How to Manage "White Rabbit Employees" in Enterprises

Ma Yun said: "There are generally three kinds of employees in the company: one is the' wild dog' employee. Although this kind of person is very capable, his attitude is very poor, which seriously affects the unity of the company and must be removed; One is the' Hound Dog' employees, who are not only very capable, but also serious, sincere and team-minded, which is exactly the talent we cherish; One is the' White Rabbit' employee, who has a good attitude, treats people warmly and has a good sense of team, but has poor ability and can't make achievements, and will be eliminated sooner or later. " The mediocrity we are talking about here is also the third kind of person he said. These people are willing to follow the company, but their ability is mediocre and their performance is mediocre, so they can't create value for the company.

How to solve this kind of person? First, the principle of double opening. That is, develop first and then expel. Development is to educate and train employees. If they can't train, if they don't change after repeated education, they will be fired. Development-oriented, supplemented by expulsion. You can tell your employees that it's up to them whether you want to be promoted or fired. This principle has been implemented in China for many years and will continue to be implemented.

1. Develop talents. Training = results. Imagine, those negotiators, sales experts, lecturers, professors, which one didn't get such a result through continuous training. For enterprises, internal training is more economical. According to statistics, of every 174 CEOs in the world's top 500 enterprises, only 4 are "airborne" and the rest 170 are internally trained. After training, you should also check, test well and reward; If you don't do well in the exam, you should be encouraged and then cultivated; If continuity is not good, we should consider another "openness".

2. The principle of expulsion. Buddha is often a "predestined friend", while enterprise is not a "predestined friend" but a "willing" person. Only those who have a strong will to change themselves can really receive training seriously and absorb knowledge to the greatest extent. When the team is depressed and in a bad state, is it necessary to improve their mental state immediately? The first method is to expel those negative people immediately and cut off the source of negative communication; This means warning those who are in a bad state and forcing evolution.

The survival law of nature is survival of the fittest. For those who refuse to change their education, do not dismiss them, blindly give face and opportunities, and survive the fittest, the enterprise will be destroyed sooner or later. Developing or expelling bad old people and mediocre people is equivalent to farmers planting crops and pulling weeds to get a bumper harvest, creating a benign development space for outstanding colleagues.

Second, change within a time limit. Some readers may not have the heart to fire these employees, so let the human resources department set up an assessment system, and when people fail to meet any standards, they will take measures such as salary reduction, demotion and transfer. Or let them make a military order. For example, give him three months. If he can't break through and change after the time, then you have nothing to be ashamed of. Fire him immediately, because you have given him a chance.

Third, do what you want. Some people, you may really have the heart to lay off employees, so let all employees vote, and the person with the most votes wins. They were voted by their colleagues, not you. You can't help him if you want to, so many people voted for him. He should reflect on why he won. In doing so, the influence among colleagues is also enormous.