I once met such a subordinate. 2 1 1 After one year, the graduate students have good learning ability and good business, but their enthusiasm is average. The short-term subtasks separated from the long-term goals have basically been completed well. The company has no more incentive measures, such as paying bonuses in stages, only mid-year project awards and year-end year-end awards. What should I do? Many times he will be allowed to go fishing. . . Job evaluation can be completed in 10 days. Give him two weeks. When I see him playing with his mobile phone at a passing station, I won't talk about him directly. Find time to affirm his progress, extend it to the point where you can expand and deepen yourself, and tell him a clear goal and how to achieve it. As for the leader at the next higher level, he can only resist the pressure and give him some space, because the company is really hard to do, and he can only resist the pressure himself in order to keep him.
Everyone's work has a core appeal, such as income, balance, boss relationship and sense of accomplishment. If a subordinate who doesn't like papers works fast and well every time at this time, you will immediately put down the next job and have no time to rest and think. After a long time, what was done in 10 day was done in 20 days, which became a habit, and then you became an old campaigner. Every time he works fast and well, it gives him some encouragement. There is no direct material incentive. Allowing him to fish is also a spiritual encouragement to the beating workers.
In reality, most middle-level companies face the pressure of the leaders above and listen to the demands of the working brothers below. The left hand is a competitive colleague, and the right hand is a difficult customer. When they don't know how to manage and coach their subordinates, they will choose to face up to it, so there is little room for their subordinates to empty and grow.
It's over? Come to the next job. . . Last time I finished it in Qian Zhou, can I finish it in three days this time? From the enterprise's point of view, it can really improve productivity in a short period of time, and it seems that there is no big problem for manufacturing and repetitive work.
But for R&D enterprises, talents are definitely more difficult to manage.
For example, I can't stand companies that can't fish, and now I can post Zhihu stickers to work.