Old Staff Management: Success Or Failure Xiao He

It is often believed that the old employee is an invoice to pay the pension, which will bring an inestimable burden to the enterprise.

And in some enlightened entrepreneurs or

How to treat old people

Since the promulgation and implementation of the new labor contract law in 2008, the scope of non fixed term contracts has been expanded, and strict penalties have also been set.

This policy, which attracted widespread attention at that time, has been gradually emerging in recent years.

The number of old staff is increasing in enterprises, and the management problems caused by the old employees are getting more and more attention by enterprises.

At the same time, HR managers began to analyze the difference between the "new" and "old" employees, in-depth study the characteristics of the old employees, and use all management tools to stimulate the enthusiasm of the old staff, reduce the laziness of the old staff, and give play to the value of the old staff in the enterprise.

Through a lot of management practice and professional analysis, the author summed up four typical problems in the management of old employees. As an enterprise manager, have you encountered the following problems in the management of old employees?

Miscellaneous diseases

A media company has just started, and Lao Li has worked in the R & D Department of the company for 8 years.

Lao Li's professional skills and professional performance are also well known in the industry. All employees, including the boss, agree that Lao Li can thoroughly analyze the current visual desire and demand psychology of consumers, actively seek customers for the company, and have a good command of the advertising type design and the whole plan.

Lao Li has also made great achievements many times, praised by the company's boss.

Lao Li is very skilled in his work and is very optimistic about his future development in the company.

But what happened next, made Lao Li lose confidence in the company.

On one occasion, in order to enhance the professional ability and professional quality of employees, the company organized a month long training in a college in Paris.

This is a golden opportunity for design developers, but there are no Lao Li on the list of training staff announced by the company.

Old Leighton thought the company was too unfair to him.

The boss trusts Lao Li's loyalty to the old entrepreneurs, and believes that this trust will grow with time. So he did not ask for his advice when he decided to train the list.

When Lao Li asked the reason, the reason was that our new young employees were weak in technology and needed more business promotion. Lao Li was the business expert of the company and there was no need to go up again.

Lao Li did not think so. He felt that he had been neglected by the company.

Lao Li gradually began to feel depressed in his work, and in less than a month he went to his rival company with his former major clients.

When the company loses the core business and core business, it is too late.

Miscellaneous diseases two

Wang manager, an R & D Department of a company, has been very worried recently. The reason for the matter is traced back to six months ago. Wang has just entered the IT company and became the general manager of the R & D Department of the enterprise. Compared with the old staff in this department, he has a master's education background of IT information technology abroad, and has worked for 3 years in the IBM headquarters.

At that time, when the manager of the enterprise recruited Wang manager, he valued Wang's professional ability and management ability, hoping that he could bring the management ideas of the most advanced technology and foreign capital enterprises.

Six months later, Mr. Wang was so impressed: "with my management experience in this industry for several years, I thought at the beginning that I could handle all these things well. But in the past six months, I could not" settle down ", first of all, the serious" water and soil refuses to accept "after the personnel adjustment of the Department.

Some old staff feel that my manager is young and lacking in qualifications, and they are all assisting the boss to start their own business. Some of them are classmates and friends of their bosses. Therefore, they often make no use of them and deliberately embarrass me in front of me.

Some of them would say something behind their back, saying that the position of the supervisor should have been their own. The boss has listened to my sweet words and recruited me so that some of my new colleagues are afraid to go too close to me now.

For some of the tasks assigned to me during the meeting, they will deliberately drag on or make a harmless little mistake.

"I wanted to force them to obey the department rules and regulations by hard means, but after all, they are the old employees of the company, and they have made important contributions to the company. If I do this, they will cause dissatisfaction among the staff, and I do not want to bother the boss with these things.

As a manager of a company, I must demonstrate my strength by showing my achievements.

This requires the concerted efforts of the whole department and the sincere cooperation of the team, and now it has become a loner, no one to follow, and very distressed. "

Miscellaneous diseases three

Xiao Liu was originally an ordinary employee of a company's sales department, and his sales performance was very general.

However, his popularity in the company is very good, leaving everyone with a good impression of being careful, practical and overall conscious.

On one occasion, Xiao Liu received a customer complaint, handling it very well, showing strong adaptability, coordination and ability to deal with emergencies, and was unanimously recognized by the leadership.

Some time ago, the executive vice president of the company asked Xiao Liu to talk. As the company president and he himself trusted Liu Liu's approval, he recognized his ability and was preparing to promote him as sales manager.

Knowing the news, Xiao Liu was pleased and disturbed.

Happily, going to management positions means getting a promotion and new training opportunities, and starting a new career journey. It is uneasy because, because of never having a managerial position, lacking of management experience, and having less time in the sales department than most of the colleagues, there is no room for performance.

