Common problems of employees, as managers of the company, need to evaluate employees' mentality, work ability and work effect on a regular basis. After finding problems, they need to communicate with employees to solve these problems, so as to give full play to employees' contribution to wages. Let's take a look at the common problems of employees.
Employee's common fault 1 1, the trainer is unstable.
Every enterprise has its own uniqueness in technology, technology and management, and the training resources in society can not fully meet the training needs of enterprises.
Many enterprises generally do not set up full-time trainers or hire part-time lecturers out of the instinct of saving. Due to the lack of relatively stable full-time or part-time lecturers in enterprises, the development of training materials and the summary of experience accumulation are usually ignored. When training, the teaching materials are patched together, and the training effect is difficult to guarantee.
2. The training content is divorced from reality and lacks pertinence.
Many enterprises regard training as a cover to publicize their corporate image. Still training for quick success. Without full consideration and investigation, organizing employees to participate in various training courses, ignoring whether the training content has guiding significance for training, and the training method is single, which leads to low enthusiasm of employees.
Training can't achieve the expected effect, nor can it play a guiding role in practical work, but it increases the cost of enterprises.
3. Lack of scientific and detailed demand analysis before training.
Many training leaders complain that employees are unwilling to attend every training, and even after attending the training, nothing has changed. Leading enterprises to spend a lot of manpower, material resources and financial resources on training, but in the end it has little effect.
After in-depth understanding, we can find that the root cause is the lack of effective demand analysis for training. Most enterprises regard training as a "specific medicine" and go to training whenever there is a problem. There is neither a plan nor a good system and standard for training. This practice makes the training work of enterprises neither holistic nor continuous.
Moreover, employees may repeatedly learn the skills they have mastered during the training process, making employees feel that training is unnecessary, ineffective and a waste of time. Employees are unwilling to take part in the training and can't learn the skills and knowledge urgently needed in their work, which undoubtedly violates the original intention of training managers.
4. There is no sound training institution.
The enterprise training system is incomplete, there is no special training department, even no special training classroom and training equipment, and most of the training work is organized and arranged by one department of the enterprise.
In terms of system, although enterprises have training systems, most of them are not perfect. Enterprises pay more attention to form than assessment, and lack a sound and perfect training effect evaluation system. They only regard training as a task, and it is good to complete the task. They don't make training reports in time, summarize the training process, give feedback on problems and put forward suggestions for improvement.
As a result, managers are always a little powerless to answer these questions, such as what the trainees have improved and improved in their business, to what extent they need to improve, and how to improve their future training.
Staff training lacks long-term systematic planning, mostly for short-term benefits. Enterprises are "treating headaches and foot pains". Only when there are problems in enterprise management, some temporary training is organized, which leads to the randomness of training content and methods.
The training of employees in many enterprises is a formality, which often leads to the fundamental problems of enterprises not being solved, unable to keep up with the pace of the market, and often in a passive position, thus affecting the promotion of enterprise competitiveness.
5. The training method is single.
In the process of training, the training methods for most employees in enterprises are mainly inefficient classroom teaching and knowledge transfer, and even departmental training is mostly a mentoring mode of "passing, helping and bringing", which ignores the use of diversified training methods and lacks the innovative ability of training technology.
Do not pay attention to mobilizing the enthusiasm of trained employees, and do not proceed from the characteristics of adult learning and the actual needs of enterprise work.
Frequently asked questions of employees 2. Problems existing in the management of middle and lower-level employees
(A) the unfairness of middle and lower employees.
In today's society, no matter whether it is a modern enterprise or the officialdom, as long as there are people, there will be unfairness, especially in the management of middle and lower-level employees in modern enterprises, which is more common, such as the phenomenon of "the second generation of officials" and "the second generation of rich" that is hotly discussed on the Internet today.
By virtue of their unique advantages, these people get better treatment or more room for development than people at the same level, but most middle-and lower-level and even senior managers let this phenomenon develop. What's more, only a few managers can treat employees fairly.
This unfair phenomenon has greatly affected the enthusiasm of employees. Most employees get promotion opportunities and better treatment through hard work. It is precisely because of unfairness that they lose opportunities, which will dampen their enthusiasm for work, and some even choose to develop in other enterprises, leading to brain drain.
(b) Work skills and work experience of middle and lower level employees.
The common problems in modern enterprises are that employees have low work skills and little work experience.
The reason for the low work skills of employees is that a considerable number of employees in the middle and lower levels of modern enterprises have low academic qualifications, some only have high school or even junior high school education, and only a small number of employees have college education or above. Employees' overall grasp of basic knowledge is uneven, which leads to low overall work skills.
