How to handle competition among good employees

How to handle the competition between two outstanding employees?

Question: Two great employees have excelled in the business, but also displayed a strong competitive relationship with each other. How should we understand and handle this kind of competition so that it can form the greatest synergy and avoid the situation of "one mountain cannot tolerate two tigers"? (Asked by: MHT1993)

Answer: For every enterprise, the more talents the better, of course, the relationship between talents must be properly handled, create a healthy competition atmosphere among them, and allocate them In the most suitable positions, maximize their respective advantages and form the greatest synergy between them. The following handling methods are available for reference:

First, the management of the enterprise should pay full attention to these two outstanding talents, conduct a comprehensive assessment of them, fully understand their performance records, training records, and career development trajectories in previous years, and clarify their respective strengths and weaknesses, as well as strengths and weaknesses in character, and use this information as a basis to determine their most suitable and good positions.

Secondly, the enterprise management can try to allocate these two outstanding talents in different business areas or regions, such as one talent in charge of existing business, and another in charge of emerging business; or one in charge of the southern area, The other is in charge of the North District, avoiding potential head-on conflict in this way. At the same time, a benign competitive environment and atmosphere should be created between them, and through the establishment of a scientific and reasonable performance appraisal system, they should speak with facts and evaluate their respective performance. In addition, they can be made aware of their strengths and weaknesses through appropriate methods when appropriate.

In addition, for these two outstanding talents, the company management should assign mentors to them to help guide their career development, and provide advice and feedback on their performance and ability performance on a regular or irregular basis, formally or informally , and formulate career development paths for them that meet their respective characteristics, so that they will feel that they have good development space and opportunities in the enterprise.

Through the above methods and measures, the advantages of the two talents are complemented, and conflicts are avoided as much as possible, so that they can jointly contribute to the development of the enterprise.

How to evaluate workgroups composed of cross-departmental personnel?

Problem: The company's project team consists of engineering design staff, production staff, and purchasing staff from various departments. During the discussion on establishing the performance appraisal system of the project team, the manager of the purchasing department believed that the purchasing staff in the project team still belonged to the purchasing department, his work should be arranged by the purchasing department, and the performance appraisal should also be carried out by the purchasing department. (asked by: Snow Mountain Hunter)

Answer: The performance management of the project team members is one of the more difficult performance management. We should not simply interpret the assessment as the final job evaluation, but should look at it from a system perspective.

Performance management should include the setting of performance plans at the beginning, that is, to determine the main work content for employees during the appraisal period, expectations and requirements for the results that should be achieved by these work, such as project progress, cost control, safety request etc. After setting the employee's performance plan, before the formal performance appraisal, the manager should supervise and guide the completion of the employee's performance plan, and find ways to help the employee complete the established performance plan. Finally, it is the assessment of the completion of the employee performance plan, and the official inspection of the completion of the employee's work.

If we understand performance management in this way, then the authority distribution of performance management should be who directly arranges work for employees, who is responsible for supervising the daily work of employees, and who should ultimately be responsible for evaluating and evaluating the employees. Then the performance management of the project team members should consider who arranges the work of the project team members.

If the project team members join the project team on a full-time basis during the project, and the employees are completely arranged by the project manager during the project team, then the evaluation of the employees during the project should be performed by the project manager. If the work of the project personnel needs to be arranged by the project manager and sometimes by the manager of the line department, then both departments have the right to evaluate the project team members. For example, if 50% of the work of the project team members is arranged by the project manager, and the other 50% of the work is arranged by the line department, the project manager and the line department manager can evaluate 50% each.

As for who should arrange the work of the project team members, it depends on the nature of the project team. If project members are full-time, employees should be assigned primarily by the project team manager during the project team. If the project member is not full-time and the employee is still responsible for the work in the department, both the project manager and the line department manager have the right to assign work to the employee.

How to reduce the loss of core employees from job-hopping?

Question: A colleague and classmate who has been training for three years wants to move to another company when the contract expires. The company has a lot of materials and information in her hands, but she does not cooperate with the handover; and due to work mistakes, the company lost more than half a million and a lot of inventory. She doesn't care about her work now, and really wants to make up her mind to let her go, but after all, nearly one million training fees have been spent on her. (asked by: Dai Lili)

Answer: In this situation, it is first necessary to decide whether to keep the employee or let her go. This is largely determined by the company's recognition of its past performance and the need for that talent.

If the colleague has caused great losses to the company due to work mistakes, and is very careless about the current job, and has made up his mind to let her go, it is recommended that such events and people have a negative impact on the company. Take a more decisive approach to create a warning within the company to prevent similar incidents in the future.

First of all, have a resignation conversation with this colleague, and calmly understand the reasons for his resignation, background and relevant views on company management. Because since the company has made a lot of investment and training for this colleague, she still has to leave. There must be a certain reason. By talking with her, it can help to improve the company's management and human resources system in the future.

Secondly, in the resignation conversation, agree with the colleague on the final resignation time (the specific resignation time can be proposed by you, and it is determined according to the completion of the work in his hand and the availability of the handover personnel), and clearly communicate with her All the work content (including documents, materials, customer contact relationship) and steps that need to be handed over, and after determining the person who will take over their work, clarify all the handover work content and completion schedule to both parties. After the handover parties have clarified all the handover work, you can notify the relevant department and company leaders in the form of email.

Third, arrange for the colleague to share knowledge, and conduct internal training for the relevant handover personnel on the training content they have attended before, so as to form an internal knowledge transfer. If necessary, the colleague can also be arranged to lead the handover personnel to visit all relevant customers to form a smooth handover.

Finally, as to whether the colleague needs to be compensated for the training that the colleague has already attended, it mainly depends on whether the company has signed a relevant compensation contract when training him. If so, the contract can be performed; Compensation for colleagues.

How to grasp the training effect?

Question: The company organized a series of trainings for middle-level management cadres in production management, mainly by the company's vice president, special assistants, etc., but did not receive the desired results. The trainees reported that the human resources department did not do a good job of follow-up work after the training, and there were feedbacks that the company's system was not perfect, and even though the training was good, it was not used in actual work. (asked by: fighter)

Answer: In order to understand why the training did not get the desired effect, it is necessary to evaluate the training, understand where the problem occurs, and then make improvements. First, we must clearly understand the training needs (that is, the specific knowledge, skills, and behavioral deficiencies of the trainees), and should clarify the purpose of training evaluation to determine the method of data collection and the type of data to be collected. Before conducting training evaluations, the training department should work well with the line department personnel to collect all data that occurred before and after training.

We evaluate the training effect in four stages:

Stage 1: Student's reaction This stage is mainly to evaluate the trainee's impression and reaction to the training program, including the training subjects, lecturers, facilities, methods, content, etc. Views.

The second stage: the effect of learning This stage is the most common and most commonly used evaluation method. It tests students' mastery of principles, facts, techniques and skills through written tests, skills drills and job simulations.

The third stage: change of behavior This stage occurs in a period of time after the training. According to the evaluation of the behavior changes of the trainees in the actual job position after the training, it is judged that the knowledge and skills learned from the training will affect the actual work. influences. This assessment can be completed by the trainee, a supervisor, a colleague or a client.

The fourth stage: the effect of this stage is to raise the evaluation to the level of the organization, to evaluate whether the organization is better because of the training. This can be measured by metrics such as accident rate, productivity, employee turnover, quality, customer satisfaction, etc.

The above four stages are implemented from easy to difficult, and the cost from low to high. The training department should discuss and decide with the line supervisor according to the importance of the training.

This article is organized by Eric Ye. For more questions and answers, please visit the CEConline website.