How to manage the "headache employees" who don't abide by the company system?

In a human resource management forum, the human resource manager of a company said such a thing: such "headache employees" are not uncommon in enterprises, and their performances are also different: some are extremely self-centered and difficult to get along with; Some rely on the old to sell the old and despise the authority of managers; Others are greedy for petty profits and always want to wipe the oil from the public. These employees constantly challenge the bottom line of the company system, disrupt the work order, and lead to the decline of team work efficiency. On the one hand, the bad behavior of these people may be imitated by other employees; On the other hand, because these people are not necessarily punished, other employees may have hostility and anger, which will have an impact on the whole working environment. Therefore, managing these problem employees well is not only the task of managers, but also involves the interests of every employee. According to experts, Mr. Wang Daohua, President of Fujii Management Consulting Company, made the following suggestions to the company managers for reference only: First, sort out whether there are loopholes in the management system. Since the employees in the above cases have profound qualifications, it shows that the company has its long-term survival soil. This soil, to a large extent, lies in irregular management and institutional opportunities. For example, you can blatantly reimburse tickets for private use when there are loopholes in the financial system; It's okay not to abide by the company's system, but the reward and punishment system is not strict. Therefore, managers should reflect on their own management consciousness, management concept and management system, and plug the loopholes in time. Otherwise, even if employees are dismissed, they can only treat the symptoms rather than the root cause. One problem, the employee left, and there will be a second one and a third one. Secondly, strengthen the construction of corporate culture. If the system construction is rigid, then the construction of corporate culture is flexible and long-term. Only when the two constructions are carried out at the same time can the problems of problem employees be effectively improved. In a good corporate culture atmosphere, both old employees and new employees can accurately grasp what the company advocates, opposes, advocates and eliminates, and demand themselves as a standard. Enterprises can strengthen the concept of unity and cooperation among colleagues through continuous publicity or some activities, and subtly change the behavior of problem employees; Companies can also evaluate the content of corporate culture in regular employee evaluations. In the long run, problems such as personal bad attitude towards colleagues can be effectively curbed. Then, observe the problem employees, monitor the improvement, and dismiss those who have not improved for a long time. Compared with re-recruiting and training new employees, the cost of helping old employees improve their existing performance is much lower. If he can get back on track, maybe he and his experience can become valuable assets of the company. So don't make a decision in a hurry, and pay attention to observing its changes on the basis of the first two measures. If there is no improvement for a long time, we have to "go our separate ways". But before the dismissal, we should seize every opportunity to educate and help them, and the dismissal should be reasonable, reasonable and legal. Mr. Wang Daohua said that dealing with "employees with headaches" generally follows the above three principles. However, under the above circumstances, it should also be noted that in the current talent market, the supply of computer hardware maintenance personnel has exceeded demand, which is not a shortage or a key position. In other words, this person has a high replacement rate. Therefore, although there is no problem with this person's work, in view of his consistent performance, Mr. Wang believes that connivance can only make him a black sheep and should be resolutely dismissed. The reason for dismissal should be "warning": for example, cases that violate the company's system, especially those that harm the public and enrich the private interests, can be used as the reason for dismissal, and this can be used as an opportunity to reorganize the company and reorganize the team to make an example for others. Colleagues say point one: just one word-resign! Marco Lin of Shanghai Yin Bo Science and Technology Company: There is such a person in our office. Because he is a senior, you can't touch him. He often bosses his colleagues around. Even he pays his own water and electricity bills, and we young people who run errands for him. If something happens, you always lecture others with the attitude of your predecessors. In fact, many things he said have long been out of date. Everyone is saying behind the scenes that if we don't try our best to support this department, can we still get along with its performance? I said, such a person should have resigned a long time ago. The company is not a charity, a person who cannot create value for the company, but also affects the enthusiasm of other employees. Why did you keep it? Viewpoint 2: Find out why this phenomenon exists. Xu Yizhou, Shanghai Xilirui Business Company: Although I hate such people very much, they have contributed to the company after all, and it is probably not appropriate to dismiss them. Everything happens for a reason. Why not ask them why? If he is cocky with old qualifications, the company should severely criticize him; If family reasons lead to his lack of enthusiasm for work, the company can comfort him and encourage him to make progress; If he feels that he is not respected in the department and is not good for his colleagues, the company can also help him adjust his mentality. I think they should be given a chance, except that it is unforgivable to harm the public and enrich the private interests and disclose company secrets. (Ke Yang)