How To Make Core Employees Loyal To You?

How to win the loyalty of the core staff still puzzled all entrepreneurs.

In fact, it is not money, nor promotion, but recognition that truly makes core employees loyal to you. The reason is simple: People's desire for money and promotion is unlimited. Can you give your business to him? And the culture of any enterprise is unique and can not be imitated. When he agrees with your corporate culture, it is hard to really accept another kind of corporate culture. The essence of identity is the integration of values, and values determine "nature". Only loyalty based on the identification of values is continuous and difficult to change. It is a spiritual pursuit from the bottom of the heart.

You don't have to sell the "Jiangshan" by hand. You don't have to worry about his "Jiangshan". You only need your corporate culture to continue to get his approval. To win the approval of core staff, we should consider the following three aspects.

　　 Choose the "fellow"

One is to select "fellow Chinese" through recruitment. "Tao is different from each other". recruit It is possible to screen potential "susceptible groups" and "fellow travelers" from the source, and lay the first foundation for the recognition of corporate culture. Only when the values of enterprises and employees are "similar" and "match each other", can they have the basis of mutual integration, and then it is easier for them to identify with each other. In essence, values are formed slowly in the course of the growth of all subjects, and are relatively solidified in their respective personalities. A good recruitment process, on the one hand, can accurately select potential cultural identifiers. On the other hand, it can also inculcate and radiate initial values into these potential cultural identifiers.

The two is to cultivate identity through training. The training of core employees is mainly about technology and skills, but not in terms of values. The aim is to systematically cultivate employees' sense of corporate culture on the basis of systematically inculcate corporate values. There are many ways of training, such as Jack, an entrepreneur's speech. One of Welch's priorities during his tenure is to tour the GE headquarters and its branches around the world for lectures on values. This has achieved remarkable results, not only making GE one of the most respected enterprises in the world, but also winning the honor of "the world's number one manager". Besides, special education, outward bound training and a series of related activities can also be carried out, but storytelling is one of the most effective ways. Through the story of corporate values and the concept of story, and effective propaganda, the training of employees will have an excellent sense of identity.

Three is the old staff's words and deeds, and employees' work in the process of ear to eye, all contribute to training employees' recognition of enterprise values. The stronger the corporate culture is, the more obvious the effect will be.

　　 "Carrot and stick" to promote "assimilation"

One is vision guidance and atmosphere rendering. Vision is the visualization and materialization of values, and also the long-term direction of subjective behavior. If the vision of the organization can be included in the employee's interaction with the employee's vision and provide a clear target system to the employees (including material benefits, emotional affiliation, achievement desire, etc.), it will greatly enhance employee's recognition of the company. The clearer and clearer the orientation, the closer the need and pursuit are related to employees, the stronger the attractiveness of employees, and the stronger the sense of identity of employees. Because common goals and pursuits are the only reason for the cooperation between employees and enterprises, and also the only link between employees and enterprises. As time goes on, the vision of an enterprise will become more and more important. Nothing is more attractive than a clear vision, especially when an enterprise is implementing its vision to achieve its goals. If employees believe that what they do is worthwhile, if they believe that they can do their work in a business by themselves, which is worth their time and energy to do, they can not do it by their personal strength, then they will identify with the business, follow the business goal and work hard. {page_break}

A good working atmosphere is the basis for forming the shared values of enterprises. If there is no good working atmosphere, employees can not fully communicate with each other, and it is also difficult to establish trust, making communication and learning obstacles between them, which is not conducive to the formation of shared values. Practice has proved that a good working atmosphere is a strong "adhesive", which enables employees to work in an environment that is not necessarily easy but certainly pleasant, and enables team members to trust and cooperate with one another. The stronger and longer the atmosphere, the stronger the adhesive effect on employees will be. Employees in such an atmosphere of subtle results, must be a lasting recognition of corporate values.

Two is system advancement and organization guarantee. It is designed to help train employees. Sense of identity System and organization form. Due to the different characteristics of enterprises in different stages of growth, the corresponding system and organization design should also be targeted.

In the early stage of development, it is the implantation stage of the "gene" of corporate culture. In order to ensure that the entrepreneurs' values of the corporate culture as a corporate culture are successfully implanted in the enterprise body, enterprises can implement a highly centralized "rule by man" system: the organizational level is relatively small, and the power is highly concentrated. It mainly includes the supervision, management and control of the entrepreneurs themselves. The internal communication and coordination within the organization are simple and direct, and the vertical communication and downlink communication are the main ones, which can promote the "mandatory identification" of the values.