A few days after the conversation, the appointment letter issued by the chief executive came down, and Xiao Liu was officially appointed as the sales manager.

However, Xiao Liu was not ready to take office.

First of all, the abrupt change of the role suddenly leads to Liu's psychological worries.

For example, some people change their minds and immediately flatten themselves.

On the other hand, I felt a good friend who had no words in the previous department. Now that I am promoted, I seem to be away from myself and be on my guard against everything.

Sometimes I think people are talking about themselves behind their backs, not only do they not help themselves, but they also plan to give themselves problems.

Secondly, in the work, in the face of all kinds of voices, Xiao Liu is not allowed to handle it.

For example, employees with good sales performance are jealous, always pick on Liu's thorn at the job briefing, and deliberately refute his decision; and those veteran employees are often unwilling to accept the decision because they are not willing to be promoted. They do not carry out Xiao Liu's decision and deliberately give problems.

Faced with these situations, Xiao Liu, who lacks management experience, is often at a loss.

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Miscellaneous diseases four

At the early stage of the establishment of a private enterprise, the boss and employees worked together and worked together. After 5 years of development, the company developed from a small enterprise with less than 50 employees to a medium-sized enterprise with 500 employees at present, and its annual output value has increased from about 10000000 yuan to about 300 million yuan now.

In recent years, the growth rate of the enterprise has begun to slow down. One of the most important reasons is that some veteran employees at the beginning of the business think that the development of enterprises has been on the right track. As long as they are developing according to the current mode, they can generate income, so they can sleep happily and leisurely, and their work begins to become laziness and lose ambition. Enthusiasm for work, creativity and sense of responsibility are much lower than those when they just started their business.

However, the most important thing is that these old employees have established strong prestige in the company. This kind of neglect of work will inevitably lead to unhealthy corporate culture and atmosphere, so many new employees will follow their example.

In the long run, the traditional culture of good enterprises may be lost, new management concepts can not continue to develop, and enterprises will stagnate or even be swallowed up.

If we do not introduce new management concepts, improve the management system and re establish the new trend of corporate culture, we will have a worrying future.

[expert analysis]

Two faced old employees

Several cases above are typical examples of enterprises in the management of old employees.

And when we talk about the problem of old staff management, we must know which employees can be classified as "old employees". Here, we call the old employees mainly in two aspects: first, the seniority.

The so-called seniority does not mean age, but refers to the length of service (or age) of these employees in this enterprise is relatively long, and some even the employees at the initial stage of their business. They have a very deep relationship with the development of enterprises. They have gone through the course of enterprise development and have a strong sense of corporate culture. Second, they have made great contributions.

The so-called big contribution means that these employees have skilled professional knowledge and skills, rich work experience and connections in a certain field and an industry, and have made outstanding contributions during their tenure.

Value of old staff

To solve the problem of old staff management, we must first understand the performance of the old staff, objectively analyze the strengths and weaknesses of the old staff, and formulate corresponding management strategies according to local conditions, so as to give full play to the important role of the old staff in the enterprise.

Generally speaking, older employees have many advantages over their company in terms of their age.

1. have rich work experience and excellent skills.

Old employees have super practical skills, and their performance is generally higher than that of new employees.

In some production operations of some production units, some old skilled workers usually master some special skills or even skills. These skills are the old employees' groping and summing up in practice, and they need long-term work accumulation.

2. familiar with company staff and coordination ability.

The "departmental wall" phenomenon exists in many companies. Mature and standardized companies break the "departmental wall" by the guarantee of process and system.

In more developed enterprises, the old employees are more likely to break through the "Department wall" than the new employees. They are familiar with the company's business through the development of the company. The managers or the junior employees of the brotherhood departments have more opportunities to cooperate with the old employees who came from the same trench, and they are more familiar with them. They also encounter cross departmental exchanges and cooperation, and because of the "old knowledge", they are much more natural.

3., we agree with the values of enterprises.

The formation of corporate culture is closely related to the historical and cultural accumulation of the development of enterprises. The old employees experience the changes in all stages of the enterprise and share the honor and disgrace with the enterprises, so that they can better understand, understand and identify the values of the enterprises.

Because they have common understanding and tacit understanding with the code of conduct advocated by enterprises. When carrying out information pmission and collaboration, they have the incomparable high efficiency of the newcomers, thus saving a lot of communication time.

4. familiar with company resources and high efficiency

The old employees have mastered a large number of resources in the work, including material resources, technical resources, human resources, policy resources, government resources, etc. these resources play an important role in improving the efficiency of the old staff.

5. old employees have deep feelings for the company and have high professional stability.

In many enterprises, some old employees come into the society and begin to work in their own units, and contribute their best youth to the enterprises.

