Lin Feng found that when the company became large, there were really many things that he did not deliberately plan or control.

Driven by the dual innovation incentive mechanism of internal and external innovation, Fengxing is like a locomotive with full fuel, which is rapidly galloping towards the direction of the giant industry giant.

In just half a year, thousands of websites and nearly 10,000 developers have passed the audit of the FF open platform and connected to the FF system.

One of the best casual games launched by developers has exceeded 10 million in a month after being connected to the FF game platform.

Internally, new innovations continue to emerge, in addition to the previous FF safety doctor, based on FF's "FF classroom" (education), "FF mini news" (headlines), "FF cloud disk" (cloud service), "FF baby" (mother and child), "FF input method" and many other products have emerged from the grassroots level.

The products developed by these small teams are very competitive, and with the help of FF's platform advantages, they quickly entered the forefront of the industry.

This time, because he was going to move into the new headquarters, Lin Feng decided to conduct a full-scale performance appraisal in Fengxing and Menglong, and according to the assessment results, a large-scale personnel promotion and adjustment was carried out. In this way, after moving into the company's new headquarters, each department will have a completely new situation.

This is also a necessary measure after the company has grown to a certain scale.

Promote the best and weed out those who don't meet the company's requirements.

In order to prevent the disease of large companies, it is necessary to keep employees motivated and passionate, and performance appraisal is one of the important means.

This large-scale appraisal and promotion adjustment was initiated by the Board of Directors' Office, deliberated by the Strategic Decision-making Committee and the Strategic Management Executive Committee, and submitted by the Administration and Personnel Department for a week-long internal evaluation.

This is the largest centralized assessment and personnel adjustment since the establishment of the popular practice, especially since the establishment of corporate culture, after Lin Feng put forward this idea, the board of directors and the administrative personnel department discussed for a long time before determining the standards and processes of the performance appraisal.

Assessment scope: below the vice president of the company, all employees.

Assessment principle: This assessment is divided into two parts, 50% values (cultural identity) + 50% performance (innovation and KPI).

In this way, the evaluation criteria for personnel are divided into three levels.

The first level of "excellent": both performance and values. It is divided into three points: outstanding (5 points), consistently exceeding expectations (4.5 points), and exceeding expectations (4 points). This group of people will be promoted.

The second level is "good": the performance is up to standard, and the values are basically in line. Among them, it is divided into three points: meeting expectations (3.75 points), need to improve (3.5 points), and need to improve (3 points). Depending on the situation, although they are not promoted, they can be rewarded or trained to be improved, and they can be put on the watch list of the personnel department.

The third level of "poor": performance is not up to standard, and values are not in line. A score of 2.5 points for failing a qualification. This part of the personnel will be eliminated at the last place, and these people can apply for a transfer to the department on their own (if there is no department acceptance, they will be fired.) Or simply dissuade you.

After the notice of the assessment was issued, there was a sudden chaos in the two companies.

Fengxing can be said to be a very good company, the company's welfare is good, and its status in the industry is also high.

All of a sudden, the mental outlook of the entire company became proactive.

Lin Feng is also helpless in this regard, he has also been an employee, and he also hates such things as performance appraisal, but to manage such a large company, always maintain the sense of competition of employees, and ensure the flow and progress of fresh blood in the company, this kind of performance appraisal is indeed effective.

Even, this kind of full-scale performance appraisal should also form a routine, and it should be done once a year at the end of the year, so as to ensure that the company always has talents.

As for those who are unqualified and eliminated, Lin Feng has no choice.

Emotionally, every employee is his wealth, but the company's operation is not a playhouse, and it is the norm to have in and out.

Running water does not rot, that's the truth.

Of course, this assessment is mainly completed by various departments, business groups and the personnel department.

What can really come to Lin Feng here is at least the assessment results of the director level.

After all, the director is already a middle-level management position in the company, and the current trend is the implementation of the strategy of "small team and big power", which gives great management authorization to each business group and even the following departments, and as a manager at this level, the director has a lot of authority in his hands.

With full authorization, they can set their own goals and escalate them to the leadership for review and confirmation.

Because only front-line personnel can truly understand their current situation and the goals of the next development, and can fully consider their own capabilities and resources in their hands, the customized goals are very "reliable".

Of course, there should be room for discussion about the goals set by these employees themselves, after all, the entire company still has an overall schedule plan, but the ultimate power to lead the progress is overwhelmingly in the hands of the business department.

They can decide which strategy they want to adopt now based on their current data and target profit margin, by measuring resources, and by determining their own core metrics (number of simultaneous online, new entrants, retention, etc.).

In other words, the popular director level is already a figure who can take charge on his own.

For this kind of personnel, Lin Feng must fully understand and know in his heart.

On the other hand, at the same time as this performance appraisal, Lin Feng also made another relatively large adjustment.

In view of the continuous incubation of innovative products in the following business groups and departments, Lin Feng has made a large-scale adjustment to the company's technical department.

Completely separate the back-office technical support department from the R&D team. (In the past, technology and R&D were a team.) ）

In the future, the technical engineering department is mainly responsible for the back-end platform support of the entire system.

R&D personnel are decentralized to various departments and business groups.

In this way, when the business department develops a large-scale product, it will set up several sub-products, and each sub-product will form its own team, which includes product, development, operation and other functions, and each function will set up a project manager who is responsible for horizontal pull-through, coordination and planning of various roles, so as to drive the entire sub-product forward research and development process.

After such adjustment, each sub-product department will be a complete closed loop, so that each department is more integrated, improve the efficiency of product production, and realize rapid decision-making and adjustment of internal products. Although at the level of product manager or development engineer, they will continue to report to the original R&D center director, but in terms of work arrangement and planning, they will prefer a sub-product-driven model.

Although the assessment and personnel adjustment did not adjust the overall organizational structure of the company, it made it clearer the idea of "grassroots driven products".

Through a week-long performance appraisal, a group of outstanding talents surfaced, and they have received job promotions and high year-end bonuses.

Of course, there are also nearly 200 employees who failed to meet the assessment standards, and most of them have been persuaded to retire.

Before moving into the new headquarters and starting a new journey, Fengxing successfully completed an internal update and blood change.