happening in the HR circle, and traditional HR certainly needs to stop and think about what their value is! If this change is ignored, it will lead to more surprises.
We often mention in quality improvement that it is necessary to expand horizontally, and similarly, the quality management department and HR belong to the same functional department, I think you traditional quality QA personnel, do you also need to think about it?
Don't say that Byte's boss doesn't pay attention to or understand HR work, because the current CEO Liang Rubo is the boss of Byte's former HR department.
The VUCA era is complex, changeable, uncertain, and challenging for every industry boss. Of course, the bosses hope that each "money-spent" function can also keep up with the company's strategy and business needs, adjust its work in a timely manner, and make results that will help the operation.
This is not only for HR, but also for finance, for the quality department, in fact, there are the same requirements.
I often receive private messages from classmates in the quality group describing their dilemma: What is the value of QA to the business?
"The process compliance is more than 90%, and the product problems are gradually decreasing, but the real product quality is not good in the perception of leaders and customers?"
"The product quality index is already very good, the business performance of the product has not changed, where is the contribution of quality work to the operation?"
Each professional department actually has its core value, that is, how this professional ability improves business operation, and the results of professional work are directly related to the financial indicators of enterprise operation or strong causal relationship.
The core of the HR department is to improve the "human efficiency" of the organization, that is, the human input-output ratio;
The core of the financial department is to improve "financial efficiency", that is, the input-output ratio of money;
Where is the core of the quality profession? This core is the value of all quality personnel. From the ISO quality system standard, we see "customer satisfaction", everyone notes, not the indicator of customer satisfaction.
From the perspective of the company's strategic map, the relationship between quality management and management
From the logic of strategy decomposition, we can see that strategy is first measured by finance, financial success depends on whether customers are satisfied with our products and services, and in order to meet customer needs internal operations, to achieve operational goals must be able to organize learning and growth.
Therefore, I understand the core value of quality professionalism: how to increase "customer satisfaction".
Customer satisfaction supports the achievement of our business performance as measured by financial indicators, which reveals a strong causal relationship between quality management and management.
In the industrial age, customers should be relatively clear and change slowly. The focus of quality management is actually to solve the problem of batch replication of products and meet customer requirements, so traditional quality management has always focused on "consistency" and meeting requirements. However, in the Internet era, customer requirements are highly uncertain, so it is necessary to solve how to identify customer satisfaction requirements, and the next step can be to consider how to meet the requirements. This actually leads to the failure of the logic of making money by producing products that meet the requirements in the traditional industrial era. Similarly, customers are satisfied, they can make money, and the uncertainty of this path has also greatly increased, as bosses where do they understand such complex professional problems, since it is difficult to rebuild this causal chain, then let it be the result. How quality helps me improve my business performance, the most real. As a result, the quality department will inevitably fall into the "original sin" as a functional department, which is essentially a moral critique based on the priority of business value.
The quality management department, which cannot achieve improvement by itself, must rely on the business unit to solve the problem, and will "manage" the business unit, which is the department that directly creates value of the company, so they will question:
The quality department is fed by the business department, we don't need management, we need you to help me achieve my goals?
This requirement sounds very reasonable, quality personnel, if they can't help the business boss win the battle, can't help them improve customer satisfaction, can't complete the sales target, what is the value of quality management? Aren't quality personnel raised by business departments?
Therefore, quality BP (business partner) must be born in response to demand, and quality BP and business departments directly undertake business goals, in order to fundamentally get rid of the original sin and value dilemma of the quality department.
Many friends have also discussed with me, so what should quality BP do? I think "operations" must be mentioned here
Operations, from strategy to execution, from start to finish, throughout the entire process.
The above figure clearly shows the operation and the relationship between strategy, business and management in the operation. Our quality, HR, and finance are all in the area of management. Business is the closed loop of the main value chain of the enterprise, strategy is the direction, and management serves the business strategy.
Many enterprises set up an operation department, and I summarize the main responsibilities as follows:
1) Organization of the company's strategic planning and business plan (focus on good organization);
2) Management of operational performance, including KPI setting, assessment, deviation correction, etc.;
3) Process efficiency monitoring and optimization;
4) System improvement and implementation inspection;
5) Organization and closed loop of key work plan management and business analysis meetings
6) Research and promotion of major improvement projects.
When it comes to big operations, what is our big mass?
The essence of quality management is to make management meet strategic requirements and achieve business quality.
Therefore, mass management must assume 2 responsibilities:
1. How to effectively improve the correctness of strategy;
2. How to manage the large operation process and achieve business goals.
In this dimension, we will find that the so-called, large quality = operational quality, the main means of quality management is to inject requirements into the main value stream, and ensure that the requirements are achieved, and promote the improvement of operational quality. Therefore, many companies transform the quality department into the quality operation department, which is to integrate two functions with a high degree of similarity. Of course, the natural holistic perspective of quality is also appropriate.
Of course, as quality BP is combined with business, therefore, quality BP itself is divided into scenarios and levels:
1. The quality BP of BG (business group) is actually to do quality operation and improve business quality;
2. Quality BP in professional fields, for example, quality BP of R&D system, then it may be mainly to improve R&D efficiency through the improvement of processes, tools and methods;
The knowledge, skills and qualities possessed are obviously different.
In the era of great changes in a century, the future may be beautiful, but for many quality personnel, the career may be more difficult, of course, for the other part of the quality people who are prepared will get a broader development, it is important to plan ahead.
Learning is a must, but real progress can only be achieved by improving the cognition of thinking, otherwise just increasing the amount of knowledge at the same level will only be ineffective learning.
The most important thing about quality is tools and methodologies, but we must deeply recognize that the value of quality personnel must not be measured by the tools and methods mastered (of course, without tools it is certainly not possible, the key is to recognize that tools are always for people and organizations, and tools cannot be used to influence people and organizations. The professionalism of quality is never reflected in how many tools and methods you master, but whether you can do things that meet the company's needs according to the company's actual and local conditions.
In the future, all quality personnel in the enterprise will be transformed into quality BP.
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This article is reproduced from the WeChat public account "Quality and Innovation", the original WeChat tweet link: The thinking behind the overall abolition of the OD department by Byte - quality BP is the future