Diary of business executives: the "big change of blood" of enterprises and the track of eliminating the sense of crisis of old employees

diary from a business department supervisor

year, month and day? Monday

Recently, the company has developed rapidly. Because the original team's business ability can't keep up with the company's needs, the boss has made a large-scale personnel adjustment, and at the same time, he has 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 take performance as the most important assessment standard, hoping that the old employees can set an example.

I've been thinking about these years in the company. When the company's products first came out, we were also engaged in marketing and sales. From poor performance to reaching the 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 monthly performance is not stable. The adjustment made by the company this time will be "nervous" for me and them.

the corporate culture of the company has always been warm and the daily benefits are good, but for our business department, we always have to talk about performance. Recently, a group of new colleagues who have strong professional skills have given me three team members, one of whom is a reserve cadre (this is also my own choice). I am worried about whether the company wants to replace me. Or let me replace these employees with poor performance! 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 director of the department called all the supervisors and managers to have a meeting and asked them what they thought of the recent incident. At such a meeting, I usually don't talk, but listen to others, that is, a few regular activists would jump out and say a few words. As there were several new supervisors among the participants, basically no one spoke.

the director said: "With the concerted efforts of all of us, 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 go up a step. 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 express our gratitude to the company with high performance. "

Later, when the director was in the company system, he said a few more words, saying that our company was very humanized. In an assessment cycle, employees with unqualified performance signed improvement books, and they could improve themselves through training and learning. If they were unqualified again, they could be transferred. If they were still unqualified, they would be dismissed. For employees, they had already given many opportunities and helped them find their own strengths or more suitable positions. As a management, I sometimes think that this employee's performance is not good, which holds the team back. However, 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 made clear 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 during this game is harvest, not the people who are always in this game are winners. Maybe they are more suitable for other games?

after thinking about it, 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 making progress. However, we do not consider everyone for some objective factors. This is a competitive society, and it is the most fundamental thing to improve our competitiveness.

XXXXX Tuesday

Originally, I was in a calm mood today, but I heard from Lao Zhang in the early morning that Xiao Li had recently spread rumors that the company was going to fire all the old employees. The child was very helpful, but he just couldn't control his mouth and his performance was always so-so. I took this opportunity to talk to him.

me: "Xiao Li, how much have you accomplished this quarter?"

Xiao Li: "What's the use of how much you finish? Didn't you hear that the boss thinks the old employees are incompetent and wants to change them all?" Recently, so many new people have been recruited. Didn't you also recruit a deputy to replace you? "

me: "You child, you said that you spend half your gossip on your work every day, so it's not like this now. You always add oil and vinegar to spread these negative information, which is not good for the enterprise and your own influence. "

Xiao Li: "Brother Hua, what I told you is true. I heard what the boss said when discussing with HR ..."

I: "Well, let's talk about your performance ..."

After the chat, I thought about it myself, and I have to say that such a destructive employee with poor performance should be dismissed, and the negative impact he brought.

recall that the boss said that the company should be a warm and passionate enterprise from the beginning of its establishment. For our business department, performance is the best expression of passion. And the company has also achieved a temperature. If we say that dismissing unqualified employees is even killing donkeys, then the company and we may also 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 this matter, so I talked to the person in charge of HR.

HR asked me, "Why are you worried that you will be replaced? Because which employee was replaced for no reason before? Still think that your ability is not enough? "

I thought about it: "If their performance is better than mine and their management ability is better than mine, will the company replace me?"

HR: "Brother Hua, I can't answer your hypothetical question, but if there are younger generations who surpass us, we should be happy. There is more than one business department in the company. They have the ability and can lead the team alone, which will not affect you. And now 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 continued: "You are very clear about the promotion system of the company. 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, and it is not a special treatment for new employees. 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 own abilities and my fear of the unknown.

XXXXXX continued to struggle with passion on Wednesday ~ _

From the diary of the business executive above, it can be seen that the old employees will have some sense of crisis about the "big change", so what should we do well?

1. Corporate culture:

Let employees know clearly what kind of team and employees the company wants. For example, building a company with temperature and passion is not just talking about it, but showing it for employees to feel.

Second, improve the company system:

For example, in the recruitment system, especially during the period of rapid development, it is necessary to strictly control the quality of talents and not 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 during the "big change"; A perfect salary performance incentive system can not only make employees realize their own shortcomings, but also put forward improvement plans and plan their future personal development, and can also obtain intuitive economic income.

Third, improve the management ability of middle-level managers:

The most common words used by old employees are muddling along, killing the donkey, relying on the old to sell the old, etc. In other words, the old employees who muddle along feel that the company has developed well and forget the employees they once paid, and they feel unkind, and they feel that they are loyal although they are incompetent, and they have been in the company for so many years and do not believe that the company is so ruthless. In the face of these employees, most managers tend to be soft-hearted and don't know what to do. This is not only human nature, but also a manifestation of lack of 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, and the company has given me this platform, so I will constantly improve my self-ability, and I will not be so scared when the company "changes blood". If my ability is not enough, the company will arrange another development direction for me, such as changing posts, training and re-learning, etc., which will not make me feel that the company is not cold-blooded and heartless, 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 should have the ability to foresee problems, and also learn to listen more and see the 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. Like this "big change of blood", most enterprises will encounter it, so we should learn from the lessons and experiences of others, make preparations in advance, and improve the enterprise system. If you are unprepared, you should grasp the key points, as well as important core talents, try to reduce the losses of enterprises, and do a good job as a psychological counselor (HR always needs to wear several hats).