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How To Manage Old Employees In Enterprises

2011/4/12 16:51:00 99

Not long ago, I was giving lectures in Hangzhou, Zhejiang.

After class, a business across three provinces, the annual sales of nearly 200 million of the old employees found the author, complained to the author: it now has more than 200 people.

staff

The team, but as the business grew bigger and bigger, one of the problems he faced was that the old employees were becoming more and more dissatisfied, and even in the staff there was a lot of fighting because of the struggle for power and profits.

What should he do?

I believe many walks.

Entrepreneurship

The old employees will be faced with such problems after a certain scale. What should the old employees do now?

Establish rules and regulations, standardize behavior.

The old employee enterprises will face a bottleneck when they break through the entrepreneurial period or the life cycle into the development period. This bottleneck is the disconnection or disconnection between the rapid development of the enterprises and the staff management, and finally what kind of ending will it cause? Because the boss of the start-up period is mostly staffed together with the employees, and the boss and employees are brothers.

Administration

These old employees will become the "revolution" target of standardization and institutionalization directly, which will make the old employees' corporate management facing difficulties.

At this time, if the old employees want to get rid of this phenomenon, they must really do the corporatization management of the enterprise. The reason why this is a real corporatization management is that the author has seen many old employees have the name of corporatization management, and the rules and regulations are rather formalistic but not actually.

If the old staff can not really set up a set of rules and regulations that can restrain all employees, then managing the old staff will be a mere scrap of paper. Therefore, the old staff must set up a "fair, just and open" rule of equality for all, and at the same time, as the boss himself, he must take the lead to comply with it, so as to deter the old employees who dare to go beyond "Lei Chi".

Delegate responsibility and bind interest.

The reason why many old employees make trouble is that they may be really "stuffy", so they need to stir up some mistakes to remind themselves of their existence.

在这种情况下，作为老员工老板，一定要转变“大当家”的职责定位，要成为一个战略家、规划家，更多的具体事务要交给这些老人去打理，让他们“连轴转”，要实现这个目标，老板就必须学会授权，对于跟着老板一起走过来的老员工，由于老板知根知底，不用担心会出现很大的风险，因此，有必要大胆地给予授权、授责，当然还有受控，通过给予其更多的责任，让其承担更多的工作职责，让其充分地发挥其能力，当然，责任大了，自己的收益也应相应扩大，不能抱着“还想让牛跑的快，还又不想让牛吃草”这种思想，只有给其提供足够的有挑战力的薪酬标准，他们才能更安心而得到一种心理平衡，才能让他们与企业捆绑，而一直走下去。

When I was teaching in Erie, Xinjiang, an old employee shared the annual profit of 30% with the "old staff" in the management team, and solved the unstable mentality of the old employee looking at the mountain high, and received good results.

Strengthening examination and survival of the fittest.

Process, the old staff enterprise is no exception, excessive tolerance, tolerance and tolerance of those "old" employees, is a blow to and exclusion of other excellent employees. Therefore, the old employees must speak according to the assessment system and speak for their performance. For poor performance and for a period of time, they can not get promoted or improved. They must be punished according to the assessment system, such as their duties and their salaries, bonuses and so on. For the poor performance, bad attitude, and no enterprising and repentance, the "stick" must be lit up, decisively demoted, demoted, laid-off or waiting for post, and seriously need to be expelled to "kill the chicken and frighten the monkey" to play a warning role. The process of developing an enterprise is to constantly eliminate backward employees.

At the same time, this assessment must be aimed at all people, and can not give any exceptions or discounts to the old employees. Once the old staff boss is too lenient or indulgent in the old employees, they will inevitably face all the rules and regulations that may become a mere formality, which will make the company management more than "empty shell", and let the enterprises fall into a vicious circle. Only by "carrot and stick" can the boss regulate and restrain the behavior of the old employees, so that they can converge in front of the examination, so that enterprises can move forward according to the flow and institutionalized track.

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Training new people and deterring the elderly.

Some old employees are only afraid of managing old employees or even worrying about "losing control" or "job hopping". Perhaps one reason is that the team echelon construction is not enough and the talents are lacking, so that the old people feel that no one can replace them and behave in an aggressive way. Therefore, the old employees need to constantly introduce new managers who are suitable for their own development stages according to the needs of business development, and constantly train some reserve talents.

In short, the old staff can not "kill a stick" in the face of the old staff, should fully affirm their contribution to the enterprise, implement humane management, give their due benefits and concerns, and give them the corresponding "magic spell" to make it a member of the enterprise instead of being away from the enterprise. Only the old employee boss has changed the way of management, changing command and order into streamlining and institutionalization, and constantly introducing excellent talents, so that the old employees can not fear the old employees' "rebellion", so as to break through the difficulties of development and make steady progress.