HR Has Five Communication Skills.

< p > < strong > "I want to raise salary" < /strong > /p >

< p > even if it is really necessary and should also raise wages, it is still very easy for people to question themselves if a href= "http://pop.sjfzxm.com/popimg/xm/index.aspx" > salary increase < /a > before: if the boss does not think it is worth raising her salary, what if the boss has not given a raise for a while or let the boss feel that you always complain about what to do?

Joseph P, author of Crucial Conversations: Tools for Talking When Stakes Are High, points out that striving for better treatment or allowance should not threaten a person's work, but only if you want to adopt the right method, especially when appreciated.

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What is the key to achieving the goal of "P"?

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"P," he said, "first of all, look at the pay situation online, and find out how much wages the local people and their counterparts do.

Then, prepare strong evidence to show why your performance deserves a raise. "

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< p > Greg also suggests that no matter what you do, you should not say that you need to raise your salary for personal reasons (no matter how urgent it is).

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"P," he said, "in order to make the company executives more receptive to your point of view," you have to let the boss feel that this is the business decision he has made after knowing the situation, rather than charitable donations. "

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< p > < strong > "my performance appraisal is unfair" < /strong > < /p >

< p > Joseph gray is a manager coach. His leadership development organization VitalSmarts is located in Utah city.

He said, if the year-end assessment does not really reflect your excellence, do not remain silent.

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< p > even the most well intentioned leaders may overlook your "a href=" http://www.91se91.com/news/index_p.asp "work performance < /a" before overseeing the work report.

Or they may blame you for a certain problem, but there is a reason for this problem and the problem can be remedied.

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< p > Greg said: "the risk of silence is probably greater than that of speaking."

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< p > he pointed out that if the assessment results in personnel files are general (or worse), it may unfairly obstruct you from getting better opportunities in future work.

Therefore, "you need to explain calmly", which evaluation or criticism do you think is unfair?

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At the same time, you have to ask your boss to give a detailed description of what he or she needs to do with you. P.

Greg says, to try to figure out how the boss can finish the job well, and be prepared to listen to a lot of less.

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"P," he also suggested, "you should ask the other person to provide feedback more frequently, or even once a week.

In this way, you can make adjustments when needed, and this adjustment is much earlier than your next official a href= "http://www.91se91.com/news/index_h.asp" > check < /a >.

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< p > < strong > "someone is doing something suspicious (or illegal)" < /strong > /p >

< p > I hope you will never bump into such a boss as Bernard Madoff.

But if you find a misconduct in your company, what can you do? If you keep a tight lipped secret with your boss, it may cause you to collude with bad people. Exposing it may make others think you can't work together. This label is also terrible.

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< p > Greg said, luckily, you can give a warning without affecting your work, but you need to act like a diplomat.

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< p > Greg suggests: "first, you must state that you are in good faith, and emphasize that you are considering the best interests of the boss.

Then explain, what do you think will be the adverse effect if such behavior continues? "

After all, people know that deceiving customers, cheating investors and other dishonest behaviors can destroy a company and cause thousands of people to lose their jobs instantly.

Should we remember the incident of Enron? /p.

< p > if your boss doesn't care about your concerns ("we've been doing this"), and even dissatisfaction with you (say goodbye, then get up and leave), report the problems you find to the higher level managers.

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< p > Greg said, "in this case, it is appropriate to find your boss's boss.

However, this will make you appear to be disobedient to your direct supervisor, so I suggest that you three people talk face to face.

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< p > if the problem seems to have been implicated in the top of the company, what should you do? In this case, you'd better find another job.

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< p > < strong > "I do not have the support needed to complete the work" < /strong > /p >

< p > in the face of outdated equipment, obsolete software, lack of organized documents and unrealistic deadline, or lack of skilled support staff, it will be much harder to work efficiently.

And you may feel that your boss does not support you, or that you do not understand your job at all.

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< p > but Greg believes that even if it is too hard to bear, don't rush into the boss's office.

Instead, arrange a meeting.

One thing to remember is that almost surely the boss is not going to put you in such a bad position.

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< p > Greg suggested: "start this dialogue with doubt, not anger."

The boss will not ignore you.

And avoid accusations, false assertions, and no quick words.

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"P," he said, "on the contrary, calm down the gap between the support you need and the support you get.

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< p > Greg pointed out: "explain why you are worried, and focus on your common goals.

Next, take the initiative to communicate.

Your boss may look at this problem from another perspective.

If you are open to others' opinions, they will be more receptive to your point of view.

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< p > < strong > "your strategy is ridiculous" < /strong > /p >

< p > have you ever had such an idea: "if I were to be held responsible, we would make efforts in very different directions..."

Of course, the safest way is to keep this idea entirely in mind.

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< p > but Greg pointed out that if your company culture encourages consensus through debates, different opinions can be rewarded in a respectful manner.

But make sure others understand that you are doing it in good faith.

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< p > he said, "it is necessary to fully demonstrate that your different views may be useful, rather than digging the boss's corner."

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< p > Greg thinks that it is more important to say than to say.

So we need to be gentle and ask many questions.

Use facts to explain why you think a plan will not work and show your boss that your goal is to help the whole team succeed.

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< p > he pointed out that it is a matter of concern for you to put forward different opinions on the status quo appropriately.

In this way, "your openness may make the boss's attitude more open."

I hope so.

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