What about it foreign companies (11): Why don't your employees work hard?

Many people complain that employees do not work hard. They often wonder why some people do not work hard at a young age. Even the hard work of young people is getting worse and worse.
Most people think that one day of work should be done well, even if a monk is a day, it should hit a day. This is indeed the most basic professional behavior. However, in real life, we find that when an employee is absent-minded, the motivation to do a good job every day is lost, it seems that the company owes a debt to it, and the pay is a compensation for the past debt and the passing of youth every day.
It seems that laziness and hard work alone cannot fully explain all this. On the contrary, the fact is often the opposite. On the surface, employees who do not work hard and do not think ahead are shown, however, you have made great efforts and enterprising efforts in areas you do not know. Maybe he is studying the technologies that he is interested in and cannot use in your project. Maybe he is preparing to change jobs, entering a company or position that is much better than the current job, maybe he is secretly starting a business, and his mind is very contemptuous of your life in a foreign company. In fact, it is easy to understand that when these young boys and girls successfully joined the company, they must have a certain degree of passion and ability. No one is willing to be lazy, willing to be enterprising, and willing to give up, you don't have to complain about how these people were recruited and how irresponsible they were at the time. Maybe you should reflect on why their passion and capabilities were not inspired and they were increasingly buried. For example, if we ask a person to work 16 hours a day and three months a day, we will give 10 million yuan. I believe that no one does not work hard, even people we usually think are lazy.
In management, there is an expectation model in which motivation is the size of a person's desire and the product of the probability of achieving the desire. That is to say, whether a thing can motivate people to do it depends on the value of the thing itself (this thing can satisfy people's desires), and on the probability of doing it.
In the above example, it is clear that 10 million can satisfy people's desire for wealth. These 10 million are very tempting and valuable for most programmers. I believe that most people will be able to work 16 hours a day for three months, with a high probability. So it is difficult for someone to do their best.
Of course, the value for programmers is not only money, but also salary increases, promotions, whether to use the desired technology, whether it is a core module, and whether the product is important to the company.

Understand the needs of employees

Does he want to develop C ++, Java, or Python, windows or Linux? As a manager, I feel that the language and platform are not a problem. It doesn't matter if I can complete the functions. What's more, it is also an improvement in his ability to learn more languages and platforms. However, the fact is sometimes not that simple. Some programmers worship religious languages and platforms. If you are interested, you can search for the languages related to major forums, the discussion post in which language is fast also basically verifies the so-called Forum rule: when the number of replies exceeds a certain number, the two sides will no longer justify the facts, but will not scold each other unreasonably. There is also a very embarrassing joke to describe this phenomenon: C ++ is not easy to look down on.
C ++ looks down on java. java.. net.. net looks down on JS. javaScript code looks down on HTML code. we look down on the art of HTML. at last, when the artist went to mm on weekends, a group of dummies worked overtime there!
Is he expecting to be the bottom layer or the upper layer? Programmers still have a variety of personalities and purposes. Some people expect to make one thing to quickly see the results, so that their hearts are constantly filled with a sense of accomplishment, while others expect to go deep into the underlying code, or even public libraries, try to write every line of program perfectly and efficiently. Some people are impatient. If something needs to be changed, run it immediately. If there is a bug, debug it and run the program to this place. The variable value is probably I, I + 1 or I-1, and the running effect is incorrect. Some people write their own code review over and over again, and even use a pen to calculate it to ensure accuracy. Some people tend to use the most direct and simple method to implement the function first. Some people prefer to design for a long time in advance and consider various complicated scenarios, finally, a perfect design is achieved in its mind. Some people want to know more about the business, and then they will be able to contact customers in the future. Before the reselling, or start a business, they will be able to pick up projects or create internet applications. Others will want to become technical experts, in a certain aspect, it is enough to become the technical backbone of large companies.
Does he expect a salary increase or a job-hopping or startup? Most leaders believe that working in the company, salary increases and promotions are inevitable for every employee. In fact, this is not necessarily the case. Some people may not agree with the company's culture, but simply want to learn a technology here and use the company as a stepping stone to jump to its ideal company. Or they want to start a business, but they still need a job to eat. This type of employee seems to be hard-working, but has no performance and does not take the goal of the Organization as the goal. Instead, they use part of their work time and most of their spare time for study. They do not like to participate in any group activity, they like to execute tasks independently, do not want to participate in tasks that require mass communication, do mechanical tasks, and do not want to engage in complex design work of core modules, when the team is in a meeting, they are always dull. They look at their computers and have a good reaction to what they think. They are very lively outside of work, and there are many social activities outside of the company. The management of such employees is relatively difficult. If you talk about their future, salary increases, and promotions, it is useless, their hearts are no longer here, and they will want to wait for me to jump to another company. The salary should be at least doubled, or you will add this salary, it is useless today when prices soar and prices soar. When you talk about how the company develops, they even despise you, I wonder if you are too confused. One of the many programmers is one of them, and I will be able to make a career better than you. Therefore, for them, pragmatic communication is the most necessary. For those who have already flown out of the company, you can uncover the shame of each other in the meeting room, then, give him a period of time, for example, two or three months, just give him fragmented, marginal, and independent jobs, so that he can complete the job change as soon as possible, whether it is for him (without wasting time), for you (can leave a place to recruit), for the team (will not affect the hearts of the Team) is good, however, it should be clear that this will affect the current performance. if the job is not successfully changed three months later (the interview has basically been met ), then, he will usually take care of it a little (the market outside is not as good as he imagined, or his own level still needs to be accumulated). At this time, you can sit down and talk about it again, check whether he can have a job that he is more interested in. I hope he can do his best in the next period of time (at least half a year, this can make up for the above performance loss. At this time, most employees will devote themselves to their work again. If they still cannot complete the basic work, they will have done their best, then you can sit down and talk to them again to persuade them May resign, so that he can continue to concentrate on preparing for job-hopping, without having to suffer in the company every day. If he does not want to voluntarily resign, after a period of time, he can enter the observation period, and the observation period is unqualified, you can proceed to the dismissal process. If some companies do not have a dismissal process, they can perform performance evaluation level 4 (not
Meet) below, you can cancel or do not renew the contract. For entrepreneurs who eat rice in the company (I do not really advocate part-time entrepreneurship), do not arrange their challenging core jobs or develop jobs within the company, as long as it can ensure the completion of the basic work, it is enough to give them basic performance. If not, you also need to sit down and have a good talk.
Knowing why, knowing why

