How do young supervisors manage older employees?
How do young supervisors manage older employees? The identity of the manager is very important in the workplace, so it differs according to different employees. There are many management methods and ways to deal with them. Here is how young supervisors manage older employees. How young supervisors manage older employees 1
Case: Lin Haibo moved to a foreign-funded company as a department sales manager. Only after arriving at this company did he know the age group of his team. There were all born in the 1990s, those born in the 1980s who were the same age as him, and some born in the 1970s. Looking at the team with huge age differences, he was confused. How to lead such a team? He also found that the two older employees were too old-fashioned and not active enough in their work, while several employees born in the 1990s, although very passionate, were always slow in doing things. The most difficult thing for Lin Haibo is managing two older employees. Lin Haibo compiled a plan for managing older employees based on the department's situation. He knew that it would be difficult for him, a post-85s generation, to gain the obedience and trust of older employees born in the 1970s, so he did not deliberately try to please older employees. Instead, he re-formulated a performance appraisal system and assessed all employees through the system. After this appraisal was implemented, , and achieved certain results.
Analysis: Lin Haibo’s method has certain effectiveness in managing older employees. But we should also pay attention to other things. Here are some suggestions:
Suggestion 1:
Watch, listen and execute first. Old employees have been with the company for a long time. They have grown with the company, have old qualifications, old mentality, and like to put on airs.
At first glance, don’t rush to start, because if you make a mistake, they will spread unfavorable remarks everywhere, which will affect the entire team. First, look at their respective abilities and find their strengths. Unite some people, win over others, and then kill those who must be killed.
For the second listen, at least respect them on the surface and ask their opinions to see if they really think about the department or if they are selfish. If they have different opinions, seek common ground while reserving differences. You must know that although you are the supervisor, they may be more You also know the company and some secrets you don’t know, which can sometimes be of great use.
In the end, let them do what they should do, because you are the supervisor after all. Make the assignment of work clearer and clearer, and as long as it is right, we will not deliberately oppose you. If the assignment is not done and there is no reasonable reason, just pick up the big stick in your hand. If you do well, you can encourage it more. Employees who really can't do it are asked to transfer their posts.
Suggestion 2:
1. Older employees have some characteristics: a) They are senior in the unit or department, and they are not interested in the people and work of the department. They know each other well and are good consultants for young managers; b) Older employees have more experience in the technical field of the department than younger employees and can be trusted to arrange some key processes; c) Older employees are passionate about work They are not as good as young employees, because they have worked for most of their lives and have a muddle-headed mentality; d) Older employees, under the premise that there is no possibility of promotion in their personal careers, what they want most is the respect and care of department leaders. Otherwise, bad things may happen. role.
2. Give him full respect as your elder and master, take care of him in work and life, consider the work passion and physical factors of older employees, and do not arrange them as the main force of the department. Work can be set up as a position that is mainly assistive in daily life and mainly focused on guidance.
Recommendation 3:
Evaluate and analyze whether it can be changed through skills training and communication. If not, recruit reserve talents and be prepared to dismiss. If possible, use a two-pronged approach to show respect for them and at the same time unite department employees and win the trust of other employees in the department through your own abilities.
He also clearly explained his standards and requirements to both of them, jointly formulated improvement plans and plans, and required them to improve and meet the standards on schedule. How do young supervisors manage older employees 2
Resigned employees are a kind of potential wealth
When employees leave, is it a loss or wealth for the company?
Personally, I believe that employees who have resigned are actually a potential asset to the company.
No matter what products a company sells, when an employee joins the company, he has already been connected with the company, products, and people. At this time, we will call colleagues internal customers, so many companies will give Appropriate internal prices for employees are used to manage employees' sense of superiority and accomplishment in working in the company.
And when an employee leaves, he immediately becomes a role model for the customer group.
Assume that employees who leave with complaints have zero loyalty to the company and products, so they are very likely to immediately switch to the competitor's consumer team, and may even say something insincerely. Tell some so-called "insider information", and those who listen to him will also feel: 'He has worked in this company before and really knows these situations best, so it must be true. ’ This kind of rhetoric is like a seed, spreading negative comments about the company.
If the resigned employee has a high degree of recognition of the company, he will continue to consume and mobilize people around him to consume together. Why is this happening? People around him will feel: 'He has worked in this company before, so he understands this company's products better. If he is willing to continue to consume, it means that the quality of the product is guaranteed. ’ This intangible energy can accumulate more loyal consumers for the company.
We can calculate a number, assuming a chain beauty company:
Calculated in terms of minimum, 60 people leave their jobs every month, which is 720 people a year. That's 7,200 people in ten years.
Calculated on a slightly larger scale, 200 people leave each month, which means 2,400 people leave the company in one year and 24,000 people in ten years.
You can figure out more by yourself.