Employees' work experience is closely related to working hours, but among middle and lower-level employees, especially among lower-level employees, many of them are temporary, working for two to three months per shift.
Many modern enterprises employ a large number of middle and lower-level employees in the peak season and dismiss them in the off-season. Although this can save costs, it will also lead to low work efficiency and even work mistakes because of the lack of experience of employees, which will bring great losses to enterprises.
(3) Managers fail to give employees due treatment according to law.
In China, the law stipulates the benefits that employees should enjoy, including basic salary, seniority salary, floating salary and year-end double salary. Allowances include: post allowance, price allowance, housing allowance and overtime allowance.
Awards include: foreign exchange earning award, attendance award, year-end award and year-end advanced individual award. In addition, the salary and benefits for holidays that do not exceed other provisions of the company are paid as usual, including: marriage leave, funeral leave, paid annual leave, exercise of official rights, statutory holidays, maternity leave for female employees, compensatory leave after working overtime on holidays, and public holidays.
The above rights, statutory holidays, maternity leave for female employees, compensatory holidays after overtime on holidays, and public holidays. The above mentioned are not only what employees are most concerned about, but also the treatment that enterprise managers do not give employees according to law, just like the minimum wage is paid less, the bonus subsidy is paid less, the holiday salary is paid according to the usual standard, and the overtime salary is not given.
This is a common problem for middle and lower-level employees now. This problem will lead to disputes between employees and leaders, and sometimes even serious legal problems.
(D) Internal contradictions between new and old middle-level employees
Contradictions among employees are common in enterprises. In recent years, due to the development of economy and the intensification of competition, the contradiction between middle and lower-level employees has become increasingly prominent, especially the contradiction between new and old employees, which has now become another obstacle in enterprise management.
Because most new employees who have just joined the enterprise will enter the middle and lower levels of the enterprise from the grassroots level, everyone who has just entered the enterprise will have the idea of working hard to get better development opportunities, but if they want to adapt to the enterprise faster, they need the support of experienced old employees, who just want to talk well and don't want to waste time on new employees. Some old employees are not even interested in helping them.
Therefore, the guidance and attitude towards new employees is not very good, which will cause dissatisfaction among new employees. On the other hand, if old employees only tend to support one person, it will also attract new employees' dissatisfaction. There are also some new employees who are dissatisfied with the old employees from the beginning, don't like the style of the old employees, and have a bad attitude towards the old employees, which further aggravates the contradiction between the old and new employees.
(E) the problem of poor information communication
The superior's opinions and instructions can't be well conveyed or conveyed, and employees can't understand them well. Employees lack channels to reflect their opinions upwards, which will lead to the failure to convey the above opinions and the failure to respond to the following opinions.
Over the years, many domestic enterprises often adopt one-way and vertical communication mode, that is, from top to bottom, information is transmitted layer by layer without forming a loop.
In the case of poor information exchange, lower-level employees can't make clear the real instructions and opinions above, and can't make clear the work direction and objectives, which will lead to employees doing useless work, and employees' opinions can't be reflected, which will lead to managers' incomplete understanding of employees, which will lead to decision-making mistakes, which will not only damage the enthusiasm of employees, but also bring immeasurable losses to the company.
Modern enterprise is an information-based enterprise. If even the information inside the enterprise is not well communicated, it can only be an illusion to occupy a place in the fierce market economy competition.
Second, the solution to the problem
First of all, we should solve these problems. Enterprises should find problems by themselves and solve them by themselves.
Enterprises should establish and improve the internal management system.
While establishing a sound system, we should also establish a strict supervision system. Only strict supervision will have good results. Enterprises should operate legally and give employees due treatment in strict accordance with the law. Enterprises should cherish talents, make full use of talents, establish a special reward and punishment system, reward and punish employees on the principle of fairness, and be fair, just and open.
In addition, enterprises should establish special channels for employees and managers to communicate without barriers, which is conducive to better eliminating contradictions. Enterprises should also regularly conduct skills training for employees to improve their skills. In addition, enterprises should strengthen social responsibility. Drucker said: "Social responsibility is part of the price that business success must pay."
(B) followed by enterprise managers and employees.
Managers must set an example, not favoritism. While managing employees, we should also understand employees' ideas and adjust the company's management methods and systems according to employees' opinions. Managers should often go deep into the grass-roots level, understand the possible problems within employees, and solve internal contradictions in time to prevent greater losses to the company.
