Because The Director'S Indifference.

A girl who had left home for the first time came to work in a manufacturing enterprise. She was introverted and reluctant to communicate with her workers and work alone.

Then one day, the working woman took a day off because of bad mood, and burst into tears in the second day when she was at work, and rushed into the bathroom.

At that time, the supervisor did not follow the girl to comfort her, but chose to sit on the girl's work place to ensure that the assembly line would not stop.

20 minutes later, the girl committed suicide by jumping off the building.

If the manager is properly handled, this tragedy may be avoided.

"Girls have obvious depression tendency, a trained supervisor will take the initiative to comfort them, while many Chinese executives do not know the symptoms of depression. When employees show similar symptoms, they will not think about it, and feel that they have not shouted at her, so it is enough for her to rest."

Ms. Shu Chang, head of human capital business in Greater China, commented.

Chinese managers are not only lack of experience in dealing with unexpected situations, but the proportion of negative evaluations given by subordinates is increasing no matter in terms of management ability or humanistic care.

According to the China employee engagement survey released by Mercer in September 2011, compared with the same type of survey conducted in 2004, the feedback of Chinese employees showed a trend of overall deterioration, even when speaking of their superiors.

At present, 68% of employees say their departments / working groups have been well managed. In 2004, the figure was 77%; 76% of employees indicated that their superiors had the power to effectively manage their own departments / groups, and the proportion before was 86%; 59% of employees agreed that leaders at higher levels were concerned about the well-being of employees, lower than the previous 72%.

The poor performance of executives directly threatened employee engagement, and 34% of Chinese employees were seriously considering leaving the company. In 2004, the proportion was only 18%.

In addition, nearly 25% of employees did not explicitly choose to stay or leave, equally indifferent to their employers.

In fact, Mercer did a similar survey around the world. In the US, 1/3 also took the initiative to quit. However, they were generally satisfied with the performance of their executives.

What needs to be explained is that in the more than 2000 samples of Mercer research, 2/3 focuses on multinational companies, whose overall management capability is better than that, which means that the negative evaluation of Chinese executives may be underestimated.

The reason for its evil comments is quite partly due to the readiness of the Chinese competent group.

Because of the rapid growth of Chinese enterprises, a large number of top management personnel in the "fire line promotion" are especially popular.

It is easy to observe that the same position of multinational corporations in China is often younger than that of their mature market counterparts. Some of them even hold equal positions 10 years earlier than foreign colleagues. Leadership training is far behind the speed of job promotion. The management ability of the team is weak and there is not enough training.

Secondly, a large number of China

Moreover, the growth path of Chinese executives has shaped their "indifference" character.

"The growth path of a large number of management personnel is to bear the burden of humiliation and make achievements," he explained.

Obviously, a more professional personality with more publicity and more diverse needs will not buy such a supervisor.

According to the Mercer survey, the younger generation of Chinese employees are more likely to leave their own businesses. Up to 39% of employees under the age of 24 are seriously considering leaving. They are concerned about the development space and salary, and also care for timely recognition and care from superiors. If the incumbent directors do not adjust their behavior patterns appropriately, they may respond to "indifference" by "indifference".