Ali sixteen-character policy
Ali has two policies of 16 in the process of employee counseling and training.
In the process of employee coaching and coaching, middle managers have a coaching policy of 16: I will do it for you (show subordinates how to do it), I will say you listen (tell subordinates the logical principle of your work), you will do it for me (show subordinates how to master skills and practices), and you will say I will listen (let employees listen).
This is the simplest and most effective way for Alibaba middle-level managers to coach their subordinates, and it is also a magic weapon for Ali Tiejun to exercise the team. Almost all Tiejun managers will skillfully use these sixteen words to assist the team. I think this may be one of the important reasons why Ali Tiejun is invincible.
There is also a 16-character policy that is widely used in the process of employee management: move with emotion, be clear with reason, lure with advantages and bring them to justice. Alibaba has two requirements for managers to deal with inappropriate employees. Say bad words first, and there will be no accidents. Only after adequate counseling, the opportunity is still not suitable, and employees will be eliminated. In this process, it embodies the 16-character policy of management.
Emotion: managers fully understand employees, establish full trust with employees, and combine the company's goals with employees' goals based on their understanding of employees' needs to stimulate employees' potential.
Reasoning: Managers and employees fully communicate the working rules and methods to achieve their goals, so that employees can understand why and how to do it, what can and can't be done. That is, to reach a * * * understanding of the rules of the game and working methods.
Lure: Do a good job of motivating and inspiring employees, and imagine the beauty after the goal is achieved with employees. Imagining the beauty after the goal is achieved is a common method for Alibaba managers. Our company has an internal employee group, which is called Australian house purchasing group. It is a scene where everyone can go to Australia to buy a house and land after imagining our goal. Every time we encounter difficulties, we will talk about the beautiful scene after the goal is achieved, and everyone is in high spirits.
Bring to justice: after all the first three steps have been done, the employees still haven't changed and adjusted, and they still can't reach the performance goals, which shows that either the employees' abilities are really problematic and incompetent, or the employees' values and wishes don't match the company. At this time, they can only ask employees to leave. Often, employees will realize their incompetence only after managers have done the first three steps. It is actually irresponsible for them to stay in the company, and they need to find a more suitable position. In the process of leading the sales team, many incompetent employees will leave their jobs on their own, which is why.
02
How Ali "Wild Dog" Employees Become Star Employees
On 2011February 2 1 day, Alibaba released a self-disclosure announcement, which triggered two explosive events: "fraud incident" and "resignation of executives". According to the announcement, in the past two years, 2,326 Alibaba website members "China suppliers" were suspected of defrauding international buyers, including nearly 65,438. To this end, nearly 65,438+000 employees and their direct supervisors were dismissed, and CEO Wei Zhe and COO Li Xuhui resigned; Deng Kangming, CPO (Director of Human Resources) of the Group, was demoted and used for other purposes.
Alibaba is a company that attaches great importance to culture and values. Employees who do not conform to Alibaba's culture and values are called wild dogs. The way to deal with wild dogs like Ali is zero tolerance and direct dismissal. There is also a class of employees, also called wild dogs. They are very capable, but they have great personality. They will challenge the rules and authority and have a negative impact on the team.
Such employees are usually only one step away from the stars, because they are very capable and can become stars as long as they adjust their will and cooperation. Ali once had a particularly widespread saying: employees who have not done "1" have no future. These employees are what we call pseudo-wild dog employees. What does Ali's HR usually do for such employees?
1, to build a good "venue" for fully benign communication between superiors and subordinates, and to avoid friction and conflict between superiors and subordinates due to misunderstanding. Help build full trust, such as a pure heart.
2. Treat people as people, not as a burden. Fully understand employees' family, work and life experiences, understand employees' personalities and find out the reasons behind employees' behaviors.
3. On the basis of building trust, fully communicate with employees the company's values and code of conduct, so that employees can understand the harm his behavior will cause to the team and himself.
4. Give employees a stage, feel the feeling of becoming a star, and inspire employees' sense of honor. Through these methods, employees' enthusiasm, sense of responsibility and sense of honor can be stimulated. As long as employees' wishes are enhanced and the company's values are recognized, they will definitely become star employees.
In the process of management, I was beaten by 1 because of communication problems with my superiors, and my cooperation was not high. Fortunately, the new leader came and didn't look at me with such a label. Instead, he had in-depth communication with me, expressed his trust in me and inspired my fighting spirit. I was 65438+.
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03
How does Ali deal with the "old white rabbit"
Just now I talked about how to deal with so-called wild dog employees. There is another kind of employees, especially old employees, who are very popular, but they just can't make achievements. How should such employees be handled?
Ma Yun said in the first class of the third phase of Lakeside University: The success or failure of a small company lies in what kind of people you hire, and the success or failure of a big company lies in what kind of people you fire. This old employee with good popularity but no achievements is called the old white rabbit. There are many old white rabbits in big companies who don't work and will gradually infect more people. Such people actually do more harm to the team. Ma Yun launched the campaign of "Eliminating the Old White Rabbit" in Ali. How did Ali invite the old white rabbit away?
Ali has a saying that a manager who hasn't opened the door is not a qualified manager. Although the words are harsh, they reflect Ali's view on talents.
"No credit, but also hard work". Old white rabbits often make people feel unbearable or unable to start. If it is not handled well, it will easily lead to general sympathy and disgust for the company and form a feeling that "managers are not kind."
This is especially true for managers in China. Leaders in China seldom talk to employees. Even if there is, I am embarrassed to criticize employees. They always bring a few good words, so that employees don't know whether to praise or criticize. This is all messed up. As a result, many problems of the old white rabbit have been put on hold in the team for a long time. A serious consequence of this situation is that the superposition of qualifications will support more white rabbits to grow into old rabbits, and after the old rabbits form "reproductive ability", the whole management system and human resources work will be out of control.
Ali has three effective tools to let the old white rabbit leave, which are from the perspectives of discovery, governance and sweeping. Discovery means that Ali's performance evaluation system is evaluated by performance and values. Around the axis of these two core indicators, employee performance appraisal is divided into five types: dog, wild dog, cow, white rabbit and star, which are called discovery.
When Ma Yun attended the Boao Forum, then US Secretary of State Powell mentioned the three principles of leadership: "Cultivate him, recall him and expel him" (cultivate him, replace him and expel him). Ma Yun respects this principle very much in talent management, especially for low-performance employees. If the values of low-performing employees are not up to standard, they will be removed immediately; It is still possible to improve the small white rabbits with OK value, so according to the specific situation, we divide them into:
Training: if the ability can't keep up, give priority to training and improve business ability;
Remove: the problem of matching ability with work, use job transfer more, and open up development space for talents;
Fire: after the efforts of the organization and employees, it is still impossible to improve performance. Please leave, not only for the team, but also for the personal development of employees.