In addition, employees should first improve their work skills and enrich their work experience. Only with strength can we get better development opportunities.
In addition, employees should understand the state's legal provisions on employee benefits and wages. Only by knowing these employees can we better safeguard our rights and interests. Employees should also strengthen their ties with each other. Only when employees are closely linked and form a whole can work efficiency be improved and more social wealth be created. Only when employees form a whole can they be better and more powerful against the fairness of enterprises to employees.
There are no ready-made and quick rules for establishing longevity companies. Companies are constantly developing, and their learning system will change with time. However, the learning department is going to stop. It is an inherent part of business activities. As a learning organization, effective learning should be enjoyed by individuals, not limited to individuals. If it can be enjoyed effectively, the total number of knowledge bodies in an organization will be greater than the total number of knowledge bodies.
(3) Enterprises should pay more attention to changes in the external environment while doing a good job in internal management.
Various problems of enterprises are caused by both internal and external factors.
Social progress and economic development have led to changes in people's values and people's understanding of things, so some concepts in enterprises are outdated and must be changed. Therefore, enterprises should pay attention to the changes of external conditions, especially some advanced management methods and concepts abroad.
In addition, enterprises should also pay attention to the adjustment of related enterprises in the same industry and the changes of national policies. Only in this way can we better solve the problems of employees and treat both the symptoms and the root causes, so that enterprises will not lose business opportunities and develop better.
In addition, enterprises should discover their own corporate culture, enrich corporate culture, and use the power of culture to influence and manage employees. Professor hofstede said that the cultural background of employees-including values, social morality and ideals-has a strong causal relationship with their behaviors and attitudes at work.
Therefore, we need to use different concepts and methods at different times and occasions when we are engaged in management work.
(D) the ultimate way out for modern enterprises
Modern enterprises in China are in an important transition stage. The most fundamental problem of modern enterprises is that the improvement of management system has not kept pace with economic development, and the two are out of touch, so many problems will appear in modern enterprises, which is inseparable from the background of our country.
China's market economy has developed for so many years. Although it has made remarkable achievements in the economy, it has also exposed many problems, which are the processes that must be experienced in the transitional stage of economic development.
But to solve these problems, it is not just as simple as perfecting the law and management system. The purpose of law establishment is to protect people's legitimate rights and interests, not to restrain people's behavior, and so is the system, which protects employees' interests, not to restrict employees. Just like the idea of governing the country by virtue, the fundamental problem cannot be solved by institutional constraints alone. We should attach importance to the role of corporate culture.
Only by infecting and guiding employees with culture can employees form a unique culture of each enterprise, and enterprises that attach importance to culture can be invincible in the competition of modern enterprises. In addition to forming the enterprise's own corporate culture, enterprises should also learn from foreign previous failure experience. At present, we only advocate the introduction of advanced foreign management methods and experience, but ignore the previous failures abroad and fail to sum up experience.
Only when foreign failures occur in domestic enterprises will we think about solving them, so we should also focus on some bad things, and only in this way can we really learn from experience. To sum up, the only way out for modern enterprises is to fight culture wars.
Problems existing in staff management of private enterprises in China
After 30 years of reform and opening up, private enterprises in China have made unprecedented development. However, with the vigorous development, "a flash in the pan" has become the ultimate fate of many private enterprises. There are many problems that restrict the development of private enterprises, and the core problem can be attributed to human resources.
At present, there are many shortcomings in human resource management. How to make up for the shortage of these human resources and make private enterprises develop healthily and rapidly is a topic worthy of common concern.
"Private enterprise" is a concept put forward for the economic management system in China's transition period, and the corresponding concept is "government-run". Privatization is not the category of ownership, non-public enterprises can be privatized, and public enterprises can also be privatized.
Private enterprises can be roughly defined as profit-making economic organizations that are not owned or controlled by the government. This kind of economic organization is not controlled by the government in management, can operate independently, and has relatively complete property rights, investment rights, residual rights, personnel rights and so on.
It mainly includes: individual industrial and commercial households, private enterprises, township enterprises, private scientific and technological enterprises, collective enterprises, joint-stock cooperation and joint-stock enterprises, foreign-funded enterprises and enterprises invested by Hong Kong, Macao and Taiwan businessmen.
Frequently asked questions of employees 3 First, the management system is not perfect.
Due to the constraints of capital, technology, talents and the conditions and quality of business owners, most private enterprises adopt family management. Therefore, the management system of private enterprises has the characteristics of "family" and "kinship". In family management, centralized leadership and autocratic decision-making are implemented. In the process of enterprise economic management, ethical norms are usually used instead of behavioral norms.
