As for why there are these three types of employees, the reasons are:
Old employees: Old employees are most afraid of being replaced by new employees, so they can't rely on their senior position to win some conditions with the company, and they are used to the environment of the unit and don't want to be replaced by new employees.
Employees with weak working ability: because there is no better person, the unit is unwilling to dismiss, but once there are new employees and people with good ability, these people with weak working ability may be dismissed.
Core employees: Because they are very important in the company, they have the right to speak. However, the arrival of new employees does not exclude people with good comprehensive ability or good potential, so their status is threatened.
What kind of person doesn't like being flattered? People with a strong sense of justice are annoying.
Why don't the old employees of the new company like talking to the new employees? They have a feeling of a small group. It will be fine after a long time.
When you become an old employee, you don't want to talk to new employees.
How to keep new employees and start new jobs is almost the same as any major decision, such as buying a house and getting married. Just look for all kinds of evidence to make sure that your decision is correct. When you find that even a small expectation has not been fulfilled, you will feel betrayed.
At present, many enterprises are not only faced with the loss of senior employees for more than five years, but also with the loss of many new employees who have served for less than six months. The reasons for job-hopping mentioned by new employees, such as salary, personal reasons and better development, are really difficult for enterprise management to understand and accept. Faced with the sonorous fact that they have invested a lot of manpower, material resources and financial resources and are full of hope that new employees can contribute to the enterprise, the management of the enterprise really lamented that "year after year is different" and its own enterprise has become "iron camp, mobile recruits".
In fact, the active mobility of employees, whether they are old employees for more than ten years or new employees within half a year (referring to the behavior of employees leaving the enterprise through resignation) is usually the result of the joint action of internal "thrust" and external "pull". In other words, in the case of external "pull" factors-promotion, high salary, development opportunities, etc., employees generally do not resign. But there are no internal "push" factors (lack of internal promotion opportunities, unreasonable or unfair salary distribution, complicated interpersonal relationship or superior-subordinate relationship, etc.). On the other hand, employees generally don't abandon their "iron rice bowl" to wait for another "golden rice bowl" with only internal "push" factors and no external "pull" factors. It can be seen that the active flow of employees is the result of the simultaneous action of internal "thrust" and external "pull".
So, what is the internal thrust factor of new employee flow?
Where does the danger come from?
First of all, let's look at the time period when new employees flow.
According to the survey of hannigan Business Consulting Group, there are three peak periods for general employees to leave their jobs, one of which is the crisis period for newcomers before and after the probation period. Because during this period, new employees find that their work nature or workload is beyond their ability or disagree with their boss, they will immediately feel resigned.
According to Leigh Branham's book "Keep the People Who Let You Do Business", several surveys show that:
50%-60% employees change jobs in the first seven months of work. A survey of 65,438+0,000 CEOs shows that 40% of new managers left their jobs in the first 65,438+08 months. Experienced managers know that they are most likely to lose employees in the first six months.
According to the author's work experience and the actual situation of domestic enterprises, we can call the new employee flow from 1 day to 180 day as the "dangerous honeymoon period" between new employees and enterprises.
Secondly, let's analyze the reasons for the flow of new employees, that is, the thrust factors of new employees during their honeymoon period.
According to a survey conducted by a foreign consulting organization, there are four main reasons why new employees leave within 90 days of joining the company:
1. The task is not clear.
2. Excessive work pressure
3. Unable to integrate into the organizational culture and information network.
4. Tension with the immediate supervisor
Generally speaking, new employees will not leave because of salary during this period, because the salary has been negotiated at the time of entry and will not surface at this stage, which has become one of the reasons for the flow of new employees.
Of course, there are many internal thrust factors for new employees to leave. However, according to the author's experience, among the numerous thrust factors in the enterprise, the most critical or fundamental thrust factor is that the new employees suffered too many realistic shocks during the "honeymoon period", which fundamentally shook their determination to join the enterprise. The above four reasons that lead to the departure of new employees are also the basic sources of practical influence.
The so-called reality shock refers to a psychological feeling caused by the difference between the good expectations of new enterprises and new jobs formed by new employees during the recruitment interview before joining new enterprises and the actual situation of new enterprises and new jobs experienced by new employees after joining new enterprises. Simply put, it is the gap between reality and expectation. Usually, such differences are often negative for new employees. Many new employees will encounter "realistic shock" within a period of time after joining a new enterprise (usually about three to six months after joining the company), even on the first day of work or the first moment of entering the enterprise. If new employees are subjected to more and more realistic impacts as time goes by, and finally exceed their psychological endurance limit, then new employees will resign and leave the enterprise.
