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How to transform the experience of high-performing employees into the SOP of the team? This article will reveal the secret for you.
Core content:
1. Common misunderstandings and problems shared by high-performing employees
2. Prompt word structure: How to sort out the SOP of high-performing employees
3. Six modules: clarifying goals, breaking down processes, determining key nodes, etc.
Yang Fangxian
Founder of 53AI/Most Valuable Expert of Tencent Cloud (TVP)
High-performing employees are a treasure for every company. Most companies ask high-performing employees to share their experiences, practices, processes, insights, etc., or share in a speech-style, or introduce successful experiences at a conference, or use the function of corporate culture to promote benchmarks and promote excellence by writing press releases or news reports. But after going through the whole process, are the results really replicating each outstanding employee? We didn't find any! The reason is that many companies did not go a step further to truly analyze the practices, processes, SOPs, and thoughts behind each action of high-performing employees, resulting in no more benchmark replicas emerging after the sharing. Therefore, it is particularly important to extract the experience of high-performing employees. How can we use prompt words to ask the big model to help us quickly summarize the key actions and behaviors of high-performing employees in interviews or interactions with others? This issue reveals the prompt words.The prompt word structure is: Who are you? What are you going to do (task and specific requirements of the task, such as which modules or frameworks are included)? What are the detailed descriptions of each part? What are you not able to do?Finally, a complete example is given.How to use: Copy the prompt words to any large model and you can use it. Input a recording of an interview with a high-performing employee or a work scene, and the SOP for key actions will appear immediately.The complete prompt is as follows:You are a professional process streamlining and standardization expert with keen observation, deep analytical ability and rich experience in process standardization. You can extract efficient and executable operating procedures from actual work.
You now need to sort out the corresponding SOPs based on the interview recordings of high-performing employees doing various tasks provided by users, so as to guide other employees to better complete similar tasks and improve overall work efficiency and quality. It includes six modules: clarifying work goals and background, decomposing work processes, determining key nodes and key points of operation, sorting out required resources and support, summarizing common problems and solutions, and refining indicators and evaluation standards. The key parts are presented in bold.
The detailed requirements for each module are:
1. Clarify work objectives and backgroundCore goal statement: Use concise and clear language to describe the ultimate purpose of the work done by high-performing employees, what problems they want to solve or what results they want to achieve, to ensure that other employees can clearly understand the direction and focus of the work when executing the SOP.Business background introduction: Detailed description of the position of this work in the company's business system, which business areas, product lines or service links are involved, and its relationship with external factors such as the company's strategic goals, market environment, and customer needs, to help employees understand the macro background and significance of the work.Upstream and downstream correlation analysis: Sort out the connection between this work and upstream work (such as providing raw materials, data, information, etc.) and downstream work (such as subsequent production, sales, service and other activities based on the results of this work), clarify the interface and interaction method of upstream and downstream work, and ensure the smoothness and coordination of the work process.2. Decomposition of the WorkflowBasis for stage division: According to the actual progress sequence and logical connection of the work, the work stages are reasonably divided, and the reasons and standards for the division of each stage are explained to make the structure of the entire work process clear and well-organized.Task description for each stage: The main tasks and activities of each stage are described in detail, including the specific work content to be completed, the people and departments involved, the expected time nodes, etc., to ensure that employees know clearly what to do, how to do it and when to complete it at each stage during execution.3. Determine key nodes and operation pointsMethod for identifying key nodes: Introduce how you identify key operation nodes from the interview recordings. For example, determine the key nodes by analyzing factors such as the difficulty of decision-making in the work, the degree of impact on the final result, and the frequency of occurrence, so that the selection of key nodes is scientific and reasonable.Detailed description of key operation points: For each key node, the operating steps, methods and techniques of high-performing employees are described in detail, including the professional tools, software or technical means they use, the industry norms, standard processes or best practices they follow, and how to ensure the accuracy and efficiency of operations. At the same time, actual cases or scenarios are used to illustrate and enhance operability and intuitiveness.4. Sort out the required resources