On the one hand, the identification of values still has the "mandatory" nature. On the other hand, it starts to achieve voluntary recognition through interest inducement or vision guidance. Enterprises in this stage still need to implement the centralized system, but the "rule of man" should begin to fade. Instead, they gradually replace all kinds of rules and regulations and corresponding functional organizations gradually. On the basis of vertical communication and downlink communication, internal communication begins to gradually increase horizontal communication and uplink communication or two-way communication; the organizational atmosphere begins to emerge, and the radiation effect of corporate culture begins to play.

At the stage of development, corporate culture is gradually systematized and systematized, and its radiative power is also gradually enhanced. The scope and extent of corporate values recognition have been gradually expanded and improved, and the "voluntary" rather than "mandatory" has been identified. Therefore, enterprises at this stage should tend to adopt a flat and flexible organizational mode and decentralized management mode to eliminate organizational barriers. On the other hand, we should guide, coordinate and create an atmosphere to enhance the effectiveness of corporate culture's flexible radiation.

　　 Let charm "radiation"

Carych, an American strategist, once said: there are no bad organizations, only bad leaders. Good leaders are the shapers of good organizations. Entrepreneurs are the soul of an enterprise, a link between enterprises and employees, and their values are the core of enterprise values. Therefore, it is not so much the employee's recognition of enterprise values rather than the employee's recognition of entrepreneurs' values. However, it is absolutely impossible for employees to identify with entrepreneurs' values only by "rigid elements" such as "authority".

A fable tells us that a mouse climbed to the head of the Buddha and saw many people kneeling down to him. He was very proud of himself and thought he was God. A wild cat rushed to eat it. The mouse said, "you can't eat me." The wild cat asked why. The mouse said, "I am God. Do not you see the people below are kneeling down to me?" the wild cat sneered: "people bow down to you, not because of you, but because of where you are! Power and status can not really convince you." To truly let employees willingly identify with you, you need to rely on your own "soft elements": ability, personality, care for employees, etc. So: {page_break}

First, we must rely on excellent ability to convince employees. The core mission of an entrepreneur is to lead the whole enterprise in pursuit of excellence and success. Entrepreneurs only have the ability and potential to become a great undertaking, and indeed have made some impressive achievements. Naturally, they can let employees listen in obedient and sincere feelings and trust, and feel that following such entrepreneurs is promising. It is worthwhile to cooperate with such entrepreneurs.

Two, we must rely on excellence. Personality charm Let employees admire. Personality charm has always been attractive and inspiring. The extraordinary charisma is the spiritual foundation of enterprisers' charisma. Entrepreneurs are the spiritual leaders of the whole organization by virtue of their extraordinary personality charm. The so-called "conscious and sensible", the so-called "body is not right, but not", is to explain as a leader of the organization, first of all, "from the heart", "self reflection" and "self study", and then qualify, it is possible that "the heart of the people", "the province of the body", "repair people's trip", in order to "gather people's gas", "the power of the people", leader group Lun, all the way to "let the people agree with the above, the desire to win the same thing."

The three is the support and follow up of employees through the idea and behavior of caring for employees and complicity. If the noble personality and outstanding ability can not be linked to the personal pursuit and needs of employees, they will eventually be unable to form a lasting attraction for their employees. Because personal needs and motivation to achieve needs are always the first motivation and direction of people's behavior. Anything that has nothing to do with personal needs and its realization, including the personal charisma and outstanding ability of an entrepreneur, can not be continuously attractive. Objectively speaking, if there is nothing to do with the individual needs of employees and their realization, the extraordinary charisma of entrepreneurs will ultimately lead employees to stay away from them. In the eyes of employees, entrepreneurs' ability to be superior is also a matter of individual entrepreneurs. It does not arouse employees' sympathy and follow suit and cooperation. Therefore, the idea of caring for employees and conspiracy is the first prerequisite for entrepreneurs to gain recognition. After all, the main purpose of employees' entry into enterprises is to rely on the platform of the enterprise to pursue and realize their goals solely relying on their own strength, and, after all, the growth and development of enterprises are the result of joint efforts of employees. Entrepreneurs should take a dialectical view of the concept of "boss" subordinated to the collective and collective obedience of the boss. Under the concept of employees as partners, they should pay attention to the obligations and responsibilities of employees to enterprises while also emphasizing the obligations and responsibilities of enterprises to employees. Because, "the government's action is in line with the people's heart; the abolition of government is against the people's heart".

In fact, the three levels of the enterprise's main body are: the employees (the "people"), the enterprises (enterprises) and the enterprisers (the "King") correspond to the "people's value", which is put forward by Meng Lao Fu. This is the key to win the recognition of employees. However, from the perspective of execution, entrepreneurs are the key. Only when entrepreneurs truly realize "positive heart" and "self-cultivation" can the other two aspects be straightened out.