How to manage the cafeteria staff

Staff refers to the various forms of employment in the enterprise, including fixed, contract and temporary workers, as well as substitute trainers and interns. For more information about ways to manage employees well, welcome to the table!

often talk about

Where the new employees on board, a monthly talk, timely understanding of the dynamics of the staff. Perhaps your position in time can not be done once a month, but you can put him as a job set up to get timely feedback. When time permits, do it in person. Through this form, there are three benefits: one so that employees feel valued, the second, closer to the distance with the managers, and the third, to understand the current management of the problems that exist. Therefore, it is necessary to always talk to the heart.

Often corrected

Where I have taken the staff in his entry will give him two points: First, obedience. When personal interests conflict with the interests of the organization to firmly obey the organization. Second, take responsibility. For the emergence of problems, faults can not be shirking, pulling the initiative to take responsibility. Why talk like this? The purpose is that, from the time he joined let him get a concept, understand the style of managers. Ideological deviations found in a timely manner to give correction. Say

convince him so far, rather than letting employees with doubts, dissatisfaction on the job.

often encourage

managers should regularly find the merits of the staff, even if it is a little bit of progress, but also to see, to encourage him, tree example, tree righteousness. This requires from the grassroots management to start to go deep into the front line, so as to find the advantages, give more encouragement. "Managers should not be stingy with their praise, which will give the staff injected motivation"

often learn

The young people work mainly to learn, so let him get something. This requires managers to constantly strengthen the learning power, so that you can guide the staff, the staff of your leadership will not lose "interest". Employees follow the manager, one is to do, two is to learn. I have always told my management cadres: employees follow you to learn knowledge, you can not ask them, but one day in the future when this employee becomes a manager or even higher level he will not be grateful to you, but will laugh at you: the people who used to take me is very incompetent! So I think: to stabilize the staff, "four constant interaction" is indispensable!

How to manage those old employees who don't work with you?

1, to understand the reasoning, emotion, from the concept of change

Personally, I think this effect will not be too big, values and habits are difficult to change. Even if the short-term effect, but after a period of time is still back to the same old, or even worse.

2, standardize rewards and punishments, everyone is equal

Personally, I feel that if you only start from the hard system, such as attendance, it will only bring about the opposite effect, due to the small loss. If, on the performance of fair and open, welfare slightly tilted to the old employees, is a certain degree to guide the behavior of the old employees.

3, career planning, so that old employees are not "old"

This is more lofty. A move, the effect is good, but for managers and business size requirements are very high.

In summary, all three methods are an integral part of employee management! But these three methods are all proposed in a **** the same premise, that is - the old employees themselves are subjectively unwilling to cooperate with the work. All methods are either soft or hard to force it to work and develop in the way the company wants.

Not only do I have to ask, is the older employee really that much of a prick, that much of a rebuttal, that much of a non-cooperator? If two people submit the same work results , again far from meeting standards, but one of them is a new employee and one is a veteran employee.

Do you immediately jump to the conclusion that the new employee is uninformed and the old employee is uncooperative?

Do you ever ask yourself if the tasks you give are reasonable? You really have the need to submit the results of the articulated clearly? You need others to cooperate, you really let others clear how to cooperate? Do you think people think they're being cooperative, but they're still not up to your standards, and that makes you think they're not being cooperative?

Increase the degree of cooperation of the old staff also need to do the following

1, full respect for the old staff

This respect is not the surface of the compliments or flattery, but the real importance of the old staff's work experience and ideas. Older employees accumulated many years of lessons learned from the work habits must have its own reason for existence.

When we want to implement a system or set up a task, we must first fully communicate with the old staff in the enterprise, listen to everyone's views, know how people used to do, the key is to figure out why to do so.

Throw out their own views to accept the review of the old staff. Do not feel that their own things are advanced, scientific, and recognized by the upper leadership must be reasonable.

2, the message is complete, clear and accurate

Do not feel that the pre-communication has been communicated, we have reached an agreement, there is no misunderstanding and differences. Finally, we must put what we want to do on paper, and the content must be complete, clear and accurate, even those who feel that everyone knows the details.

If an employee is required to give a debriefing, or some other form of work result, it must be clear what is to be submitted, in what form, when, to whom, what the deadline is, and what happens if it is not submitted on time, preferably with a standard template or example.