How Do Entrepreneurs Manage Communication With Employees?

There was such a small story that there was a solid lock hanging on the iron gate, and the iron bar cost no effort, but it could not pry it open. The key came, and its thin body went into the keyhole, only a slight turn. The big lock snapped open. The iron pole asked curiously, "why can't I open it too hard, and you can easily open it?" the key said, "because I know his heart best."

　　 Entrepreneur Manager How and Staff communication Nowadays, many enterprises also have such problems: the flow of personnel is too fast, and the contradiction between employees and enterprises is deepening. The decision makers of the enterprise have also taken a lot of effort to solve this problem, but in the process, it seems that there is always a big lock which can not be opened in the middle. How to communicate with employees is a headache. The reason is that he failed to understand the "heart".

First of all, let's take a look at the reasons for the formation of the big lock, and see what causes the internal satisfaction of employees to be low, employees have no sense of responsibility and loyalty to enterprises, and enterprises do not have employees. Sense of security and belonging 。

First, because of the special phenomenon of "oversupply" in China's labor market, enterprises decision-makers mistakenly believe that they can find the talents they need at any time, which makes the enterprises pay little attention to their employees and do not establish an equal relationship. Managers rarely communicate with employees. They are too wishful thinking that what they provide is what employees want and do not give employees the opportunity to express their ideas. The result is that employees lose confidence in their business and lose enthusiasm in their work. So if conditions are possible, employees will choose to leave without hesitation.

Second, incentive mechanism makes employees feel lack of security. Whether in salary formulation or personnel appointment, they are still has the final say of leaders or managers. The evaluation of employees is too subjective and can not form a fair and just competition system. Many employees will feel ungrateful. This largely dispel the enthusiasm of employees, which will inevitably lead to low efficiency and create unhealthy atmosphere in the enterprise.

Third, enterprises mistakenly believe salary is the only way to solve the problem, ignoring the significance of other factors in the organization. In his theory of needs, Masno tells us that there are five needs for human beings: physiological needs, security needs, needs for social interaction, needs for self-worth realization, status and respected needs. Although these five requirements represent different stages and exist in the same organization, only by combining salary incentives with non remuneration incentives can employees' needs be satisfied one by one. Then we can make greater use of his potential.

Fourth, when leaders evaluate employees, they have serious emotional factors. The incentive mechanism they set often tended to be superior to others or their favorite people / departments, while the ordinary people or employees were dominated by institutional constraints, which led to the excessively narrow scope of incentives. The emergence of such problems will inevitably cause internal contradictions, increase internal friction, greatly reduce teamwork and ultimately lose cohesion.

From the above problems, we can see that the root of the problem is the problem of an idea. To really solve these problems, the first thing we have to do is change our ideas. One of the most fundamental problems lies before us, that is, you regard employees as cost, resources or wealth. If you regard it as a cost, you will do everything possible to reduce it and strive to minimize investment. As a resource, you will better develop and use it to create the greatest value. As a wealth, you will create and possess him as much as you can. Only by changing your ideas can you find the sense of responsibility and loyalty of the employees you want.

Now many human resources managers will reflect this problem, that is, excess manpower does not mean redundant talent. How to get and retain the most needed talents has become the most concerned problem of HR managers. We have tried many ways to change the internal management system, improve the working environment of employees, and set up a new performance appraisal system. However, we seem to have neglected a link, which plays an important role in improving the relationship between employees and companies. There is no serious study on how to use the correct incentive system. This will inevitably lead to a single incentive mechanism and deflect. Therefore, it is necessary to establish a guaranteed incentive system and create a fair and just competition environment. {page_break}

A lot of times, even if there is a guaranteed incentive system, the problem seems to have not been solved well. At this point, we will more doubt that the problem is on the staff. In fact, this is a very common phenomenon in the implementation of human resources management, ignoring the role of communication. Communication should first be manifested in respect for communication objects, which is the core of interpersonal communication. Therefore, communication is not limited to work communication. We can communicate with employees to have a correct understanding of the company's culture and management system, and at the same time, it is also the best way to understand employees' needs, interests and ideas. The communication process makes us clear how to build keys, how to establish incentive system and how to use it.

Salary incentive is essential for enterprises to retain talents and improve employee satisfaction, but it is not the only way. How to properly use the non remuneration mechanism in the process of implementing salary incentives has become a matter of great concern to managers. This requires managers in the management process, for different people, different environments, clever use of non remuneration incentive mechanism.

There are many forms of non remuneration incentive mechanism, but it can be divided into: first, emotional style, in communication process, understand the actual situation of employees, help employees solve some difficulties in life, learning or work, and gradually expand the impact. This not only has the trust of employees, improve employee internal satisfaction, but also improve the cohesion of employees. The two is affirmative, pay attention to the work of employees, and affirm or commend the achievements or contributions of employees in public places, which not only helps to establish the prestige among employees but also creates a competitive atmosphere within the organization. The three is authorized mode, fully tap the potential of employees, according to the ability of employees, reasonable allocation of work, so that employees can participate in the company's decision-making work at different levels, so that not only satisfy the management desire of employees, but also make employees find a sense of belonging. No matter which way it is, it varies from person to person, no matter how it is done. The aim is to maximize the satisfaction of the five needs of employees in the same organization.

They all say that "entrepreneurship is easy and business is difficult". This is also true in the implementation of management system. Precisely because people are emotional animals, there will be subjectivity in doing anything, so they will cause many difficulties for us to implement the management system. There is a barrel principle in management. It says a wooden barrel composed of many wooden boards, and determines the volume of the wooden block, not the longest one, but the shortest wooden plank. The same is true for enterprises. All departments and staff of these enterprises are wooden boards that make up wooden barrels, and the competitiveness of enterprises is the volume of wooden barrels. Therefore, in order to enhance the competitiveness of enterprises, it is necessary to develop various parts of the enterprise evenly. It is precisely because of this reason that while guaranteeing the flexible use of incentive system, managers should also try to stand in an objective position and be able to truly apply only the same. Only in this way can we solve the contradiction and achieve the goal of long-term development.

We have repeatedly stressed that enterprises should use more communication and incentive methods to solve the problem of incompatibility between employees and enterprises. It does not mean that enterprises should always involve employees and deliberately try to please their employees, but that they should use scientific management methods rationally and give full play to the role of communication to solve the internal contradictions of enterprises. Finding the key to open the employee's heart lock is the best way to solve this problem.

Personal opinion, I think, whether it is during the start-up period or entrepreneurial success, whether it is their employees or ordinary friends, even people we know, should be honest with each other, be genuinely concerned about your employees, really care for our employees, and regard their employees as brothers and sisters. If we can do this, we believe that our employees will not care at all, and will do everything in their heart.

The view of cube tea is that a highly effective manager will not be a staff member. He will work hard as a friend, and make his employees too high / = raise his or her height, so that he can feel that you respect him, and can not just act like this. This will not let him join you in the same boat, which is very unfavorable for developing enterprises.