Let Employees' Passion Fly Up.

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Drucker, a famous management guru, said: "the real resources of enterprises are people.

Management is to fully develop human resources to do well.

In fact, the quality of the work and efficiency of the workers are actually the comprehensive qualities of the employees themselves, including personality, skills, knowledge and psychological characteristics, because in the process of completing any work, the seemingly unrelated factors such as the personality and psychological characteristics of the employees will have an impact on the results of the work.

In view of this situation, many management researchers in the world put forward the theory of "capability based" human resource management.

According to this theory, the first way to make the work full of passion is that when managers are carrying out daily management and work arrangements, they will "no longer rely on people, but on ability" as the basis for thinking.

In the process of recruiting for a job, managers will first consider what abilities and skills they need to complete.

But unlike traditional practices, when recognizing these abilities and skills, managers will first identify those who perform best in completing the work (that is, finding "ideal employees" who complete the job), and describe their characteristics, skills, knowledge and psychological characteristics, then find out some common characteristics from all these ideal employees. After identifying the common characteristics, managers will aim at these common characteristics and grade all candidates, and finally deliver the work to those top grade candidates.

Practice has proved that in those enterprises that employ employees through this way, not only can enterprises get higher production efficiency and results, but also more in line with their individual career development trajectories, thus achieving a win-win situation for employees and enterprises.

The second way to make work full of passion is training.

The significance of training lies in not only teaching staff's corresponding operational skills, but also an effective way to establish employee confidence.

No matter for anyone, the sense of accomplishment is the best praise and encouragement.

Long before the company was founded, Thomas Watson, the founder of IBM, once set up a rule that IBM would never fire employees.

Even in the turbulent 30s and 40s, IBM always insisted on this commitment to employees, and shouted slogans like "work comes and goes, but people remain unchanged".

In practice, IBM's approach may not be scientific, because not only the skills that employees acquire, they will become more and more aging with the development of the times, but their employees' work enthusiasm and psychological characteristics will change. When certain employees are not consistent with the development pace of the company, if the company persists in hiring the employee, it will have adverse effects on the personal development of employees or the performance of the company.

For a long time, the management of IBM has always believed that as long as the company can organize appropriate training for employees, it can keep its knowledge structure constantly updated, so as to keep pace with the company's development and contribute continuously to the company.

In contrast, many companies do not even want to carry out relevant training when employees begin to work. Under such circumstances, employees are hard to produce excellent job performance, and thus can not produce corresponding satisfaction from work. Ultimately, they will not only bring losses to the company, but also gradually lose interest and enthusiasm for their work.

The third way to make work full of passion is that managers should constantly rectify their behavior.

Practice has proved that due to differences in psychological characteristics, contingency ability and skill characteristics, even if two people who have received the same skills training, they may have such differences in the actual operation process. If managers can timely praise and criticize them in the process of staff work, they will make employees' behavior more suitable for the ideal working mode, thus resulting in higher efficiency.

Management scientists believe that what really affects a person's work performance is his behavior.

And psychologists tell us that if a person wants to change his behavior to an ideal state, managers must learn to rectify their behavior.

In terms of behavior correction, the world-famous management guru is known as the "legend management consultant".

Dr. Blanchard elaborated on his classic management masterpiece, "Minute Manager".

According to Dr. Ken Branchya, the essence of praise and criticism is the two aspect of correcting behavior. The purpose of praise is to affirm an action, while the purpose of criticism is to negate an action.

As long as the manager has the right art of praise and criticism, he can successfully rectify his employees' behavior and make them more in line with the ideal mode of employee work, and ultimately produce the desired effect.

Finally, we want employees to be passionate about their work, and managers must establish an appropriate reward mechanism in their own organizations.

First of all, reward is also a kind of praise, so it has the function similar to praise.

That is to say, on the one hand, on the one hand, rewards in material or spiritual aspects allow the recipient to keep repeating those behaviors that bring honor or material rewards to them, thereby constantly maintaining or improving their work efficiency; on the other hand, rewards can also play an exemplary role; it can set up a correct value concept for other members of the organization, and let them know which behaviors are worthy of affirmation for the whole organization, so as to encourage more and more people to imitate the behavior of the recipients and eventually improve the performance level of the whole organization.

Second, reward is also a means of resource allocation.

Those who are often rewarded will become the priority of the Department's personnel pfer. Once there are proper job vacancies in the organization, these people will easily be pferred to a higher position, so that they will master the power of higher allocation of resources and make the allocation of resources within the whole organization to the best.

In this sense, awards are like employee pcripts, recording the growth and development of employees.

An important indicator of the maturity of an organization is to see whether the organization has established a mature incentive mechanism.

The world's top 500 enterprises have a reward system that matches their own characteristics. For example, the personnel promotion system of IBM, the year-end reward system of Intel, the practice of hanging the outstanding employee's head in Mary Kay Inc headquarters, and the Kodak prize presentation system, all provide us with a good reference.