What if employees complain that they don't cooperate with their work?

First of all, there is a basic cognition: whether in the system or in large enterprises (even some small family workshops), the 28-28 law is universal, and there is a great difference between individual ability and the quality of transforming ability into value, which means that the division of labor is bound to be unbalanced.

The topic is: employees complain about uneven distribution, that is, some people do obviously less than him, but they are as good as themselves in profit acquisition.

As a manager, I personally feel that we need to think from these dimensions:

1. Did I bring it? If you take the lead and rush ahead, or even do some key work yourself, employees have nothing to complain about.

2. Have I made more people who work better meet their requirements? Employees follow me, one for money and the other for growth. The latter is usually more important.

I assigned him more work. If he can't get a raise, then try to recommend him to the big platform and more senior bosses, and also give him more voice and suggestions in the team. This sense of gain can often offset the material imbalance.

3. What kind of team do I want my team to be? If you have the right to appoint people, everyone wants everyone under you to be a good soldier, and a higher average ability and quality will of course better distribute the work evenly.

However, some key and core jobs, which can make them "appear", need to be firmly grasped by managers and handed over to the right people at the right time (personally, this is a link that can best see the management level of managers), because it is a stepping stone to his growth (nothing to do).

4. How should I choose people? If I don't have the right to appoint and remove personnel, then I must face the 28 th Law correctly and use those who should and can do more work (of course, the premise is to let them see that I am also a person worthy of following and obeying as a manager, which is the key).

Of course, we should also get more rewards, such as salary increase, promotion, vacation and so on. For those who can't undertake important work and still like to complain, do some trivial and repetitive work that doesn't require brains. They don't want to grow up and obey management. Under the guidance of two or three trainings, they can only give up.

Otherwise, the high cost of communication and time is unbearable for a manager.

Maybe I'm stronger and more competitive, so I'm unlikely to please my employees. Buying snacks and desserts in the office is simply an unacceptable compromise on slacks.

However, I will choose to arrange team dinners and entertainment at the completion of major tasks or special time nodes, depending on the situation.

Kindness does not command soldiers, and anger and arrogance depend on how managers manage their own power. At the same time, more importantly, build your own leadership charm, that is, leadership.

@ user b

First of all, the problems are sorted out: the subject's company is small in scale, with many businesses and few employees, and some people need to work overtime frequently, which leads people who often work overtime to complain to the subject and demand reasonable work allocation standards.

Why do I say that some people need to work overtime often? Because these people demand reasonable work distribution standards, it shows that some people don't need to work overtime often, and those who work overtime often are psychologically unbalanced, so they want something.

Moreover, since the requirement is to formulate reasonable work distribution standards, it shows that the types of work done by this group of subordinates are basically the same. For example, the production plan of the logistics department will not work overtime more than the material plan, because the types of work are different.

Then the question becomes, why do some people always work overtime while others don't? In view of this problem, the specific analysis is as follows:

@ user c

I think this matter can be analyzed in this way. First of all, from your description, the subordinates have really worked hard these days, and it is understandable to complain occasionally. You can't deny his work just because of this little complaint.

Leaders and subordinates have different ideas. The leaders hope that everyone will unite around them and make the cake bigger. From the perspective of employees, employees have made a lot of efforts in their work, but they are faced with uncertain returns. It is not clear how much they can get when the cake grows bigger, so their jobs may be reserved.

On the other hand, if this employee is really capable and you want to keep him, I think you can give him incentives from both material and spiritual aspects, and you can find opportunities to have a heart-to-heart talk. On the one hand, you can give him an appropriate salary increase or option incentives. On the other hand, you should make employees feel that what they do is meaningful and valuable, and appropriate humanistic care is also necessary.

@ user d

1, because I don't know the industry of frame designers, according to my daily understanding, why do I have to work overtime frequently in this job? Is overtime the norm?

2. Can employee benefits keep up normally? Nothing more than more money and less work. Even if they often work overtime, welfare is paid, and they have overtime pay, there is nothing to say. Therefore, the welfare of the company is also the focus, and there must be problems.

