1. High-level attention should be paid to the establishment of an excellent bottom management force. Above all, the construction and management of the basic forces should be paid attention to by the high-level enterprises and be able to prohibit them. In order to broaden the business and achieve substantial development, security companies must improve the combat effectiveness of the troops, determine the combat objectives of long-distance operations, increase the management and overall planning of human, material and financial resources, promote scientific management mode, and design appropriate solutions for their own enterprises. In addition, they should pursue the goal of long-distance operations. Policy support and business guidance are also important.
2. Strengthen the training at the bottom level and formulate a talent training plan. For a long time, security companies have been unable to train security guards systematically because of their own resource constraints, lack of places and training equipment, and the lack of technical and theoretical training guidance before and during security posts, resulting in the lack of security guards'advancement. The training goal should not only stay at the middle and high management level, but also train and instruct the bottom managers. It is necessary to improve their inductive quality. The talent of the bottom managers has a direct impact on the development potential of security companies. It is related to the survival and growth of enterprises, and it should be given necessary attention.
3. Perfect the personnel reward and punishment criteria and the promotion criteria of class leader. "Public students are honest and honest, honest students are willful", rewards and punishments are clear, talents can be followed by rules and evidence, outstanding enterprise personnel reward and punishment criteria and class leader promotion criteria will inevitably arouse the enthusiasm and sense of mission of the army. Enterprises can not develop healthily without talents, as long as the excellent managerial talents with both moral and talent are enriched to all levels of management. Especially in the vicinity of the lower management units, we can really improve the combat effectiveness of the troops.
4. Give full play to the guiding, enlightening and immersing effects of corporate culture. Bottom security team members engage in front-line operations, and are always exposed to rigid management guidelines and guidance documents. It is difficult to copy hard sets effectively. Enterprise culture, as the soft energy of enterprises, can transform strict and monotonous culture into relaxed and pleasant learning content, and then teach in fun, in learning, and in security. Staff in such a corporate culture can not only improve the ability to work, but also pleasure the body and mind, improve the enthusiasm for work, and ultimately promote the staff's sense of enterprise as a whole and overall awareness, cohesion and centripetal force in the imperceptible formation.
5. Strengthen the joint effect of professional supervision and democratic supervision. The intent of supervision is not to reward or punish, nor to establish authority, but to improve and optimize. As a service-oriented economy, security companies try to implement semi-military management. Because of the characteristics of their profession, they emphasize discipline and rigor. In the huge operation system, in order to ensure the smooth completion of the operational indicators issued by enterprises, it is necessary to use a sound supervision mechanism to prevent and improve the various kinds of internal enterprises. Danger, then reduce risk. Security companies should set up a team of supervisors to conduct labor discipline checks on all units and departments of the company, regularly conduct customer satisfaction surveys, and directly link the results of supervision with the attendance and performance of employees. Enterprises together provide complaint channels to encourage democratic supervision. This kind of enterprise supervision mechanism will greatly improve the efficiency of tangible operation. Ensure the enforcement of rules and regulations and improve the supervision system of enterprises.
6. Establish a talent store and improve the talent storage criteria of the lower leadership. Competition between security companies and even between social enterprises is also a talent competition to a large extent. To gain a leading position in the profession, it is necessary to strengthen the construction of leading groups, constantly bring innovative talents with social resources to the company, and inject driving force into the healthy development of enterprises. Draw the elites to the Party and government organs and social organizations to understand and learn how to handle the work, accept and embrace all kinds of managerial talents with different characteristics, and then guide enterprises to handle diversification and ecology.
7. Properly add welfare benefits to the bottom security guards to arouse their enthusiasm for work. It is not arbitrary to improve the welfare benefits of security guards, but to establish the value of their professions, enterprises and operations. Security companies should properly improve the welfare of employees and start from the perspective of arousal and strategic height. This is very important for improving the service level of security guards and ensuring the stability of employees. Good management can achieve twice the result with half the effort. It can invisibly improve the competitiveness and brand image of enterprises, while good management personnel naturally need higher training costs. Therefore, enterprises should attach equal importance to the promotion and welfare encouragement of the bottom security captain.
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