Because most private enterprises are based on regional consanguinity and kinship, many private enterprises first consider the placement of relatives and friends, and then consider their own neighbors. The whole enterprise is essentially a relationship network connected by consanguinity and kinship. In this way, not only the human resource management of enterprises is a mere formality, but also the employees are uneven and the overall quality is low, and the professional skills urgently needed by enterprises can not be recruited or retained.
Family management has caused many disadvantages to many private enterprises in China: the human resource management system of enterprises is a mere formality, and the internal management of enterprises is mostly emotional. After the expansion of enterprise growth scale, family management has become the "bottleneck" of development.
Second, the incentive method is outdated and the means is single.
Many private enterprises, because of their innate conditions, unlike state-owned enterprises, can enjoy the protection of national policies and are not as perfect as foreign enterprises, so the means of motivating people are relatively simple. In the initial stage of enterprises, private enterprises can attract a group of high-quality talents with their unique charm, but they can no longer retain talents after meeting the economic needs of employees.
Because most private enterprises rely too much on material incentives (such as promotion and salary increase, bonuses, dividends, red envelopes) to mobilize the enthusiasm of employees. However, in order to make employees work wholeheartedly for the enterprise, only material incentives are not enough. Employees in enterprises hope that employers can provide training and personal promotion opportunities in addition to salary and treatment.
Therefore, private enterprises in China ignore spiritual incentives (such as ideal incentives, goal incentives, example incentives, training incentives and self-realization incentives). ) and ignore the cultivation of a good organizational environment, making enterprises lack cohesion and employees lack a sense of belonging.
Third, the training of talents is insufficient.
Training is an important content of human resource management and an important way of human resource development, but a considerable number of private enterprises' staff training work is not in place. Existing problems:
1, the training concept is misplaced. Many enterprises do not really realize that personnel training is an important means of human resources development, and often regard training funds as only the cost of enterprises rather than long-term investment. Some enterprises do not engage in training at all, while others control and save training funds and are unwilling to spend money on training.
Some enterprises train employees, but it is difficult to achieve the expected goal without evaluating the benefits and value of employee training.
2. The training system is imperfect and lacks systematicness and scientificity. The training of many domestic private enterprises is often "piecemeal", which is passive, temporary and one-sided, and lacks systematicness and scientificity.
Fourth, staff turnover is too frequent.
The development of enterprises needs a relatively stable employee group, and the excessive mobility of employee groups will affect the normal production and operation order. It is difficult for private enterprises to introduce talents, and it is also difficult to retain talents after introduction, resulting in a shortage of talents. The main reasons for this phenomenon are:
Most private enterprises pursue "takenism" and lack the concept of talent reserve. If there is a temporary shortage of talents, go to recruit immediately. Because it is difficult to find satisfactory talents, the frequent turnover of personnel, even if suitable talents are recruited, and because of the problems of private enterprises in talent use, benefit distribution, welfare guarantee, spiritual and cultural incentives, leads to brain drain.
The brain drain rate of excellent enterprises should be around 15%. However, many private enterprises are caught in the endless cycle of recruitment-loss-re-recruitment-loss. On the one hand, it increases the loss of human capital and makes the labor cost rise; On the other hand, it also makes it difficult to maintain the normal production and operation order of enterprises, which affects the realization of strategic objectives of enterprises and damages the image of enterprises.
Fifth, the hierarchical structure is unreasonable.
Many business owners of private enterprises can easily go to an extreme: "only academic qualifications." Do not analyze job requirements, do not pay attention to the division of responsibilities, regardless of the cost of employing people, blindly pursue highly educated candidates.
The "high consumption" and "ahead consumption" in the use of talents will inevitably lead to the waste of human resources and even the conflict of human resources. The rational use of talents by enterprises depends not only on the total number and proportion of highly educated personnel in their human resources, but also on the hierarchical structure of people with various degrees, functions and skills in human resources and whether their talents are fully exerted.
It can be seen that in the human resource management of private enterprises in China, the human resource management framework system adapted to the modern enterprise system has not been fully established, and the functions of human resource management are still imperfect.
Therefore, for the vast majority of private enterprises, it is necessary to truly create a performance-oriented, value-oriented and constraint-oriented corporate culture within the enterprise; Change employees' thinking habits and establish a contract-based and friendly employee relationship;
It is an urgent strategic task to change the thinking of the management team and build a standardized scientific management system based on marketization and adapted to the modern enterprise system.