3. Is the subordinate's feedback personal or sympathetic? ? Individuals will talk alone. If there are common problems, the problem will be big. Either we discuss it together at the meeting on Friday night, or we organize group activities so that everyone can speak freely when relaxing.

4. Is the company's performance plan reasonable? Employees must feel that giving is not equal to getting, and they will complain if they cross the line.

5. Combined with the above preparations, find out the problem and prescribe the right medicine, whether it is unfair workload distribution or wrong workload distribution time, always come to customers after work and so on. It depends on the overall operation process, industry and market characteristics.

@ user e

Humble opinion:

1.？ With more work, does the employee's income increase accordingly? Are overtime pay and overtime meals included?

2.？ Presumably, there should be no supporting facilities, and employees will put forward the idea of "reasonably formulating work distribution standards". If these jobs are agreed to be done before employees join the company (that is, you already know that there are so many things to be done before you join the company), there is nothing to say, just do your job well. What if we talked before joining the company? And it is necessary to make appropriate changes.

3. Distribution according to work, with corresponding incentive policies, there will always be people willing to work overtime.

@ user f

Let me give you an idea:

First of all, we should know whether one person says there is more work or many people do.

Second, interview alone. Let's describe the work content according to the time node. At what stage, what content takes the most time and produces the least? What's the hardest step?

Third, calculate the work quota according to the work objectives of the group. At present, whether the existing team can achieve the goal within the specified time, can not supplement the applicants, re-divide the work distribution, and must ensure the completion of the established goals.

@ user g

Small scale, many businesses, often working overtime. This is the status quo.

First of all, analyze whether the business is more year-round, seasonal or a certain period of time. In view of the problem, explain to the boss the necessity of increasing manpower, either long-term, internship or part-time.

Secondly, it is normal for employees to work overtime, which requires reasonable work allocation standards. You can't make trouble without reason just because the company is small.

Formulating this distribution standard is also a more standardized and streamlined step for your company.

Finally, is there overtime pay for frequent overtime work? Is the laborer company reasonable?

If the work assignment is standardized and overtime is paid, the number of employees will be reasonable. I believe your problem will also be improved.

@ user h

From the manager's point of view, first, find out the core of subordinates' demands, whether they are simply tired or have other purposes, and be targeted. Second, to identify the core weaknesses of subordinates, generally speaking, is to see what he is most afraid of, even to scare and deceive.

Attack its weakness. Third, identify the emotional weakness of subordinates, put yourself in their shoes, recall the past, give examples and compare feelings. Finally, in terms of work content, communicate with subordinates, work together to make a commitment to weaken their sense of being managed and give them appropriate rewards.

Above, from the perspective of managers, the ultimate goal is to promote the work.

@ user I

Nowadays, many industries generally work overtime, and so do employees with big opinions. In the final analysis, employees are unwilling to work hard, so there will be complaints. Suggestions to solve this problem are as follows:

1. Don't work overtime unless necessary. If you are not very busy during normal working hours, you can occasionally get some benefits and go out for dinner. , improve their sense of belonging and strengthen the centripetal force of employees to the company.

2. Pay, corporate profits will inevitably increase, increase the boss's income and squeeze employees' working hours. Of course employees don't want to. They can find the most harmonious and non-contradictory method to increase employees' income according to their business content, overtime hours and performance. Employees and the company's profits are linked, employees will naturally work hard, and the only child will not be more anxious than the boss.

3. Reasonable and specific distribution of work, determine the overlapping blind spots in the work, and make them as clear as possible. The interrelated work should allow the cooperating employees to complete the task as much as possible, improve the completion efficiency, increase the effective workload within the effective time, and naturally reduce overtime hours.

To sum up, reduce unnecessary overtime, increase the income of employees and the company in a reasonable way that can promote the enthusiasm of employees, rationally allocate work and improve work efficiency.

@ user j

Strive to tap the deep needs of employees;

Related to workload:

1) Is your workload heavy, or do you think it is unfair to compare with someone?