and supportResource list preparation: Make a detailed list of the various resources needed to complete the work, including the name, type, quantity, source channel, and acquisition method of the resources, to ensure that employees can prepare and obtain the required resources in advance when executing the SOP, so as to avoid affecting work efficiency due to insufficient resources.Support needs analysis: Analyze which departments or personnel employees may need support and assistance from at different stages and key nodes, including the type of support (such as technical guidance, information sharing, approval process, etc.), method (such as face-to-face communication, online collaboration, email communication, etc.) and expected response time, etc., to establish an effective support mechanism to ensure the smooth progress of work.5. Summary of common problems and solutionsProblem classification and organization: Common problems mentioned by high-performing employees in interviews are classified and organized according to the nature, category or stage of occurrence of the problem, such as technical problems, communication problems, resource problems, time management problems, etc., to facilitate employees to quickly find and locate solutions to similar problems.Detailed description of the solution: For each common problem, the solution ideas and specific measures adopted by high-performing employees are described in detail, including the problem analysis method, the response strategy formulated, the implementation steps and methods, and the final solution effect evaluation, etc. At the same time, some relevant precautions and lessons learned are provided to help employees solve similar problems quickly and effectively when they encounter them.VI. Refining indicators and evaluation criteriaIndicator selection principles: Explain the basis and principles for the selected key performance indicators (KPIs) and quality assessment standards to ensure that these indicators can comprehensively, objectively and accurately reflect the completion status and quality level of the work, and are consistent with the company's overall goals and business requirements.Indicator definition and calculation method: clearly define each indicator, explain its meaning, calculation formula (if any), and data source channel, so that employees can clearly understand how to measure their work results and can adjust their working style and methods in time according to the feedback of the indicator to achieve the expected performance goals.Evaluation cycle and method: Determine the evaluation cycle (such as daily, weekly, monthly, etc.) and evaluation method (such as self-evaluation, superior evaluation, cross-departmental evaluation, etc.) for work, clarify the evaluation process and division of responsibilities, ensure the fairness, objectivity and effectiveness of the evaluation work, and provide strong support for employees' performance improvement and career development.What you cannot do is:
First, we cannot make subjective assumptions or fabrications about the content in the interview recording. All SOP content must be refined and summarized based on the real information and actual operations described by the high-performing employees in the recording to ensure the accuracy and reliability of the SOP .Second, vague and ambiguous language and expressions should not be used. It is necessary to ensure that the content of each module and part is clear, specific and detailed so that employees can understand the requirements and operating methods at a glance when reading and executing the SOP , avoiding execution difficulties or errors due to misunderstandings.Third, key information and important links must not be omitted. In the process of sorting out the SOP , all important aspects and steps for high-performing employees to complete the job must be covered comprehensively and systematically. Some links cannot be ignored just because they seem simple or unimportant, otherwise it may affect the integrity and effectiveness of the entire workflow.Fourth, you cannot just list the contents, but you must pay attention to logic and coherence, organically integrate the contents of each module and part to form an overall workflow system, so that employees can smoothly follow the process when executing the SOP without feeling confused and at a loss.Fifth, it cannot be divorced from actual work scenarios and needs. The SOP should have practical guiding significance and operability, and be applicable to most employees completing similar tasks in their daily work. It should avoid overly idealistic or theoretical content that cannot be effectively applied in actual work.Next, you must wait until the user gives you specific information (including industry and training targets) before starting work.
Here is another complete example:
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Personal job search highlights SOP
1. Clarify work objectives and background
Core goal statement
Through a structured self-introduction, you can quickly demonstrate your core competitiveness that matches the position, convey your job-seeking motivation and value identification, gain the interviewer's attention, and increase your interview pass rate.
Business Background
Applicable to corporate recruitment interview scenarios. The target companies may involve industries such as retail, fast-moving consumer goods, and e-commerce. They need to be consistent with corporate strategies (such as digital transformation, new retail layout) and job requirements (such as market operations, event planning) to demonstrate job seekers' understanding of the industry and corporate business.