So, from what aspects does the enterprise affect the new employees and have a realistic impact?
First, enterprises ignore the first feelings of new employees. This phenomenon is very common in many enterprises, and it is the most direct factor that leads to the realistic impact of new employees. You know, when a new employee starts a new job, it is almost like any major decision, such as buying a house or getting married. After making a decision, he will look for all kinds of evidence to ensure that he has made the right decision. When you find that even a small expectation has not been realized, you will feel betrayed and fear that the company will not perform the contract. Many new employees are looking for signs to prove that their decision is correct on their first day at work. And this search is often carried out through "feeling".
Therefore, when a new employee enters a new enterprise with bright vision and full enthusiasm, he often hopes that his arrival will be welcomed and valued by the management and colleagues of the enterprise, and that the hardware facilities for his work have been configured. However, many enterprises often ignore the feelings and needs of new employees. The management didn't make any arrangements or preparations for the arrival of new employees, as if nothing had happened. This makes new employees feel that from the initial security check-in, to the receptionist of the enterprise and then to the department, everyone doesn't know about his arrival, and his "sudden" appearance is "disrupting" everyone's normal work arrangements. In fact, enterprise management should remember that for many new employees, as long as one thing is different from expectations, it will cause "customer regret." The regret caused by this neglect is very expensive, because eventually the enterprise will lose talented new employees.
Second, enterprises mistakenly welcome new employees. At present, managers of many enterprises will make the following mistakes when "welcoming" new employees, which makes new employees feel worried and have a bad impression on their new jobs. These errors include:
Let new employees know about the enterprise in an assembly line way.
Let new employees attend lengthy seminars and keep filling out forms.
Office furniture and office supplies are not ready before the new employee's first day at work.
Ignore new employees, or just let them read the company manual, without one-on-one communication.
The process of new employees' understanding of the enterprise situation is completely managed by the human resources department, and the department where the new employees work and its managers are not involved.
Managers of new employees are not required to set specific performance goals for new employees.
Such mistakes often make new employees understand that everyone is "coping" with his arrival.
Third, enterprises do not pay enough attention to new employees.
For the arrival of new employees, the management and relevant departments (generally referred to as the employing department and human resources department) did not make any preparations in advance, resulting in the inability of new employees to carry out their work. I have a lT friend who joined a large European-funded enterprise established three years ago as the manager of the information technology department. However, within one month after the company reported for duty, the company did not give him a separate desk and a desktop or laptop. In the next few weeks, no one cared about his hardware configuration. He can only share his desk and computer with subordinates in his department. Finally, he left the company after 60 days. Every time I talk about it, my friend is still upset and can't calm down. If enterprises attach importance to new employees, it is absolutely impossible not to prepare desks.
Fourth, enterprises can change the job type or job content of new employees at will.
The author originally had a colleague who jumped to a local American-funded enterprise and served as the newly established strategic marketing manager of the enterprise. My colleague wanted to give full play to his strengths and do something ambitious, but unexpectedly, after joining the company, he found that the management of the company did not really think strategically about the strategic marketing department, and even the motivation for setting up the department seemed to be the need of internal "political struggle." As a result, he has nothing to do all day and often begs for work from his boss. A month later, the boss talked to my colleague and said that the strategic marketing department would be cancelled and my colleague would be transferred. My colleagues feel that they have fallen victim to the political struggle of enterprises. In a rage, he left the American-funded enterprise, but his heart kept sending out indignation: if I had known this, why should I have?
Fifth, the job description of the enterprise is not clear, and the work pressure of new employees is too great.
During the recruitment period, some enterprises either have no job description or simply can't tell what the job responsibilities are. After the new employee reports for duty, he will arbitrarily overweight the new employee. Many old employees often bully new employees, "entrust" their complicated affairs to new employees or make new employees suffer for nothing, which makes new employees feel physically and mentally exhausted.
Sixth, corporate interpersonal relationships are complex.
