My employees are very lax now, some of them are old employees, and their performance is not ideal. How to solve it?

Managing old employees is a headache for many enterprises now. What we are discussing here today is not simply complaining about the faults of the old employees, just like when discussing the problems of the younger generation born in 1980s, we should take the attitude of exploring new management methods that suit us, instead of just complaining about their total faults. When our original management methods can no longer adapt to them, we must seek other management methods to replace the existing management methods, give full play to their advantages and tap their potential. This is what a manager should really consider. The old employees we are talking about are mainly reflected in two aspects: the first is the old qualifications. The so-called old qualifications do not mean how old they are, but that these employees have served in the enterprise for a relatively long time and are members of the early stage of the enterprise. They have a deep foundation in the development of enterprises and have a better understanding of the development process and corporate culture of enterprises. The second aspect is that their attitude is rather old and difficult to manage. They all have an old-fashioned attitude, make a disapproving attitude in the face of changes in enterprises, set up various obstacles, and are unwilling to change their original habits. Because these people are either the founding fathers or the relatives of the country, their position in the enterprise is quite important. Their attitude directly determines the future of enterprise development. How to guide them is also a difficult problem for enterprises. As for those old employees who have performed well, it is not the scope of our discussion today. In order to solve this problem effectively, we should first look at how this problem came into being. Are these ideas innate? The answer is no, which is related to the specific development process of the enterprise. It is the history of the enterprise that has created their present thinking, and of course the influence of China's traditional thinking on them is not excluded. First of all, I think this phenomenon is related to the original business philosophy and mode of the enterprise. As we all know, the early thinking of enterprises and employees thinks that enterprises and employees are tools to make money from each other, enterprises exist for survival and employees work for survival. This has led to the emergence of short-term behaviors of enterprises and employees. When the current market needs enterprises and employees to form strategic partners, the two sides begin to have differences and distrust. Enterprises complain that employees are disloyal, and employees complain that enterprises are too stingy, so employees begin to slow down, or conflict with the business philosophy of enterprises. I think this is the first reason why employees think "old". It is based on the above management concept that enterprises have no idea about how to plan the future of enterprises and employees. When the market needs enterprises to consciously plan, effectively guide employees and build a good team, they find that employees have no long-term planning at all, enterprises do not attach importance to their career planning, and employees do not know how to plan. When the enterprise develops to a certain stage, old employees can't move forward when they meet the ceiling. At this time, enterprises began to complain that employees did not perform, not that they did not perform, but that they did not have the concept and skills to perform at all. Ideas have been implanted in the brains of employees in the process of enterprise development. It's hard to get them to change a habit and change their minds now. Western enterprises, after hundreds of years of development, have a perfect management mechanism. They always make plans first, consciously plan the future of enterprises and employees, then strictly control according to the plan in the implementation process, and finally come back to examine and adjust the enterprise plan according to the implementation situation. Enterprises with early development in China always do it first and then improve their business models; Western enterprises are constantly adjusting and controlling the implementation process to ensure that they meet their development plans, while our domestic enterprises are constantly adjusting their plans to adapt to the real situation. As an enterprise, we must first review ourselves. Secondly, it is related to the whole education system of our country. Systematic vocational education should include professional ethics education, career education and vocational skills education. As we all know, we are actually backward in vocational education. By the time everyone thinks this is very important, people's ideas in this area have been formed and solidified. People in China always think that if I beat my country, I should do so. Even if I am the worst, I won't come up and I don't want to go down. When the new generation came out, they mostly gave blows, not support. This has become the instinct for survival in the workplace. Even if his ability is worse, it should be done by a consultant. Can not reflect the characteristics of the almighty and the mediocre in the market economy. The national education system needs to keep pace with the times and conform to the characteristics of economic development in this era. This is my second point. Thirdly, the shortage of labor market in recent two years has made these old employees lose something called "sense of crisis". As we all know, only when people have a sense of crisis will they continue to study hard and improve themselves, but the market cannot give these old employees a sense of crisis. So, as a business manager, how should we deal with this situation? First: handle things from the perspective of the market, from the objective facts, not personal. We all like to