2) Do you think the salary is low or the workload is heavy?

3) Do you feel that the workload is heavy or you have been doing repetitive work without making progress and being asked to do different jobs?

Issues related to work efficiency:

1) Does he spend much time on each job? Is there anything that needs to be improved in work efficiency and methods?

2) Are there any working methods that can be summarized to help improve work efficiency? ?

If he really thinks it is necessary to subdivide the work after analysis, he can come up with a plan, such as how to subdivide it, and whether the rationality of this subdivision can be verified for everyone, so that the work efficiency and methods can be mutually verified.

I happen to meet employees who love to pick jobs and love themselves more. They can't send jobs every time. They have the ability to work and the quality of their work is quite high. But because she loves to pick jobs, many colleagues are very picky. The question I ask myself is: What is the worst possibility of not satisfying her? Will she leave? Will she go to work without any difficulty? Can I handle this situation? If she is satisfied, what impact will it have on other members of the team? How many people are affected?

@ user k

First, define the question:

Employees complain about too much work. To what extent? Can you use data or examples to illustrate it? It can even be broken down into how long it takes to do one thing in a day.

Secondly, analyze the problem:

Why can employees only do so much work in a day? Is it an efficiency problem? Or is it because there are too many things? Or is it because the process is too complicated? Or are employees lazy or even in no mood to work? Wait a minute.

Third, determine the solution.

Efficiency, to strengthen training (time management, etc. ) and provide guidance; If the mind is not here, conduct psychological counseling and observe the effect. If not, change people. If the process is complex, promote process optimization (it will be more difficult), and so on.

Suggestion: Have a heart-to-heart talk with employees, understand his thoughts, provide guidance on working methods and career planning, let them work with peace of mind, work overtime voluntarily, and accelerate their growth.

@ user l

First, the root of this problem is not employee complaints, but more work. If it is purely quantity, there are two aspects of optimization, on the one hand, from job optimization, on the other hand, from people.

Starting from job optimization, there are the following methods:

1, optimize workflow

2. Outsourcing tasks

3. Strengthen on-the-job training.

Starting with people, there are the following ways:

1. Recruit more new employees. 2. Increase employees' salaries

3. Strengthen communication and coordination, and do a good job in psychological construction.

4. Introduce stricter performance.

5. Starting from the employee environment and family figures, we should show affection for people and exchange humanistic care for labor.

Generally speaking, if the company makes a good profit, it can refer to the companies in the same industry to improve entertainment and establish a new salary system, otherwise it will be difficult to completely solve the problem.

Second, we can observe whether there are specific people who incite unreasonably. At this time, the countermeasures are also two points, on the one hand, from the instigator or important influencer, on the other hand, from the instigator and the affected.

From fan to porter:

1, find out the real motive.

2. State your interests.

Step 3 soothe fluctuating emotions

4. Clever use of harness

5, provoke the disintegration of the alliance.

Start with incitement:

1, state interests.

Step 2 talk about the company's difficulties

3. Set false expectations

4. Awaken emotional consensus

5. Emphasize the consequences of behavior.

Third, the boss or manager should also reflect.

To the boss:

1. Seriously consider the business model and organizational structure.

2. Optimize resource allocation

Step 3 investigate deeply

4, clean up the company moth

For managers:

1, strive for more resources

2. Find the reason and make suggestions

Limited by ability, we can only stop here.

@ user m

1. Only one subordinate complains about too much work: communicating with subordinates to understand the situation is the personal efficiency problem of subordinates, family problems, company salary and benefits, etc. , and then make targeted adjustments;

Several subordinates in the company all reflect the same problem: to work overtime,

A. If it is temporary overtime (only there are many business recently, and there are peaks and valleys every year), put forward other relevant systems, such as leaving work early in leisure time, discretionary time, salary and benefits, etc.

B. Often working overtime, the company is on the rise and has a lot of business. The management of the company needs to consider hiring more people to handle affairs.