Format of the debriefing report

First, about the report of the debrief itself. Why is it a job? What problem is solved? Just let everyone make a debut, or let everyone solve the problem through debriefing?
Job description, first of all, should have a clear statement of performance and responsibilities. The key point is to share the performance of the job with the organization, otherwise it will be fine to report to the boss. Summarize and refine your successful experience over the past year. Through the sharing of successful experiences, it is a learning in itself. And by summarizing and refining the experience, it is also completing a system.
In the process of presentation, we must speak with data and facts. At the same time, we must pay attention to the refinement of successful experiences. Don’t just list them. What have I done today... Some of them have dozens of articles, and they have no accounts. The refining of the running account has not been well and systematically summarized for successful experience. The ultimate goal of debriefing is to improve the system by summarizing experience.
Second, another purpose of the debrief is to find the problem. That is, what problems do we have in the past year; at the same time, we find the cause of the problem. Identify problems through analysis and avoid making the same mistakes later. Allow mistakes, but don't make the same mistakes. We should go deep into the analysis of the problem and find out the person responsible for the problem. What are the relevant reasons? Learn from the lesson, don't avoid the person responsible for the problem, find the key to the problem and the way to solve the problem. It is necessary to avoid being limited to talk about phenomena, lack of reasons, responsible people, and how to avoid analysis in the future.
Third, debriefing itself is a process of capacity development, a process of development of self-abilities and team abilities. In addition to performance experience and problems, we also need to analyze the construction of our team and human resources management issues.
Human resources should not be a matter of one department of the human resources department, but something that every manager must participate in. The department manager is responsible for the talent structure and core talent loss of the department. If our talents can't stay and the talent structure is not improved, it means that your performance has not improved.
How to put our human resources construction and corporate culture construction in the debriefing? We talked less about this. Explain that in our statement of performance, we are not paying enough attention to software, namely team building, cultural construction, and team building. Few people are analyzing the ability to improve. What are my abilities? What improvements should I have in my ability next year? What improvements should be made in management? And not only individuals, but also teams. If the team's ability is not improved enough, then personal improvement alone is not enough.
Fourth, determine new goals, new ideas, and new systems are another requirement for debriefing. Because debriefing is a management process, it is possible to find problems and improve work in a timely manner. This is a process of generating new ideas.
Why do you want leaders to participate? Let your ideas be understood by the leaders. This is a benign interaction concept. The judging is not only an evaluation score, but more importantly, it is to understand whether it is consistent with the overall situation, the overall thinking of the group or the company by understanding the new ideas of the descriptive. This process is also a process of communication between the top and the grassroots, a process of mutual agreement. Therefore, debriefing is a management process, a systematic process. A reason for a performance promotion system.