follow the so-called management routine. If everything is "I think", you will encounter resistance from "they think". Because, they will answer you in one sentence: "We have been doing this for more than ten years, and nothing has happened. When your boy comes, this won't work, and that won't work. " Who are you? It turns out that they don't understand or support some things we do. When you implement your own ideas, you are actually indirectly denying their past achievements! You can't convince them with your point of view, even if you think it is reasonable. I let customers talk, I let the market talk, the market says you can't, you just can't, the market says you are backward, you are backward. Every time a customer comes over, we should take the time to let them talk about their views and requirements. Then, call the old staff to listen. Only then did I know, "we guys are all sitting by the well watching the sky"! You should do this! They will also say: You didn't come up with this idea, it was put forward by our customers. We will say in our hearts: As long as you know this, you should do it. Who cares? Who cares who did it? So, sometimes don't deliberately let them recognize your practice. In fact, it is in this process of constant collision that they gradually accept your point of view. So remember, don't use your ideas or your ideas to convince them, but start from objective facts. Second, we should establish the image of our words and deeds in front of them. I often hear employees say, "This problem has existed for many years. Can it be solved? " "This problem or this thing is not good, that's all." ! So we must change their thinking: as long as we work hard, as long as we work together, nothing can't be changed! Before Shang Yang's political reform, why did he plant a piece of wood in the square and give it an incredible price for others to carry? In fact, I want everyone to believe that what I said today will come true, and nothing I want to solve can't run away! So, I think this is also very important. Third, you must be confident so that you can guide them and not be misled by them. I find that many managers are easily misled by these old employees. As a manager, you must be sure that you can change them, solve this problem reasonably, be misled by their negative emotions, or sometimes be misled by their provocations. You must keep a clear head. Provocations are inevitable. When you get excited, they wait for jokes. Don't do this, because at this time, you have been hypnotized by him, dominated by their heads, and put in their heads! So, don't be misled, you must believe in yourself! Fourth, make good use of communication skills. First of all, learn to communicate with actions. I believe everyone has learned many ways of communication, but all of them are through language. In such a group, we should learn to communicate with actions. The ability of verbal expression is their weakness, and they will deliberately avoid it. Even if he has nothing to say to his face, he only refuses verbally. They may even say: You speak so well, why don't you try? Fall into their trap again! So, be sure to integrate your communication into your behavior. In daily life, when they need help, take the initiative to reach out your hand, when they encounter difficulties, take the initiative to reach out and prove that you have been paying attention to them with your behavior! In this way, they will slowly accept you from the heart. Secondly, the choice of communication channels, don't always think about communication in the office because it will only make them uncomfortable. Third, don't miss a word. If you should say thank you, you must say sorry. Who let them be old employees? We should respect them from the heart, not superficially, but complain about them from the heart. Fifth, we should break the deadlock and introduce new people. If all these methods fail, we can only divide them, one by one. If you can't integrate, you must use contradictions. Too many contradictions in enterprises are not good, and no contradiction is even more terrible. Contradictions are often the driving force for progress. Many of our decisions are often influenced by our elders. If a new person comes in and thinks the same as you, you can introduce them to discuss, let them argue and you mediate. I remember seeing a plot in Hanwu the Great, that is, at the beginning, Emperor Wu of the Han Dynasty was always influenced by the opinions of the old ministers of the Queen Mother, and all his opinions were overthrown as soon as they were discussed. The meetings they often hold are called "Tingyi" (just like a standing committee). In order to break the deadlock, he changed the way of discussing the issue to "discussion at the DPRK", so that all newcomers can express their opinions and old ministers at home can also come. So, sometimes, we have to learn to control contradictions. Sixth, we must win the support of the top leaders, because these old employees are "indomitable spirit". What is indomitable spirit? Because many of these old employees are early-stage employees, they will have many opportunities to talk to their bosses and many channels to transmit information. They go against the sky! The website is a relatively strong mass base to control them. Therefore, we must win the support of the top management. Without their support, it will be very dangerous immediately. Seventh, we should set a typical example, with clear rewards and punishments. When employees do something right, they should be encouraged and praised at the first time. When employees take the lead in showing off, they should be severely punished. This changes their camp and makes them civil strife. After the collision, your fans are bound to increase. Eighth, we should strengthen guidance and training to broaden their horizons and gradually bring them into institutionalized management through the above methods. Ninth, establish a good employment mechanism, form a continuous hematopoietic system for enterprises, and give enterprises a sense of crisis.