How To Manage Star Employees?

How to manage star employees?

Dealer problem researcher / Pan Wenfu

Recruiting, employing and retaining people has always been the eternal theme of bosses in personnel matters, especially when there are several star employees. Talent, pillar, backbone, ah, it must be well managed, good use, and must be retained.

According to the habit of analyzing problems by Chinese people, every problem has two sides. If there are several star employees, the first thing to see is the advantage. For example, in terms of executive power, business capability, performance returns and so on, they are of high value.

1., it is easy to expand itself.

2., they will be old in front of employees, or even squeeze out new employees.

3. star employees' experience can not be copied to other employees, nor can they become the working system of the company.

4. personnel costs are getting higher and higher.

5. when their wings are hard, they are attracted more and more by the outside.

6., we will consciously or unconsciously control some resources of the company.

7. should know, should not know, know too much ~ ~ ~ ~

There has always been a saying that talent is the core competitiveness of the company! The author has been afraid to agree with this sentence. The reason is very simple. Talents have legs! Today is your staff, to help you make money, that is talent, but legs grow on other people's bodies, run away tomorrow, help your competitors go, then I am afraid that is not a talent, it is human disaster!

As a boss, in the face of subordinates, whether star workers or not, there are several ideas that should be understood first.

1. all employees will be employees who leave their posts. Do not always expect employees to follow you for life. They are just your employees.

2. employees are social people, not corporate people. company Property;

3. employing and relying on people are two different things.

4. talent is not the core competitiveness of the company, and the rapid talent training mechanism is the core competitiveness.

Then, the management of star employees is divided into two stages: Management:

Phase I:

1. empty your brain. The so-called emptying of brains is to dig out technical solutions, experience, accident lessons, customer information and so on, which are stored in the minds of star employees, and are hard to dig out. For example, through the monthly business technology sharing sessions, improving customer information, accident analysis and so on, these things are stored out in the minds of star employees to be dug out, into internal learning materials, to improve business processes, add to the customer files.

2. to establish contact with the employees of the star employees, the boss is only the second manager of the staff at the very best, and the staff's family is the first manager of the staff. It is necessary to unite the staff's family and the first manager of the joint staff to truly manage the staff. It's very difficult to manage the Chinese employees who are not in the bone, just because the boss is alone.

The second stage:

The value of star employees is even greater. Since star employees with such high value are not too wasteful to use, there are several things to consider.

1., we must push star employees to the position of internal trainers. value Employees are not only to do things, but also to teach other employees to do things. At the same time, this is also a promotion platform for the star employees' self improvement. If you want to give someone a bowl of water, you have to have a bucket of water. Let star employees can not be satisfied with the current level of ability, but constantly improve themselves.

2. undertake specific research topics. In the course of development, the company is bound to face many internal and external problems, and it is too busy to rely on the boss's own brain. Ordinary grassroots employees are unable to share some of their abilities because of their ability problems. At this time, some specific problems can be handed over to star employees, giving full play to their expertise and ability, undertaking research work on these problems, and requiring regular reporting of research results and solutions.