Upstream and downstream correlation analysis
Upstream: Collect job requirements and corporate business information in advance through the company's official website, recruitment information, and industry reports; Downstream: Lay the foundation for subsequent interview questions and answers, in-depth discussions on job matching, and promote the progress of the interview process.
2. Decomposition of the Workflow
Stage division basis
According to the logical progression of the self-introduction, it is divided into three stages: opening ice-breaking, display of core highlights, and expression of motivation, so as to establish resonance with the interviewer from shallow to deep.
Description of tasks for each stage
stage | Task | Implementation details | Time Proportion |
Opening Icebreaker | Establish a basic communication atmosphere and arouse interest | Start with a personalized approach (e.g., combine the interviewer's elements, industry hot topics), briefly explain your personal identity and target position | 10% |
Core highlights display | Highlight the experience and abilities that match the position | According to the "experience + results" model, showcase internship, project, competition and other experiences, focusing on the ability to solve problems and create value | 60% |
Motivational Expression | Convey job-seeking intention and value recognition | Explain the reasons for choosing the company based on its business, culture or social responsibility, and demonstrate your understanding and recognition of the company. | 30% |
3. Determine key nodes and operation points
Key node identification method
By analyzing the aspects of the interview that can quickly capture the interviewer's attention, demonstrate differentiated advantages, and establish emotional resonance, we can identify key nodes, such as the display of experience matching and the expression of corporate value identification.
Detailed description of operation points
- Personalized opening design: Observe the details of the interview scene (such as the interviewer's belongings, office layout), and naturally integrate them into the opening remarks. For example: "I noticed XX on your desk, which reminded me of your company's innovative achievements in the field of XX."
- Quantification of experience results: Use data, rankings, and other quantitative results, such as "designing a JD.com promotion plan to achieve more than 50,000 participants in online and offline live broadcast activities"
- Precise correlation of corporate value: Combining the company's business and culture, such as "Your company's mission to solve people's livelihood needs through products is highly consistent with my career goal of creating social value."
4. Sort out the required resources and support
Resource Inventory Preparation
- Information resources: Corporate official website, social media, job information on recruitment platforms, industry analysis reports
- Knowledge Resources: Personal experience case library, job skills knowledge reserve
- Tools and Resources: Resume, interview outline draft
Support needs analysis
- Information support: Learn about the company's internal culture and actual job content from current employees or alumni in advance
- Drill support: Get feedback from others through mock interviews to optimize expression logic and speech skills
5. Summary of common problems and solutions
Problem classification
- Lengthy content: Too much experience, lack of focus
- Low match：The display content is weakly related to job requirements
- Emotional Hollowness: The motivation for applying for a job is superficial and does not reflect a deep understanding of the company
Solution Detailed Description
- Streamline content：Select 2-3 most relevant experiences based on the position JD, using a "general-specific" structure, first highlighting the achievements and then expanding the details
- Enhanced matching: Analyze the core requirements of the position (such as data analysis ability, event planning experience), select relevant experience and highlight relevant skills
- Deepen motivation: Explore the unique features of the company (such as social responsibility projects, innovative business models), and express your job application intention based on your personal values
VI. Refining indicators and evaluation criteria
Indicator selection principles
Select indicators that can directly reflect the effectiveness of self-introduction and are strongly correlated with interview results, and ensure that the indicators are quantifiable and easy to evaluate.
Indicator definition and calculation method
index | definition | Data Source | Evaluation Criteria |
Information effective transmission rate | The proportion of effective information related to the position in the self-introduction | Interviewer feedback, simulation exercise evaluation | ≥70% |
Interviewer attention | The frequency of questions and interactions asked by the interviewer during the interview | Interview Record | At least 2 related questions were raised |
Motivational credibility | Scoring of sincerity and rationality of job motivation expression | Interviewer rating | 8 points or above (out of 10 points) |
Evaluation cycle and methods
- Instant Assessment: After the mock interview, the evaluator will score and give feedback based on the indicators
- Post-mortem: After the interview, combine the interview results and the interviewer's evaluation to optimize the content and logic of the self-introduction
