Year, month and day? Monday
The company has developed rapidly recently. Because the original team's business ability could not keep up with the company's needs, the boss made a large-scale personnel adjustment and recruited many new people, including some managers. Last week, the boss communicated with us and attached great importance to the old employees, but the business department will still regard performance as the most important assessment standard, hoping that the old employees can set an example.
These days, I recall my years in the company. When the company's products first came out, we did both marketing and sales. From poor performance to reaching the average monthly standard and entering the top three, the overall performance of our team has been improving, but some employees have to deal with family affairs, and some young children are not so motivated, and their average monthly performance is unstable. The adjustment made by the company this time will be "nervous" for me and them.
The company's corporate culture has always been warm and the daily benefits are good, but for our business department, we still have to talk about performance. Recently, a group of new colleagues with strong professional skills gave me three team members, one of whom was a reserve cadre (which I chose myself). I'm worried about whether the company will replace me. Or let me replace these poor employees! They have been with me for so long, how can they bear it?
On an uneasy morning, when I was worrying about this matter, the department director called a meeting of all the supervisors and managers to ask everyone's views on this recent matter. At such meetings, I usually don't talk and listen to others, that is, a few fixed activists will jump out and say a few words. As there were several new directors among the participants, basically no one spoke.
The director said: "With the joint efforts of all, the company has won a new moment, which is a good opportunity and a challenge. We need to seize this opportunity to make our performance by going up one flight of stairs. Old employees must help new employees get familiar with the business as soon as possible, and new employees should also give full play to their abilities, innovative spirit and teamwork spirit, and integrate fresh blood to make the enterprise more competitive and achieve new achievements. The company has always attached importance to the growth and development of old employees, and we will thank companies with high performance. "
Later, when the director was in the company system, he said a few more words, saying that our company is very humanized. In an assessment cycle, employees with unqualified performance can sign improvement books, and they can improve themselves through training and learning. If you fail again, you can change jobs. Those who are still unqualified shall be dismissed. This gives employees many opportunities to help them find their own advantages or more suitable positions. As a management, I sometimes feel that this employee is not performing well and is holding the team back. But considering that he usually has a good relationship with everyone or other factors, he will feel sorry. At this time, have you considered those employees who have worked hard for the team? Maybe they have overcome many difficulties and are doing these things. Is it unfair to them? The rules of the game have been clearly stated from the first day you came in. Since you want to play, you must abide by the rules of the game. What you learn and improve in this game is the gain, not the winner who has been in this game all the time. Maybe they are more suitable for other games?
I thought about it myself. We are always making excuses for employees with poor performance, which is not only unfair to employees with good performance, but also makes employees with poor performance stop. We also don't consider everyone for some objective factors. This is a competitive society, and improving one's competitiveness is the most fundamental.
XXXXX Tuesday
I felt better today, but I heard from Lao Zhang this morning that Xiao Li had recently started a rumor company to fire all the old employees. The child is very helpful, but he just can't keep his mouth shut, and his performance is always so-so. I took this opportunity to talk to him.
Me: "Xiao Li, how much have you finished this quarter?"
Xiao Li: "What's the use of tidying up? Didn't I hear that the boss thinks that the old employees are incompetent and should all be replaced? " So many new people have been recruited recently. Didn't you hire a deputy to replace you? "
Me: "You kid, you said that you spend half of your gossip at work every day, but now it's not like this. You always spread these negative information with embellishment, which has a bad influence on the enterprise and yourself. "
Xiao Li: "Brother Hua, what I told you is true. When discussing with HR, I heard the boss say ... "
Me: "Well, tell me about your performance ..."
After the chat, I thought about it myself. I have to say that such a destructive employee with poor performance should be fired. The negative impact he has brought is too great.
In retrospect, from the beginning of the company, the boss said that we should be a passionate and passionate enterprise. For our business department, performance is the best expression of passion. And the company has also achieved temperature. If we dismiss unqualified employees or even kill donkeys, then the company and we may be destroyed by these donkeys. Although I still have a sense of crisis and worry that these young people may replace me at any time, it is precisely because they can create more value for the company that the future of the company is better.
I was still worried about it, so I talked to the head of HR.
HR asked me, "Why are you worried that you will be replaced? Because which employee was replaced for no reason before? Still feel that my ability is not enough? "
I thought about it: "If their performance is better than mine and their management ability is stronger than mine, will the company replace me?"
HR: "Brother Hua, I can't answer your hypothetical question, but we should be happy if there are younger generations who surpass us. The company has more than one business department. They have the ability to lead the team alone and will not affect you. And now that they are your subordinates, you should make full use of their abilities. If they are trained as your successors, it will be your credit. "
HR went on to say, "You are well aware of the company's promotion system. No one can stop you from taking the promotion channel in the future. First of all, don't set limits for yourself. We don't pay attention to the cultivation of talents today, nor do we treat new employees specially. We should seize the opportunity to learn and make progress. . . "
After talking for an hour or so, I found that this sense of crisis comes from my lack of confidence in my ability and my fear of the unknown.
XXXXXX Wednesday
Continue to struggle with passion ~ _
It can be seen from the diary of the business executive above that the old employees will have some sense of crisis about the "big change of blood", so what should they do?
First, corporate culture:
Let employees know clearly what kind of team and employees the company wants. For example, building a company with temperature and passion, not just talking about it, but taking it out for employees to feel.
Second, improve the company system:
For example, the recruitment system, especially in the period of rapid development, needs to strictly control the quality of talents and cannot lower the requirements in order to complete the task; Talent echelon construction and talent training system keep employees in a state of learning and progress, and reduce their sense of crisis in the "great change"; Perfect salary performance incentive system can not only make employees realize their own shortcomings, put forward improvement plans, plan their future personal development, but also obtain intuitive economic income.
Third, improve the management ability of middle managers:
What old employees often say is: muddling along, killing donkeys, relying on the old to sell the old, and so on. In other words, the old employees who muddle along feel that the company is developing well, forget the employees who have paid, feel that they are not kind, and feel that they are incompetent but loyal. After all these years in the company, they don't believe that the company is so heartless. Faced with these employees, most managers are often soft-hearted and don't know what to do. This is not only human nature, but also a manifestation of insufficient management ability. Don't get emotional! In addition, we should be good at combining the advantages of new and old employees to form healthy competition and build a harmonious team.
As an employee, I know what kind of employees the company wants. I know that I need to learn and improve. The company has given me this platform, so I will constantly improve my self-ability, and I will not be so afraid when the company "changes blood". If my ability is not enough, the company will arrange another development direction for me, such as job transfer, training and further study. It won't make me feel that the company is not cold-blooded, and I can still fight side by side with the company. For employees who do not conform to the corporate culture, even if they are cleaned up, the harm of moths is far more terrible than we thought.
We must have the ability to foresee problems, and learn to listen to and see more problems of other enterprises, and reflect on whether the same problems will occur in our own enterprises, how to avoid them, and how to solve them if they occur. Most enterprises will encounter this kind of "big change of blood", so we should learn from others' lessons and experience, make preparations in advance and improve the enterprise system. If you are not ready, you must grasp the key points, as well as important core talents, minimize the losses of enterprises, and be a good psychological counselor (HR always wears several hats).