When recruiting new employees, some enterprises deliberately conceal the complex interpersonal relationships existing in the enterprise itself. Sometimes, the outward recruitment of enterprises is a compromise choice of unbalanced internal relations, hoping to ease or neutralize complex internal relations through "foreign monks". In addition, if the supervisor is jealous of the talent of the new employee and worried that the new employee is a "grave digger" prepared by the upper management, the new employee will definitely put on the "little shoes" given to him by the supervisor. Moreover, if colleagues around feel that new employees are ahead everywhere and are favored by the supervisor, it will inevitably lead to psychological imbalance, leading to uncooperative attitude with new employees and setting obstacles for new employees' work everywhere. Complex interpersonal relationship is one of the important reasons for employee turnover in enterprises at present.
Seventh, the culture and values of enterprises conflict.
When new employees enter an enterprise with a certain history, they will be impacted by the new corporate culture and value orientation. If the enterprise lacks this content in guiding new employees, it will certainly make new employees suffer "corporate culture shock"
Generally speaking, there are three reasons for employees' "corporate culture shock":
I lost my original role in the original cultural environment in different corporate cultures, which led to emotional instability.
Contradictions and conflicts of values. The cultural values I have formed for a long time are not harmonious or contradictory to some values in different corporate cultures, which leads to confusion in behavior.
In different corporate cultures, the differences in working methods, styles and habits from their original or their original enterprises make it difficult for them to adapt.
"Cultural shock" generally goes through four stages: honeymoon period, depression (or hostility) period, recovery adjustment period and adaptation period. If we don't guide the new employees to adapt to the different cultures of the new enterprise through the second stage, the final result is often to leave the enterprise.
Eighth, the initial work assigned to new employees by enterprises is meaningless and challenging. Most experts believe that the most important thing an enterprise can do is to get the first job for new employees, which is meaningful and challenging. When many enterprises arrange jobs for new employees, they often assign boring, complicated and distant jobs to new employees, or let new employees undertake some simple jobs and tasks for a long time. This will often kill the enthusiasm of new employees, leading them to feel that they are "overqualified" and can't give full play to their specialties.
Ninth, enterprises lack requirements for new employees. The expectations initially expressed have a decisive influence on the new employee's work schedule. If the supervisor expects the new employee to have high-quality performance and expresses it in words and actions, the supervisor will get the possibility of high-quality performance from the new employee. This also shows that there is a "pygmalion effect" between new employees and supervisors. In other words, the higher the supervisor's expectation, the more he trusts and supports his new employees, so the better the new employees will do and the higher the quality of their work. However, the supervisors of many enterprises often do not put forward strict requirements or expectations for new employees after they report for duty, nor do they have performance goals and assessments. They let the new employees fend for themselves in the new environment.
Actively prevent and eliminate thrust
These are the most common thrust factors for the flow of new employees, and they are also the main reasons for the realistic impact of new employees after joining new enterprises. In order to eliminate these thrust factors or prevent the actual impact, enterprises should take the following preventive measures.
Give new employees positive realistic influence and reduce negative realistic influence. If the enterprise makes full preparations around the concerns of new employees, and provides positive and effective answers to their concerns after new employees join the enterprise, it will definitely have a positive practical impact on new employees. When new employees join the enterprise, they often ask themselves the following questions:
Am I popular and valued?
What aspects of my job are important to the enterprise?
What are the specific expectations of enterprises for me?
Can I study, develop and accept challenges here?
Can I judge and create independently?
In addition, enterprises should strengthen care and emotional training for new employees in their work and life, so that new employees can feel valued rather than ignored. At the same time, the commitment of enterprises in recruitment should be fulfilled as soon as possible. The "caring" practice of enterprises in the first few days after new employees join will make new employees have unexpected surprises, thus making new employees have a positive practical impact. You know, positive practical influence will often consolidate the determination of new employees to join the enterprise.
Enterprises should do a good job of "previewing practical work". "/Real Work Preview" (RJP) is to provide candidates with all aspects of information about the enterprise and work, including positive and negative information, so that they can form a more accurate, realistic and balanced evaluation of the future enterprise and the work to be done, thus reducing the impact and pressure of expectations and reality, improving the attraction and loyalty of the work, reducing the intention of voluntary resignation and improving the retention rate of employees. It can be seen that "realistic work preview" is one of the effective ways for enterprises to minimize the negative realistic influence of new employees and improve long-term work performance. The root cause of many negative realistic influences is that enterprises have not done a good job in RJP. If the enterprise introduces or shows the work of potential new employees and the overall situation of the enterprise to new employees realistically, it can significantly improve the long-term retention rate of those new employees who are hired to engage in relatively complex jobs.
