[Case]:
T enterprise is a provincial famous leading enterprise. From the early OEM to today's well-known brand, the management road of T enterprise, like many enterprises, has also experienced a series of twists and turns and shocks such as development, expansion, decentralization and clarifying internal kinship. With the injection of fresh blood, the development of enterprises has also entered the fast lane. Enterprise Liu always loves talents and treats his right-hand man very generously. He firmly believes that a thousand troops are easy to buy, but one will be hard to find. It is not difficult to manage other employees as long as the right-hand man is stabilized. He is very pleased and proud to see that the new people he has trained can be independent now.
Due to the change of enterprise management, T enterprise implemented the salary adjustment scheme at the end of the year. After the introduction of the new salary plan, the storm that made Mr. Liu nervous was also surging: at the beginning of the implementation of the new salary adjustment plan, T enterprise was full of laughter and high-level officials clutching their wallets. Grassroots employees are full of energy, initiative and creativity as never before; And some middle-level employees who are forgotten by enterprises in the corner are as disheartened as children who have lost their parents, and feel that they have no position and hope in the enterprise. So the good times didn't last long. At the beginning of the new year, Mr. Liu found that none of the tasks assigned at the beginning of the year were completed. Executives have complained to Mr. Liu that his team has become more and more difficult to manage for some reasons. Middle-level employees seem to have become smooth. At first, they moved with a whip, but now they can't move. General manager Liu was surprised: how did it become like this after one year? Since you are a soldier under your command, it is your responsibility to manage it badly!
After hearing this, the senior officials began to cross the sea with the Eight Immortals, each with its own ingenious ways, both soft and hard. But his middle-level employees and some old employees just don't listen to the command, and the middle-level employees who give face are willing to do it, but they don't move behind; You told me to go east, so I went west. Finally, the senior staff had to say: leave without listening. For a time, the middle-level employees in T enterprise became a mobile trend, and even many old employees took the initiative to leave without hesitation. Large-scale exchange of blood began to spread among middle-level employees, and T-enterprise was like a deflated ball, which could never jump again.
[analysis]:
Compared with the successful experience of world-class enterprises, the problems of China enterprises are that many talents are not used rationally, their abilities are limited, their incentives are unreasonable and their brain drain is serious. What China lacks most is not talents, but government policies, governance structures, cultural concepts and incentive mechanisms for identifying, excavating, cultivating, encouraging and developing talents.
In an enterprise, the boss is like a driver, who is both the maker and executor of goals and routes. He should not only see all kinds of instruments and meters in the car, but also know the road and direction, road shape and traffic conditions, all kinds of traffic laws and regulations, traffic lights, and worry about the safety of the car itself and the whole car. Employees are like passengers. As soon as they got on the bus, they found a seat and sat comfortably. Sometimes they complain that the car is not very good, it is a little bumpy, the road is not straight, and they even clamor for music. However, in China, the same requirements have been deviated in the implementation process. The boss is considering the employees' ideas, and the employees are considering whether the boss's ideas are right or not. How do you handle such a group of "disobedient" employees? Strike them, or encourage them to continue "disobedience"? The key is how to manage these "disobedient" employees.
[coping]:
From a trivial matter to a big enterprise, the most untrustworthy thing is the "personnel system". Everyone has secular desires, and everyone is one-sided and narrow. We should use scientific system to restrain the weakness and ugliness of human nature, so as to give full play to human potential and initiative. Because everyone has always worshipped heroes and thought that heroes create history. Don't successful entrepreneurs like Li Ka-shing, Zhang Ruimin, Liu Chuanzhi and Liu Yonghao all rely on their personal efforts, wisdom and talent to create the brilliance of their enterprises? However, people who have carefully studied the centuries-old business history of many classic enterprises know that the key to their success lies in their mechanism of selecting, employing and managing people. There are a series of practices and regulations on the selection, training, concept quality, incentive mechanism and strategic direction of employees. This is also the successful experience of truly internationally renowned enterprises in employee management, and it is also a good means to manage some disobedient "out of place" employees.
Respect the value of "reasonable rewards and punishments" for employees
Respect the personal value of employees, understand the specific needs of employees, adapt to the supply and demand mechanism of the labor market, and rationally design and implement a new employee management system based on the principle of two-way choice. If you can respect the opinions of employees, even if you don't adopt their suggestions in the end, you will find that they will be more willing to support your decision. Employees don't want to be dominated by simple orders and instructions. They want to play a more important and meaningful role in their work. It is the basis of competitive advantage to regard people as the important capital of an enterprise and implement this concept in the specific management work of the enterprise, such as system, leadership style and employee salary. When employees want to participate, but you don't give them the opportunity, they will alienate management and the whole organization.