They grow from a young man who knows nothing about work to a technical or managerial expert.

The enterprise's concern and training for the old employees give them the opportunity to "trial and error" in their work and set up a ladder for their growth.

They have experienced the success or failure of the development of enterprises, and their loyalty to enterprises is relatively high.

Old employees' "chronic illness"

Of course, it is also undeniable that old employees have a long career experience, sometimes have a certain sense of professional exhaustion, and their professional performance will also expose certain weaknesses.

1. work style and thinking mode solidify, easy to keep up with the past

Old workers have formed their own work habits in their work, and their initiative and innovation ability is poor.

The internal and external environment of enterprises is changing all the time, and the idea of "constant change should be changed" in the ideology of old employees has seriously affected the development of business.

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2. love puts on airs and disobeys management.

The old employees thought they had accumulated high value for the company, and compared with other employees, they had good popularity and weak sense of occupational crisis.

In front of the company's rules and regulations, it is often considered that they are privileged to the elderly. They defy the company managers with the attitude of the old employees. Once the violations are punished by the rules, they will complain or even go slow.

3. knowledge system is aging and enthusiasm is low.

With the rapid development of technology and business environment, the knowledge structure of old employees is obviously aging. In some enterprises, many old employees are engaged in financial work, but they can not use computers. The old staff engaged in the retail industry lack basic customer service skills and have not been able to keep pace with the times.

In the past, the successful work experience and the original knowledge and skills have been deeply rooted in the minds of the old employees. The old employees are affected by the age and occupational exhaustion, and the desire for knowledge renewal and learning is relatively low.

4. a gang of people.

Old employees are familiar with the history of enterprise development. Some "meritorious ministers" who have made significant contributions to the company are easy to gang up and form "informal organizations" within the company, thereby damaging the overall interests of the company so as to safeguard the interests of small groups.

5. low salary satisfaction

Generally speaking, the satisfaction rate of new employees is higher. The new employees and enterprises have reached a consensus on the issue of "pay" at the interview stage. The level of pay paid by enterprises can basically meet the psychological requirements of new employees.

By contrast, with the increase of seniority, the rate of salary increase has slowed down, and the growth of working experience is faster than that of salary increase, which is easy to cause dissatisfaction.

Old staff management strategy

We note that on the issue of "old staff management", Ma Yun and Shi Yuzhu's management attitude and practice are quite the opposite.

On the use of talents, Ma stressed the importance of professional managers and paratroopers.

After the Alibaba IPO, except himself, the largest share of the company was not the "18 Rohan" following him for 8 years, but CEO Wei Zhe, who was airborne from B&Q only 11 months ago.

Shi Yuzhu is not so. The key posts are all elderly people who work hard with him. In his view, the employees inside are like the roots of the ground.

After two hardships, Shi Yuzhu, the oldest employee, is the most important. He is confident that he can see a man's virtue in 5 years.

Of course, it includes people who have been familiar with each other for many years.

A vice-chairman of the journey was Shi Yuzhu, the deputy general manager of the small company who bought computers on credit 18 years ago.

Although Ma Yun and Shi Yuzhu are quite different in terms of their appointments, the enterprises they lead undoubtedly create the myth of the Chinese business community.

Even if different enterprises have different corporate culture and different values, the old employees actually exist in various enterprises.

In the process of old staff management, enterprises also encounter management difficulties described in the beginning of the article. Combined with these problems and the professional performance of the old employees, the author makes the following suggestions on the management of old staff.

First, pay attention to the career expectations of older employees.

1. set up an example culture for excellent old staff.

A positive team culture is an important guarantee for an army to win in the battlefield; for an enterprise, it determines the comprehensive competitiveness of the enterprise in the market.

Enterprises lacking in old employees lack cultural sedimentation, and enterprises lacking cultural sedimentation must be lack of knowledge and experience to deal with all kinds of environments.

The old employees play an example role in their daily work. Whether positive or negative, they always affect the living environment of the enterprise and affect other employees.

2. design multi-channel career promotion channel

The key for enterprises to pay attention to the old employees is to increase the value of the old employees, so that they can feel more concern and training for the enterprises.

In addition, enterprises should also pay attention to the career development expectation of the old staff, avoid thousands of troops from crossing the single log bridge, and design other promotion channels other than management channels, such as research, sales, production and other multi skill promotion channels.

3., reflect the special value of the old staff in the enterprise.

The total amount of remuneration paid by enterprises reflects the recognition and affirmation of the contribution value of employees. Employees choose enterprises and are willing to stay in the work of enterprises, which is directly related to whether or not they get a satisfactory economic return.

Therefore, the recognition of the value of the old staff is a certain inclination for the old staff to pay.

