In the impetuous market environment, there are not a few employees who are deeply troubled by psychology and emotion. We should know that employees' mentality and emotions may affect corporate image and organizational performance. If the management is not good, emotions are likely to have a destructive impact, and emotional labor affects everyone in the workplace all the time.
It can be predicted that emotional management will become one of the most urgent topics in current enterprise management. The new problem that HR executives need to face is how to do a good job of emotional regulation and management, and dig out positive energy as much as possible.
First of all, managers should learn to "go deep into the hearts of the people"-grasp the needs of employees and guide their personal goals to develop in the expected direction, so as to produce positive emotions. On this basis, enterprises can regard employees as "internal customers" and give necessary advice and guidance in emotional communication. Just like the "Sunshine Service Room" set up by Zheng Tai Group and the "Emotional Exchange Station" set up by Red Dragonfly Group, these psychological assistance projects bear the important function of emotional consultation, and also enable employees to express and vent their emotions in time. Cafe, relaxation room, vent room and background music at work have also become a landscape of foreign companies.
Mary Kay, a cosmetics direct selling company, uses the method of "marketing first" to resolve the negative emotions of employees. The organizational structure of the company does not emphasize the authority and command relationship between superiors and subordinates, but seeks "interest correlation". The relationship between superiors and subordinates is more about training, guidance and support, thus ensuring that front-line beauty consultants can obtain psychological support through multiple channels.
But this is not enough. What HR needs to think further is how to manage and change the mode of human resources by using emotional work. It is reported that the definition of emotional labor is that workers who are in high contact with the crowd manage their emotions at work to create open and visible facial expressions or body language expressions.
Perhaps surprisingly, in the recruitment stage, employees must break through the "emotional barrier". At present, some enterprises in Europe and America use psychological methods to comprehensively evaluate candidates when selecting and recruiting-describing the content, intensity and standards of emotional work involved in the recruitment position one by one, and managers regard the control of emotional resources as an indispensable' universal quality' for employees to evaluate, so that the emotional expression of new employees conforms to the emotional norms of the position.
For example, the service industry requires employees to have strong enthusiasm, patience, care and tolerance. In Hu Junchen's words, "To develop the mind and potential of employees, we must first know what kind of employees we need."
Next, what managers should do is to "benefit from emotions" and link emotional labor with performance appraisal. In fact, employees' emotional resources are mainly used by superiors and subordinates, colleagues and customers. By collecting information about employees' emotional work through these topics, we can achieve the goal of improving emotional work and improving performance through performance feedback procedures.
On this basis, enterprises can take emotional labor skills and results as influencing factors when designing basic salary. Managers can evaluate the comprehensive difficulty index of emotional work and give higher salary incentives for situations that require more emotional work.
In addition, immediate rewards can also greatly stimulate employees' emotions. Tom watson, the founder of IBM, always recognizes everyone's achievements in time. For example, he often rewards employees who complete a great business or contribute new ideas with $500 on the spot.
Undoubtedly, effective emotional management can promote high performance. According to a data from the United States, organizations can get a return of $5 to $7 if they invest 1 USD in employee emotional management projects. In other words, emotional management not only exists as a leadership art, on the contrary, it has gradually developed into a valuable energy management commodity. The management of organizational emotions is not only conducive to mobilizing everyone's work passion, but also a booster to achieve organizational goals.
So, did you pass the emotional barrier today?