What Are The Mistakes In The Employee Handbook?

During the consultation process, we found that the problems existing in enterprises, like icebergs, are the marketing problems, such as product sales, advertising and so on.

Outstanding enterprise management depends on the unique characteristics of the enterprise itself, it can solve the various bottlenecks encountered by the enterprise in the course of its operation.

Management Master Peter Drucker said: "in all organizations, about 90% of the problems are common, and the difference is only 10%.

Only these 10% need to adapt to the specific mission, specific culture and specific language of the organization.

Whether or not to operate a business successfully depends on the 10%.

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Nowadays, there are so many information about the employee handbook that we can even search for employee handbook online.

In my opinion, there are three types of employee manuals commonly used in Enterprises:

In the form of comics, pictures and texts, the staff handbook should be worked out in a concise and clear headline form.

With various regulations and systems as the main emphasis, we should stress obedience to management and implementation.

The employee handbook released at a specific time will convey the information of the enterprise in the near future.

These employee manuals are from the perspective of the overall management of enterprises, only universality, lack of pertinence.

The employee handbook is not plagiarism, that is, it directly applies the documents of the higher authorities. It has no characteristics of the enterprise, far from the actual needs of the enterprises, and its practicability is also poor.

I once served for an enterprise and helped the enterprise to draw up the employee handbook during the process. At that time, the enterprises put forward various problems. After analyzing and sorting them, I put them into the following misunderstandings.

One mistake: erroneous thinking that "employee manual is a complete system". Enterprises hope to standardize their daily work through the employee handbook, and report that there is great desire that 100% of employees will obey.

So a handbook has been compiled from beginning to end.

There are everything from employee specification to attendance system to reward and punishment mechanism.

Misunderstanding two: erroneous thinking that "employee manuals are bitter words" companies believe that employees need education and education will become standardized.

As parents treat their children, they are very careful.

Reflected in the employee handbook, it is a large space of preaching characters, and often appear "no", "strictly prohibit", "eliminate" and other words, which is far from "humanized management".

Misunderstanding three: erroneous belief that "a staff manual applies to everyone".

"Regardless of positions, regardless of rank, all requirements and regulations are the same, without taking into account the actual work of each block of staff.

Misunderstanding four: erroneous thinking that "employee handbook is not a contract" the contract has legal effect, every clause in the contract may become an important legal evidence in the future.

The enterprise considers that the employee handbook is not a contract and has no legal effect, so it ignores the staff punishment regulations and the compilation of employee rights protection in the manual.

In fact, it has a legal basis.

Each enterprise in the development of the "staff manual", more or less will produce opinions and differences on these issues. Before making, we first achieve the same platform, communication will be convenient, and also facilitate the smooth progress of the project.

Next, we will introduce some successful experiences in project operation on the development of employee handbook.

Hunters always say that you can only catch your prey if you aim at your prey.

Similarly, enterprises first need to identify their management objects.

Different objects, different communication information, different norms.

Truly different people can achieve good management results.

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According to their functions, employees can be divided into productive employees and market employees from a large scale.

Today, I take the formulation of the employee handbook as an example to introduce the formulation of the employee handbook in detail.

10% of the success or failure of enterprise management begins with the design of employee handbook.

Production personnel are mainly responsible for the production and quality of products.

This requires enterprises to standardize the management process.

Market oriented personnel run around the terminal all day long, dealing with channel distributors and customers.

They are different from the workers in the enterprise in terms of work intensity and work style.

They are more flexible and flexible in their scope of work and objects.

In the process of management, marketing incentives are the main business.

Marketing is an arduous process.

In the marketing staff manual, enterprises also need to join the contents of market operation and marketing guidance, guide employees to clear the market and enter the role smoothly.

In the production manual, enterprises need to provide basic operation procedures and safety guidance to employees, so as to ensure the normal operation of their employees.

Any employee handbook reflects the expectations of employees.

And this expectation is the 10% of the enterprise itself.

So how do we present this 10% in the employee handbook?

1, give the employee handbook a theme to enter the essence of the staff.

If we compare marketing personnel to "Eagle", then the production personnel are "geese".

Taking "Eagle" and "wild goose" as the theme of employee handbook is obviously more powerful than "employee manual".

"Eagle" -- representing strength, courage, wisdom, and enterprise hope marketing personnel, should have the spirit of exploration and market acumen.

"Wild goose" represents solidarity, cooperation and perseverance. Enterprises hope that the production personnel must abide by the norms, unite and cooperate.

The theme of employee handbook is determined by the unique culture and concept of the enterprise, and it needs the refinement of the enterprise.

2. Use your own language.

The different information received will produce completely different results.

In today's increasingly personalized society, it is more necessary for enterprises to pay attention to information dissemination and use the acceptable language of employees as much as possible.

The marketing staff manual needs to be written in an innovative, dynamic, powerful and passionate language.

The production manual should be written in a steady, restrained and cooperative language.

3, introduce the successful experiences and cases of enterprises.

The successful experiences and cases of enterprises are introduced.

We are advancing on the shoulders of our predecessors. This is the basic law of human progress.

The success of an enterprise is bound to be right.

These successful experiences can be disintegrated into methodology, which not only deepens the understanding of the marketing status of the enterprises, but also speeds up the pace of the employees' maturity and success, and effectively reduces the entry cost of the new employees.

4, special emphasis is laid on "professionalization".

In the era of fierce market competition, it is particularly necessary to emphasize the concept of "professionalization".

As we all know, the marketing team has a lot of instability and instability factors also bring huge confusion and trouble to the enterprise.

For example, the entry cost of new employees is too high, and a lot of time is spent in the process of work arrangement and handover.

Example: when I work out the staff manual for marketing personnel, I propose that professionalism should be done in the workplace, so as to achieve the professionalization standard of "recruiting, coming, fighting and winning."

According to the difference in the use of employee handbook, the employee handbook is split into the enterprise production personnel version and the marketing personnel version.

It has been proved by practice that the effect is very good.

Conclusion:

The birth of an employee manual requires a lot of hard work from all sides.

It is a manifestation of the continuous improvement of the enterprise system and the continuous improvement of management level.

Before setting up, we should first find the "10%" of the enterprise, that is, the core part that needs to be reflected, and then work.

A good employee handbook must meet several criteria.

First, it emphasizes the expectation of the management for the enterprise, and at the same time expresses the professionalism requirement of the practitioner; second, the employee handbook has become the auxiliary management tool, the staff's working guide, and is not a stack of waste paper locked in the staff drawer. Third, the practitioner can get the method and requirement that the practitioner must understand and master in the employee handbook, at the same time, it is also a reference book for the in-service employee; fourth, it meets the needs of all kinds of professionals in the enterprise.

Finally, we hope that our human resources department and human resource consultants will take fewer steps in formulating the employee handbook.