According to the customer management rules, the number of consumers who can be influenced behind each person can reach 250.
7,200*250=1,800,000 people
24,000*250=6,000,000 people
It’s not unknown, It's shocking.
Will these people who leave their jobs end up becoming negative advocates who complain a lot whenever the company is mentioned, or will they be advocates who are willing to continue to do positive words and deeds for the company?
To complain, just one dissatisfaction is enough.
But most of the gratitude is closely related to two factors. First, what skills the other person learned in the company is enough for him to be grateful, and second, the psychological feeling when he leaves the company determines the best choice.
In the end, is he complaining or is he grateful? The company itself has no say, because the person who resigned can say and do it himself.
No matter where a person is, there is always a place to stand and a way to make a living.
For the success or failure of a company, the connection between products and markets is naturally very important; as a platform, it is normal for people to come and go, and the most important thing in running a company should be the people's hearts. 's connected.
Every resigning employee has a heart.
When people leave, the tea should not get cold; so, please add another cup of warm hot tea.
Methods for managing resigned employees
The relationship between the company and the resigned employees is no longer an employment relationship, so the key to managing resigned employees is for the company to establish a "association" relationship with the resigned employees.
First, establish a talent pool for retired employees.
Take McKinsey & Company as an example. The company treats employee resignations as graduation, and resigned employees are alumni everywhere. It has established a "former employee relationship database" called "McKinsey Alumni Directory" , the database contains the basic personal information of resigned employees, new contact information and career changes, etc. Thinking that departing consultants will become its potential customers, it invested heavily in cultivating its network of graduates across various industries, which has brought huge returns to the company.
Second, establish good communication relationships with departing employees.
Taking Bain & Co as an example, the company uses "alumni" instead of "resigned employees" and created the "alumni network" in 1985. "Alumni" regularly receive the latest alumni directory, are invited to various company events, and receive twice-yearly newsletters on the company's long-term development, professional achievements and personal achievements of alumni. The company helps "alumni" as much as possible and is happy for the success of "alumni".
Google created the Alumni (alumni) website in 2011, inviting all former and current employees to participate, give each other gifts and share the fun of life. The company's human resources department establishes communication channels with resigned employees, maintains a good communication relationship, and maintains an open mind to resigned employees, which will attract departed employees to establish a good connection with the company to a large extent.
Third, share the company’s development and progress with departing employees.
Share the latest business achievements, future development plans, and patented products of some companies with retired employees, or regularly invite them to participate in large-scale corporate celebrations every year, such as annual parties, garden parties, and sports games. , year-end dinner, etc. This practice of insisting on lifelong relationships with resigned employees is not only a living advertisement for the company in society, but also an opportunity for the company to absorb the resigned employees again.
Alibaba has about 30,000 current employees and about 50,000 retired employees. Since 2010, various circles and groups have begun to appear for resigned Alibaba employees, which were later simply named "Qianchenghui" ( Orange comes from Alibaba's LOGO). In this circle, there are many investment and headhunting agencies stationed to "dig for treasure". At a former Orange Club gathering, investment managers from multiple venture capital institutions such as Matrix Partners and SoftBank joked half-jokingly: "Entrepreneurs from the Alibaba family have company valuations that are more than 20% higher than others." This sentence , which surprised Ali’s management.
Around 2014, Alibaba’s human resources department launched a talent return plan, inviting old employees who were flying solo to “go home and have a look.” Alibaba has established a special institutional alumni association and invited Jack Ma and Peng Lei to cheer for employees. Peng Lei, CEO of Ant Financial Services Group, talked about the issue of entrepreneurship among resigned employees, which has always been sensitive within Alibaba: “Many Alibaba people started their own businesses and did things closely related to Alibaba. resources, so we have adopted a relatively conservative attitude before and will no longer invest in the departing colleagues for a period of time, but we may make changes in the future.” Jack Ma also referred to the departing employees as “50,000 people in front of and behind the enemy lines.” foreign aid".
Fourth, create an incubator for retired employees.
After outstanding employees leave their jobs, they often choose to start a business. Among Google’s resigned employees are the founders of Twitter and Instagram, which are popular around the world. Instead of waiting until the company of the resigned employee becomes bigger and stronger, and then try every means to invest and acquire shares, it is better to consider providing conditions and opportunities for employees who want to start a business.
In April 2016, Google, fed up with its outstanding employees leaving to start their own businesses, set out to establish Area 120, an internal startup incubator, allowing employees to work on their favorite projects full-time. Google team members can apply to join the incubator, work full-time for a few months, and submit a specific business plan; after that, they have the opportunity to receive a letter of intent from Google to establish a new company, with Google as an investor.
Things to note when rehiring resigned employees
Enterprises can include resigned employees in the scope of talent recruitment and establish a rehiring system. However, during the re-employment process, you should pay attention to the following issues: