Seeing this brand new approval process, all of these researchers turned into bitter faces.

The approval was so simple in the past, just find a way to convince Ni Guangnan. Although Ni Guangnan is a decent person and never makes any stupid things, as long as you catch this kind of person, it is actually very easy to fool.

The simplest thing is to talk about the importance of this project to the higher the interests of the country and the people, and even to the historical significance, to the fact that foreigners have Chinese people but not in this regard, that is basically accurate, and Ni Guangnan will approve it.

So except for the first one or two years, everyone basically mastered the routine and everyone knew how to apply for projects. It was very simple and almost no effort was needed.

But when this new approval plan comes, everything is completely different. There are actually three levels in front and behind. Except for the director's review in the middle, the rest are all projects that have to pass the review by multiple people.

I am not afraid of the people you care about in this world, but I am afraid of the many people you care about.

If the person you care about is bad, as long as you become bad, it will be easier to pass.

But if there are too many people in charge, it will be difficult to adjust and the difficulty will not be known how many times have been increased. Not to mention in the two links, everyone needs to review the former, while the latter does not know who the person who reviews you is. If you want to do the preliminary work, it will be irritating.

Seeing this review process, all researchers understood that the good days in the past were completely over, and everyone had to scratch their heads about how to pass the project review. As for what extra things to do, they wouldn't even think about it, as there was no such possibility.

What everyone should consider is how to get closer to the three major routes to pass the review.

If such a policy change was suddenly introduced before this incident happened, then Ni Guangnan, as the director, would probably be the first to not agree to such a complex review system.

Even if he figured it out, the people below would instigate him or just cause trouble on their own, and finally the entire research institute was in chaos. Even Huang He himself would probably find it difficult to solve the problem of the research institute. After all, the research institute is a people-oriented place. If it loses these precious scientific research talents, or completely disagrees with these scientific research talents, then it will not be able to go back.

But after this incident, Boss Huang even more strongly took Ni Guangnan down, and everyone was shocked.

When Ni Guangnan was beaten, they also lost the powerful figure who could come forward to negotiate and fight for their interests, and everyone was in a mess.

If you want to make trouble in the end, you have to consider your own handle.

At the same time, for their own hands, they have to work hard.

After such a process, the problem of causing trouble is basically eliminated. It can be said that the time to choose is just right.

This first reform is enough for everyone to feel uncomfortable, but seeing the second reform, many people's faces changed.

"What? We are going to do KPIs too?" Many people exclaimed directly.

KPI, a system that comes from an Italian economist, translated as performance appraisal and developed in China, making countless enterprises and livestock scared to hear it. At this moment, it actually appeared in the R&D center. The entire R&D center is actually going to conduct performance appraisal, which directly made many people who saw it almost explode.

"No more, we are engaged in R&D, not those assembly line robots. How can performance appraisal be used on our heads? We will never do it!" Someone immediately expressed his attitude in anger and would never accept such a ghost thing appearing on him.

"That's right, the head office and the entire Jiangnan Group do not have a KPI system. The chairman also said that KPI is the stupidest system in the world. Why should we have the pressure of KPI?" Another loudly said, it seems that this person has read Boss Huang's quotes when he went back, and he can quote Boss Huang's famous quotes in a short time.

"Please, you two continue to watch, don't just KPI at any time. Is this a KPI?" someone next to him said impatiently. The two angry people were stunned for a moment, and then continued to watch.

I found that although this is also called the assessment system, it is not called the performance assessment system, and it seems to be different from the KPI in my impression.

The most core key of the entire KPI system is to set assessment indicators. The senior management of the company will set the plans and goals of the entire company for the next year, and then focus on this goal and find the business focus of the company for the next year.

With this business focus, multiple business indicators are generated around this business focus, which are called enterprise-level KPIs.

After the enterprise-level KPI standards are established, the enterprise and KPI are split into various departments according to the characteristics of each department, thereby creating department-level KPIs.

The next step is to split it down step by step, and finally subdivided it into each person. Each person will set specific KPI standards, and then require that this KPI must be achieved throughout the year, otherwise it will be unqualified and will be included in the company's optimization list.

In general, KPI is to set specific goals for everyone and department except the boss himself, except for the boss himself, and then ask everyone to achieve the goals.

The main effect of KPI is to surround everyone's ears like a death talisman, creating anxiety for every employee. In the first wave, they keep working overtime and doing more things, and finally achieving their goals.

For individuals, KPI is obviously something that destroys human nature, but companies highly recommend it because this can basically eliminate those lying workers.

KPI cannot be described as right or wrong, but companies like to use it very much because this allows the boss to see an atmosphere where the whole company is working hard and overtime.

Boss Huang himself has also had very careful considerations about KPIs. Boss Huang hated KPIs very much when he was working in his previous life.

The setting for the company's KPI is very abnormal. Not to mention working normally, even if you work overtime of 996 every day, it is impossible to complete the KPI indicators.

Boss Huang scolded the company's senior executives every day for being idiots. Later, Boss Huang found out that they were not idiots at all. They deliberately designed the KPI indicators so high that they could give you all kinds of very excessive orders from the perspective of KPIs, requiring overtime and rush to work every day.

Otherwise, in one sentence, "Even if you don't want your own KPI, do you want the KPI of the entire department? Do you want to drag everyone together and you can't complete the KPI, and then collectively deduct the bonus and prepare to graduate?"

After this, Boss Huang himself had to work overtime with him.

This sounds like the company has perfectly achieved their goal of increasing employees' production while their wages remain unchanged. But the truth is one foot higher and one foot higher, so never let down the employees' revenge mentality.

Many colleagues began to deliberately show off their KPI goals after they found that they could not complete them, and even did something to rush customers in the later stage.

Many people have always wondered why many large companies do some very strange things, as if they were unwise and deliberately offend all users.

In fact, there is no one behind the scenes that have a curve to take revenge.

However, after becoming a boss, Boss Huang himself truly felt the importance of KPI, that is, if there is no KPI to force him, many employees will simply become fishing parties.

Laziness is something engraved in everyone's bones. You expect everyone to be a saint. If you don't know how to be lazy, it is impossible. KPI can effectively force these people to stop stumble. This has also been reflected in Jiangnan Group. After Boss Huang himself firmly stated that he would not engage in KPIs, he often received a lot of complaints.

They all say that people around them don’t work hard, they are all stumble on all kinds of things, and they don’t take the initiative to take the job, but they can get their salary normally.

I worked hard in the company and took the initiative to do a lot of things, but in the end I could only get the same thing.

What’s even more annoying is that because you do less, you have less chance of making mistakes, so your work experience is more beautiful, and there is a chance of improvement over the past year.

But I did more things and made more mistakes. On the contrary, I had a lot of bad record after a year, and I was almost fired directly in the end, and I was eventually deducted all my bonus for a year.

Finally, the employee said that if the company does not find a way to correct such a situation, then he can only learn from others' advanced experience, stumble more, do less, and have a beautiful work experience in the past year.

This report touched Boss Huang deeply. Compared with his previous experience of working, Boss Huang fully understood the complexity of this world.

However, if you expect Boss Huang to change his course and take back his own KPIs, it is impossible. We Boss Huang is also shameless.

Therefore, under the meditation of Boss Huang, the company launched a new system. Although this system is still called the assessment system, it is not a performance assessment system, but a contribution assessment system.

This system sounds like no difference from the performance appraisal system, but it is clearly written in the announcement.

The performance appraisal system evaluates the basic work that an employee should complete, but the contribution appraisal system evaluates the work that an employee completes outside of basic work.

The contribution assessment system is divided into two specific assessment indicators, one is the basic work indicator and the other is the additional contribution indicator.

The basic work indicators refer to what an employee basically needs to do in his daily work, such as clocking in and getting off work on time every day, completing work tasks assigned by the company, etc., which are the most basic indicators that an employee must complete.

An employee is only qualified to further examine the additional contribution indicators after meeting the basic work indicators.
Chapter completed!