In the past, the feudal paternalistic style of treating management posts as officials and employees as tools should be abandoned and given reasonable rewards and punishments, which is a very effective incentive. Of course, employees' improper performance should be blamed or punished, but their excellent performance should not be erased. Appropriate rewards should be given to balance employees' minds. When evaluating and rewarding employees, we should pay special attention to their actual performance, not what they say verbally. We can't reward opportunism and neglect hard work. A sense of accomplishment can stimulate the work enthusiasm of xuexihr.com/h/q employees and meet their internal needs. Reward with sincerity, don't overdo it, and don't be glib. The limit of reward is very important. Reward what just happened, not what has been forgotten, otherwise the influence of the reward will be greatly weakened.
Communicate effectively with "outgoing employees"
Management is not a matter for a few people in the organization, but for everyone in the organization. The manager is the subject of management, and the managed is the object of management. Only when they interact and influence each other can a complete management process be formed.
No one likes to be kept in the dark, and employees will have a lot of dissatisfaction and opinions, although some are correct and some are incorrect. Supervisors and employees often communicate the work undertaken by employees and the relationship between his work and the development of the whole enterprise, so that employees will be encouraged, feel respected and feel the value of his work itself. This will directly bring satisfaction to employees' sense of self-worth, and work enthusiasm and enthusiasm will naturally improve. Only through communication can the supervisor accurately and timely grasp the work progress and problems of employees and provide support and help to solve the problems in employees' work in time. This can help him finish the work in time and with high quality as required, and then ensure the coordination of the whole unit, department and even the whole enterprise.
It is in this sense that effective communication is an important link to improve the operational efficiency of enterprises. To realize the standardization of management communication, it is necessary to establish an efficient and scientific communication skill and method as a specific management behavior standard for employees to follow.
Objective evaluation, sincere praise
When evaluating employees' work, enterprise managers should take three steps like sandwich cookies: first, affirm employees' work achievements, then specifically point out employees' shortcomings, and finally put forward your expectations for them. Describe the problem as accurately as possible, and generalities will not achieve good results. On the one hand, your employees can't know whether their work is good or bad, on the other hand, generalizations may not convince your employees at all, but people feel that you are giving him "little shoes to wear". This kind of criticism is caught in praise, which is clever and euphemistic, so that the criticized person knows clearly and will not lose face.
It is necessary to evaluate the work of employees clearly and praise them sincerely. Praise must be true and heartfelt, whether it's from parents to children or from supervisors to employees. False and random praise will be discovered sooner or later, and it will also make your employees wonder: "I didn't do well in this respect, but he praised me." What does this mean? " Sarcasm me? "This is worse than criticism." Xiao Zhang, you are a very motivated young man. I hope you will do better next time. ""Xiao Huang, I find that your work is improving every time. I'm so happy. I believe you can make greater contributions to this department. "Don't underestimate these comments, it can make your employees feel warm and passionate when accepting your criticism.
Job matching authorization, safeguarding employees' interests
In fact, enterprise management is a process in which investors decompose all kinds of powers, so as to match the post responsibilities with the post powers, thus making all aspects of the enterprise operate effectively. This process of power decomposition is the process of authorization. Reasonable authorization can effectively improve the management level and efficiency of enterprises, which means that grass-roots employees can make correct decisions by themselves, which means that you trust him and that he and you are taking responsibility at the same time. When a person is trusted, generate will show more enthusiasm and creativity. Not every decision is made by employees. Don't do what you can authorize. Employees should play the role of supporters and coaches.
Although many small and medium-sized enterprises appear in the name of limited liability companies, only a few shareholders hold the control right of the enterprises, forming two layers of skin in the enterprise organization. Establishing a broad employee stock ownership system will become an effective means for enterprises to cope with challenges, avoid risks and tide over the crisis. The protection of employees' interests will inevitably produce the effect of "unity is strength". At the same time, enterprises should also make personal development plans for each employee. In daily conversation, when evaluating employees' performance, we should often ask employees what their career development goals are, help them understand their strengths and weaknesses, formulate practical goals and methods to achieve them to support employees' career planning, and then try our best to train and support employees, thus greatly reducing the probability of employees' "dislocation".
Building the Core of Employee Corporate Culture
Corporate culture is the common values and code of conduct of enterprise members, the soul of the enterprise and the driving force to promote its development. If an enterprise has a good corporate culture, it is the key for human resource managers to help enterprises retain talents. The establishment of corporate culture is by no means an empty slogan, but a complete cultural system. Through the construction of corporate culture, establish the concept of full value and full participation, constantly enrich the content of corporate culture and inject more fresh blood, which requires human resource managers to make corporate culture a popular culture, which will make employees more acceptable and eventually become a behavior and a habit.
Creating a good corporate culture atmosphere is conducive to stabilizing the talent team and promoting its further development. Through the construction of corporate culture, we will create a highly harmonious, friendly, cordial and harmonious atmosphere, condense the creativity of talents, encourage talents to keep forging ahead, and acquire knowledge of values. Cultivating the values of * * * is the core content of corporate culture. Every successful enterprise should have its own entrepreneurial spirit, edify enterprise talents with a kind of * * * values, and guide enterprise progress. Employees will only "obey" and "stick to their posts" if they feel that they can get constant support in their work and learn new things, and then they will stay and be more loyal to the enterprise.