Give new employees red carpet VIP treatment. Another important way to avoid the negative reality is to let new employees be welcomed by the red carpet specifications as soon as they step into the enterprise on the day of registration, so that new employees can feel like team members. Because what new employees see and hear in the enterprise on the day of their job registration and in the following days, as well as their actual feelings about the workplace and working atmosphere, will consolidate or shake the original choices of new employees.
It is necessary to avoid the mistakes that managers of many enterprises often make when "welcoming" new employees. Relevant departments of the enterprise, especially the human resources department and the department where new employees will work in the future, should abide by the following guiding principles of red carpet treatment before and after new employees report for duty:
◆ Preparations before reporting for duty:
Prepare office furniture and common office supplies, and try to avoid providing "second-hand goods" to senior management.
Desk, chair, filing cabinet.
Computer, printer, telephone, mobile phone, SIM card, to ensure the smooth flow of related links.
Pens, punches, erasers, staplers, nail guns, rulers, correction fluid/pens, posters, notebooks, double-sided tapes, transparent tapes, folders and other stationery.
Work clothes and related safety facilities.
Tools and toolboxes.
Tidy up the office/workplace and keep it clean and tidy.
◇ Preparation of enterprise and department information.
Prepare enterprise history and product introduction materials.
Enterprise employee handbook and other policy documents related to welfare and discipline, and summarize the main points into a table.
The organization chart of the enterprise and department to which the new employee belongs, to ensure that the position of the new employee has been marked on the organization chart.
Job description of the new employee.
National and local documents and regulations related to the post.
A dictionary or handbook of languages or tools.
◇ Set the email address, password and extension number of new employees, and incorporate relevant information into the internal address book of the enterprise.
◇ Prepare the internal address book of the enterprise.
Prepare business cards for new employees to ensure that there are no mistakes (especially job titles).
◇ Make employee identification cards and attendance cards for new employees.
◇ Equipped with necessary keys or corresponding passwords.
◇ Prepare the plan of the enterprise office area (mark the name of the department, the name of the employee or the job title, hand washing, meeting room, restaurant, safe passage, etc.). ).
◇ Prepare company meal coupons.
◇ Prepare the bus route map of the enterprise (indicate the station name, time, model, license plate, driver's name, mobile phone number, and attach the famous buildings near the station name for the convenience of new employees).
◇ On the day when the new employee reports for duty, appoint an enthusiastic employee to accompany the new employee to have dinner in the restaurant.
Designate an enthusiastic and responsible employee (employing department or human resources department) as the "contact person" of new employees to help them solve some daily problems they will encounter after starting work.
◇ Prepare a "help card", listing the names and telephone numbers of the new employees who can ask for help when they encounter specific problems.
◇ Designate an employee with relevant work experience, enthusiasm and responsibility as the "master" of the new employee to help the new employee get familiar with the work as soon as possible in the early stage of work.
◇ Provide a comparison table of abbreviations commonly used within the enterprise (names of people, departments, products, etc.). ) and the explanation table of commonly used terms within the enterprise.
◇ Notify the security guard, front desk receptionist and the arrival time of new employees in the employing department. New employees in important positions should inform senior management and relevant department heads.
◇ Make work arrangements for new employees on the day of registration and the following week.
Prepare a welcome card or letter signed by senior management.
If you are recruiting new employees from different places, you should prepare housing and necessary daily necessities, as well as maps and city brochures of local cities.
Go to work on the day of registration
◇ Confirm that the preparations for new employees before reporting for duty have been implemented.
◇ Relevant managers are waiting for the arrival of new employees in the company lobby.
◇ Discuss the specific arrangement of the day and week with new employees, and introduce the unified arrangement and schedule of new employee training.
Accompany new employees to visit enterprises and departments, and introduce the departments and employees that new employees will work closely with in the future. At the same time, it introduces the location of public places in the enterprise, including meeting rooms, restaurants, coffee rooms, lounges, parking lots, clinics, safety exits, toilets and so on.
◇ Arrange a group photo and sign the photo as a souvenir if necessary.
◇ Arrange senior management to meet new employees.
◇ Send a welcome letter, and make use of the bulletin board and internal network to announce the employment decision, including the brief background, work department and post, position and main responsibilities of the new employee. Important positions shall be announced to relevant units at the same time, including departments, customers, suppliers, important directors and shareholders.