In state-owned enterprises, "annual salary" is usually set to encourage employees to work in enterprises for a long time.

In private enterprises, a "long term Contribution Award" is usually set up. Whenever a worker reaches a certain working deadline, the one-time payment is rewarded as a contribution to his work.

In some Japanese and Korean enterprises, when considering the same performance and salary increase for new and old employees in the same position, senior employees should be given priority, and the general manager special award will be set up to encourage those old employees who make outstanding contributions to enterprises.

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Second, the new professional managers should "do in Rome as the Romans do" as soon as possible.

1., establish a sound management mechanism to ensure the introduction of soil by professional managers.

Reviewing the case of introducing professional managers at home and abroad, we find that the perfection of management mechanism is the key to the success or failure of professional managers.

Many top 100 foreign companies are stationed in China, first of all, to copy their successful management system.

With this mechanism, anyone who works will operate according to the requirements of the management system. Management is pparent and explicit.

That is to say, enterprises are successful by mechanism rather than by some "hero".

In many developing private enterprises, the management system is explored by enterprises, and the management mechanism is not perfect. Only a few elderly people know the depth and rules of enterprise management. Under such circumstances, the survival rate of introducing professional managers is relatively low.

2. affirming the contribution of the elder and avoiding "acclimatized"

Even if professional managers are full of knowledge, they will easily fail if they do not know the "hidden rules".

On the first day of joining the Grand Army, Emperor Tang Jun, the working emperor, said, "I really thank you from the bottom of my heart. Thank you for creating a grand occasion. You gave me this opportunity to share with you the grand success of Tang Jun today."

Tang Jun enters grand, put forward three principles: Learn grand, understand grand, melt into grand.

Tang Jun, an external professional manager, is very sure of the contributions made by the grand patriarch. He used the sincere attitude and practical action to win the approval of the senior patriarch.

Third, rely on the strength of trusted old staff.

1. reduce the unnecessary psychological pressure of managing new people.

The reason why managers who are promoted soon will have their subordinates to unite in a small circle to fight their own minds is to worry that their subordinates will not agree before making a decision or arrangement. The main reason is that they are too much pressure on themselves to adapt themselves to the psychological gap caused by the change of roles.

That being the case, management of new people should remind themselves at the beginning of their term of office that there is no big deal for them and their subordinates.

Besides, what I have done is the correct decision and the proper arrangement. What are the reasons for the disapproval of the subordinates?

2. unite a large group and isolate a handful of them.

As a newly appointed manager, we must draw reliable old staff to be their confidant, analyze their expectations, and try to satisfy them in their own terms of reference, or assign their responsibilities to confirm their contributions.

In addition, the old employees who are absolutely not obedient to management should be split up and break down one by one. For those who violate the company's regulations, they will pursue a strong rigid management.

Fourth, enhance the sense of crisis of the old staff and set up the successor plan.

1. establish an old staff crisis system.

In many enterprises, the "old employees' illness" is serious. The concrete manifestation is that the old employees are relying on old age, inefficient and disobedient to management.

The reason for the analysis of "old employee illness" is that the old employees lack the sense of crisis, and the cost of arranging the withdrawal of the old employees is higher. Therefore, the old employees feel that they are out of the risk of zero.

In order to put an end to the spread of "old employee disease" in enterprises, the author thinks that the company can set up some crisis systems for the old employees, such as establishing a business group in the same business system, serving as the leader of the business team by the old staff, and conducting a regular competition between the teams on the work tasks. The company announces the ranking of performance, gives rewards to the excellent people, and publicly criticize the last ones.

2., improve the succession system and job rotation system of enterprises.

After many enterprises have developed to a certain stage, there is a phenomenon. Many key posts and managerial posts are held by some veteran employees, which not only impede the promotion of new recruits, but also increase the risk of employing the enterprises, and even the phenomenon of "kidnapping" by the old employees.

The reason for this consequence is that enterprises depend too much on individual abilities in the development process without paying attention to the cultivation of follow-up talents.

In this regard, the author suggests that enterprises should prepare for the rainy day, pay attention to the training of successors at any time, maintain sufficient human resources reserves in some key posts, establish a job rotation system, avoid core skills and key positions for a long time in the hands of others; and the Ministry of human resources must maintain sustained attention to the talent market so as to find the replacement needs of enterprises at any time.

In most companies, the problem of old staff management has always been an unavoidable problem. How to use the old staff and how to treat the retention and retention of old employees has been plagued by some HR managers.

The company should fully recognize the outstanding contributions made by the old staff to the development of the enterprise in the past, and at the same time, not allow the old employees to hinder the development of the enterprise.

The enterprise should start from the overall situation, enhance the value of the old staff, set up the example of the old staff, and play the role of the old staff.