Should you care more about employees or more about performance?

How to solve the contradiction between understanding subordinates and improving work performance?

I am the head of a department in a state-owned enterprise. The remuneration of employees is not linked to performance, and the hard work is not particularly high. The second proposed plan to establish an incentive mechanism was rejected because the system was limited and the leaders had many concerns. Therefore, in some jobs, I am not strict enough to ensure that there will be no major problems, resulting in a decline in work performance. What should I do, should I be more considerate of my subordinates or strictly demand performance only? (asked by: Angel's lover)

Answer: There is no absolute contradiction between "understanding of subordinates" and "pursuing performance". This involves a "management grid theory", that is, the two dimensions of "concern about subordinates" and "concern about performance" are ranked from low to high. In the formed grid, it can be roughly divided into five types of management styles: "non-responsible type" who cares little about subordinates and performance, "country club type" who cares a lot about subordinates but not performance, and doesn't care about subordinates But the "authoritarian type" who is very concerned about performance, the "petty type" who cares about both subordinates and performance, and the "ideal type" who cares very much about both subordinates and performance.

In other words, you can first take a seat according to your own values and styles to find the current status way.

It should be noted, however, that it is dangerous to show concern for subordinates by lowering performance targets. It can easily lead to what Peter Senge calls a “purpose erosion” cycle, which reduces business performance while reducing the ability to improve the status quo.

If it is assumed that the performance goals remain unchanged, in order to show more "concern for subordinates", there are two directions of efforts. One is to increase revenue. This benefit not only refers to economic benefits (as you mentioned, due to objective reasons, ways to increase economic benefits are temporarily not feasible), but also spiritual benefits (such as being happier at work) and social benefits (such as a greater sense of belonging). The second is to reduce costs. Here, the real consideration is not to relax performance standards, but to help employees do the same work in less time and more easily through research and guidance.

How should a new Human Resources manager work?

There is an IT company, which is mainly engaged in the agency and distribution of some products of Lenovo and IBM. Now its annual sales are about 200 million. The company has more than 90 employees, most of them are old employees. In the past, the company only set up an administrative department, and the personnel work was in charge of the administrative department. It mainly did some traditional personnel management work, and did not even have a basic salary system. Recently, the company set up an independent human resources department with a manager and two assistants.

Excuse me, how should a new HR manager work? What specific human resources work should we start from? Thanks! (asked by: Sehu is in charge)

Answer: In my opinion, a department manager should always pay attention to three levels of work.

One, in order to maintain the current daily operation, work must be done carefully. It is mainly to see whether there are obvious unreasonable aspects in recruitment, personnel turnover, personnel data management, and division of functions and responsibilities that need to be improved immediately. For example, a position is vacant and must be filled immediately. The specific method is to do some research on the company's human resources situation and solve the most urgent problems.

Second, the work that needs to be improved in the near future. Find out the human resources work modules that need to be improved in the near future, especially the work in the basic personnel policies, recruitment system construction, organizational structure, department functions, job descriptions, performance appraisal system, salary system and other modules, all of which belong to human resource management. base module. A near-term work plan can be drawn up, and resources can be actively sought to implement it in an orderly manner.

Three, the work that needs to be improved and developed in the medium and long term. Around the company's strategy, arrange work plans for human resource planning, recruitment resources and channel construction, employee career planning, ability quality model, promotion system, training and development planning and other systems. These tasks are based on the second step, to further improve the company's human resource management level, and can be placed in the medium and long-term work plan.

Of course, as a new manager, it is an essential prerequisite to have a detailed understanding of the business processes of each department of the company and to communicate with employees at all levels.

How to make employees not talk about the company and the boss after leaving the company?

The company has been established for more than ten years, and I don't know how many employees leave the company every year. When I was the human resources manager of the company, I conducted exit interviews with fired people. Every time I felt sad, and the employees were full of resentment. And those who voluntarily resigned, they often don't tell me their real thoughts, they only say that the company is good, but they need to leave for various reasons, etc.

That time, I offered to resign because of a conflict with my boss's philosophy. The strange thing is that within two days of submitting my resignation, I received many calls from my resigning colleagues. Almost 95% of them said that it was time to leave, the management of the company was not good, the boss was not good, and so on.

I then began to wonder, how to get employees to get together with the company, and how to make employees go out without talking about the company and the boss? (asked by: Crescent Moon Wanwan)

Answer: There are three preconditions for employees to say that the company is not after they leave the company: 1. The employee has an unsatisfactory experience in the company, 2. The employee There is dissatisfaction but cannot be vented normally. 3. There is no good professional ethics restraint.

It is almost impossible to completely eliminate this phenomenon (because no one speaks behind his back, and no one speaks behind his back), but as long as the three prerequisites are improved, this phenomenon can be minimized .

1. Although it is impossible for an enterprise to satisfy its employees in work and life (the cost is very high, and each person's needs are different), as long as the words "love" and "respect" are fulfilled, Dissatisfaction has been eliminated to the greatest extent possible. Some business owners often feel very sad and feel that they are okay with their employees, but the employees are not grateful at all, which is really unscrupulous. In fact, Mencius said long ago: "Eat without love, and hogs give it to them; love without respect is like beasts and animals." This means that only giving food but not giving love is no different from raising pigs (raising pigs). Pigs are meant to be killed to sell, to be killed to eat); giving love but not respect is no different from keeping a pet (people will love a dog but not respect a dog). Yes, the company is indeed the source of food and clothing for employees, but if the company only raises its employees as "pigs and dogs", how dare they expect employees to love and respect the company?

2. Employees cannot vent their dissatisfaction normally, which is generally caused by two reasons. One is the subjective reason, that is, the deep-rooted Chinese culture of "loving face". When there is dissatisfaction, I am embarrassed to say it clearly, and I am embarrassed to hurt the face of the other party. This requires the enterprise side to maintain a high degree of sensitivity, catch the wind and persevere, and be able to achieve something. The second is the objective reason, that is, the culture of the company itself may not encourage employees to speak freely. Employees may have raised their opinions long ago, and either fell into disarray or were criticized and punished. Now that I have to leave, I am even more worried that if I raise my opinion, the company will deduct resignation procedures, wages and bonuses, or that the company will say that it is not good when the new unit comes to investigate the background. Therefore, if the enterprise can be humble, the employees will be able to know everything.

3. Where are the professional ethics of employees cultivated? Mainly in business, of course. Therefore, instead of just blaming employees for lack of quality, we must shoulder the responsibility of cultivating employees' professional ethics. "You can do something if you don't do it." For employees who do not have the potential to cultivate, we must eliminate them as soon as possible. He likes to speak badly behind his back, so let him do it. Be fair and comfortable, don't let him have a sewage effect in the enterprise (pour a spoonful of wine into a barrel of sewage, you will get a barrel of sewage; if you pour a spoonful of sewage into a barrel of wine, you will get a barrel of sewage ). For employees with training potential, it is necessary to strengthen professional ethics training as soon as possible, which is not only beneficial to the enterprise, but also a contribution to the society. In this case, employees will only be grateful to the company after leaving the company, how can they still speak ill of the company?

If you have "good gathering", you can have "good separation". If you don't cherish and maintain this relationship during gathering, there will naturally be no good results after separation.

This article is organized by Marisa Wang. For more expert answers, please visit the CEConline website (www.ceconline.com).