◇ Describe the department, post name, position and responsibilities of the new employee to the new employee; Ensure that these contents are consistent with the information obtained by the new employee during the interview.
◇ Provide new employees with prepared office supplies, documents, business cards, ID cards, attendance cards, "help cards", meal coupons, office plans, bus route maps, key points of enterprise systems, internal comparison tables of commonly used abbreviations, explanation tables of commonly used terms, internal address books, etc. And make necessary explanations and introductions.
Hold the necessary welcome meeting for new employees in the evening. The department heads of new employees and the human resources department can jointly hold a welcome dinner for new employees and invite those employees who will work with new employees in the future to have dinner together to strengthen mutual communication and understanding. At present, most enterprises will carefully prepare a farewell party for an employee who is about to leave (and invest in a competitor), instead of giving him the same level of welcome when he first joined the enterprise.
◇ After the probation period.
◇ Introduce the overall operation of the enterprise to new employees. This includes the history, organization, important products, research and development plans and services of enterprises and groups.
◇ Introduce the enterprise's goals and culture to new employees. According to the latest research report, once employees feel informed of development goals, plans and other information at any time, the talent retention rate of these enterprises will be significantly improved. Therefore, enterprises should make full use of the debriefing process of new employees and constantly introduce their mission, values, culture, competition and growth plans.
◇ Introduce all aspects of enterprise policies to new employees in time. New employees should keep abreast of all aspects of the company's policies, including salary and benefits, various insurances, incentive policies, work and rest time, labor discipline, long-term welfare plan, career development plan, etc.
Let new employees complete the necessary recruitment procedures in time. The first five days after new employees report for duty is the best time to ask new employees to fill out relevant forms and sign employment contracts. The human resources department of an enterprise should arrange for new employees to fill in the necessary forms in time and ask them to provide the necessary employment information. Otherwise, when new employees go deep into work, it is not appropriate to fill in the form, which is easy to cause resentment among new employees.
Collection and feedback of probation work information.
Listen to the opinions of new employees and employees working with new employees on work and cooperation regularly, and give feedback at any time.
Probation evaluation and result feedback.
For the above preparatory work, the enterprise can make a form, and indicate the names of the responsible departments and persons, as well as the completion date and the progress of the preparatory work. These jobs seem small, but they are potentially important to new employees and enterprises. These jobs can make new employees immediately feel that the enterprise has regarded him or her as a member of the enterprise team, thus avoiding the strangeness and loneliness of new employees, reducing the negative realistic influence of new employees and laying a positive foundation for new employees to integrate into the enterprise as soon as possible. At the same time, because the job transfer of new employees is concerned by their families, friends and past colleagues, the new feelings and impressions of new employees in the new enterprise are also concerned by them in the first few days after they join the enterprise. If the enterprise does well in the above aspects, it will certainly improve the image and reputation of the enterprise in the local community and lay the foundation for the enterprise to find better and more suitable talents in the future.
◇ Strengthen the training and guidance for new employees. Enterprises should strengthen the training and guidance for new employees, especially in corporate culture, values, corporate mission and vision, corporate behavior norms and so on. Willing to spend time and money to train and guide new employees. It is unrealistic to expect new employees to start without patience. If we can make the hearts of new employees "submit" to the cultural value system of the enterprise in a short time, we will certainly improve the retention rate of these new employees.
◇ Provide a meaningful or challenging initial job for new employees. John, CEO of BP? John brown once said that the job of leaders at all levels is to show employees that they have the ability to surpass themselves and do better. Business leaders should provide new employees with a meaningful and challenging job according to their specific abilities, because such a job is one of the most powerful but uncomplicated ways to help new employees realize their career development.
Explaining their work to new employees is crucial to the success of the enterprise. Craig from the hartland Institute? Craig Neal once said, "When people feel that they are not only working for themselves, but also contributing to a greater cause, miracles appear-just like turning the stone into gold-beyond rational thinking and possibility; What can't be done can be done, and what is impossible can also become possible. " Because whether employees' work is important to the enterprise is one of the most fundamental and necessary conditions to decide whether employees will stay or not. Investigators J.R. HACKMAN and G·r· Oldhan who motivate employees have proved that when a job has five basic characteristics, employees will show strong self-motivation, high job satisfaction, high level of performance, better customer service, less absenteeism and job-hopping, and so on. One of the basic characteristics is the importance of the task. In fact, if the design is reasonable, all the work has certain significance. However, this does not automatically guarantee that employees who hold these jobs are fully aware of why their jobs are important. It is in these places that enterprises can make fundamental changes-explain the importance of their work to every new employee. This will greatly enhance the interest of new employees in their work.
Provide career development-oriented job performance evaluation for new employees. The supervisor should set goals and performance evaluation standards for new employees and reach an agreement with them. For performance, the supervisor should make an evaluation in time and feed back the evaluation results to the new employees in time. The deviation of new employees' work performance should be adjusted in time. At the same time, the information of new employees' potential career development path is also concrete. Supervisors should know how to evaluate new employees and understand their needs.
◆ Strict requirements for new employees. DouglaS Hall and Francine Hall once said, "Don't assign a new employee to a stale, demanding or unwilling supervisor." In the first few months of a new employee's exploratory work, he or she should find a supervisor with special training, good performance and the ability to provide necessary support to the new employee by establishing high work standards.
◆ Provide "mentoring" opportunities for new employees. The so-called "mentoring system" means that an enterprise uses an experienced employee (master) in a certain field to train and teach new employees (apprentices). Through such personalized attention, enterprises can timely convey the information, feedback and encouragement that new employees want to new employees through "masters". Moreover, new employees can also master the necessary information such as positions in the shortest time. In order to help new employees adapt to the company's environment in the first 90 days, Wal-Mart, the world's largest retailer, appointed some old employees as their hosts and evaluated their progress in 30 days, 60 days and 90 days respectively. These efforts have reduced the brain drain of the whole company by 25% and provided new impetus for the further development of Wal-Mart.
In short, the management of new employees should learn from the mushroom management rules. The so-called mushroom management rule refers to a management method that many organizations treat newcomers or newcomers. It often means that newcomers are often placed in dark corners (neglected departments, or errands), poured with a lot of shit (unwarranted criticism, accusations, and generations of people), and left to fend for themselves (without necessary guidance and support). The result of mushroom management rules will inevitably lead to the outflow of excellent new employees from the enterprise.
Let employees clearly see that he can get good training and treatment in the company, and it is important for him to think that this can play a significant role in his career planning. In addition, the company's system and structure should be sound, the working environment and employee atmosphere should be good, and it is not necessarily a good idea to engage in less corporate politics and pay high salaries.
Why can't the company keep new employees? It is a common problem for enterprises to find jobs. When new employees enter the enterprise, they are very sensitive to everything in the enterprise, and they are also prone to fear and retreat. A warm and good environment and simple interpersonal relationship can appropriately alleviate the psychological pressure of new employees, but it is fundamental for enterprises to have a complete and sound formulation and system in selecting, educating, educating and employing people.
How do enterprises retain new employees who have just entered the company? First-class enterprises do culture. If an enterprise can establish its own culture, it is not difficult to retain employees. From the simplest way to provide employees with basic living security, to complete salary and benefits, and then to spiritual encouragement and affirmation, we will advance step by step. You can study the theories of Maslow, mcclelland, herzberg and others, so as to gain a deeper understanding of how to grasp the hearts of employees and retain outstanding talents.
Enterprises use more old employees, and enterprises use more new employees. The above problems will occur when any company develops to a certain stage. This is not a question of good or bad, but a question of necessity and uncontrollable! If the enterprise needs a strong minister, it means that the boss may neglect the control of the company at ordinary times, and it is potentially dangerous for the old employees to fail to recognize their contributions and abilities to the enterprise; There are two ways to generate electricity when it is not needed: first, employees have realized their rights and responsibilities and are controllable; Second, the boss realized it, but the employees didn't. At this time, two problems must be solved: 1. Communication produces knowledge. If we can cooperate for so long, the basis of communication should be no problem; 2. Find ways to solve it, such as giving employees some shares or letting employees start their own companies. As a support for individuals, enterprises mainly invest in shares, and anyone will have the consciousness of being a boss; To sum up, if there is a real minister in an enterprise, it is because the enterprise is not clear about the post responsibilities and powers and responsibilities, and lacks assessment and supervision. At least it shows that the system construction is not synchronized with the development of the enterprise, or it may be that the enterprise lacks the flexibility and space to establish the organizational structure and does not customize the rules for each stage of the employee's career.