Secondly, after understanding the expectations of employees, when assigning work, we should take into account the expectations of employees as much as possible, so that employees can know what they want, that is to say, not only let employees know what to do, but also why they do so. How they meet organizational goals is also in line with their personal goals (in fact, most employees, especially for employees with long working experience who are more focused on personal goals), rather than focusing only on results, as stated in Garcia's letter. There is a law that does not deserve to be said like this: something that is not worth doing well. This law reflects a kind of psychology. If a person is engaged in something he thinks is not worthwhile, he will always be cynical and perfunctory. Not only is the success rate small, but even if it succeeds, it will not feel much sense of accomplishment. After all, you cannot ask every employee to be Luo Wen. If every employee is Luo Wen, what else do you need to lead?
When assigning tasks, it is also important for employees to understand the overall picture of the entire project. Many programmers are unwilling to scan the door, but want to see the entire architecture of the system, where the modules they make are in the architecture, and how to call them layer by layer, this will not only help them understand the value of their work, but also feel that the transparency of this information is a respect for him and help him describe his work in front of his friends and colleagues.
It is necessary for employees to be involved early in the project design, planning, module division, and task allocation stages. Even if they only participate in the Conference without making mature suggestions, or brainstorm idea is not accepted, employees will think that they are project participants, not just executors, it is often more invested in the work and more willing to take responsibility. Most programmers are not happy to see this situation: a group of sub-leaders have a meeting in the conference room, don't know what to say, and don't let themselves participate. If they don't have a clue, they will have an extra task on their heads, where did this task come from? What did it mean to cooperate with those people? Why is it not another solution? It is completely unknown. We still need to communicate one by one. They often think that participation in meetings related to their task decision-making is necessary. Even if their own level is insufficient for architecture, their solutions are inferior to those of senior architects, after discussion, we will be able to understand the cause and effect, as well as the cause and effect. Since ancient times, there has been a simple saying that programmers are somewhat arrogant. If we do not discuss the use of power to impose solution a on them, he often thinks that his solution B is good, and tries to prove its shortcomings in the Future work. When encountering difficulties, he will say: look, I have long known that this solution will have this problem, and I won't use it. In addition, it will escape responsibility in the future work, so they said: the solution is set by them. It is very good to achieve the performance, and it is difficult to further improve.
Increase the probability of success

Once again, when setting the task objectives, we must grasp the probability of task success. The goal cannot be set too high or too low. A common saying is to set a goal that can be achieved by jumping up. If the set goal is too high, employees will not be able to achieve it, resulting in great frustration and self-defeating. A joke is like this: if the jobs assigned by the leaders can be completed on time, thank God. You can go home on time. If you cannot finish the work, you need to work overtime, if you can't finish working overtime, you need to do it all night. If you find that you can't do it all night, you can't do it, so you can go home on time. Therefore, when setting the goal, you must have a meeting with the employee to discuss and decide, and the employee will estimate the time, then make minor adjustments based on the Progress requirement, or reduce the function, you can carefully Ask your employees the reason for their estimated time and make sure that there are no difficult problems that may impede their work, because it may seem easy to break the rules of your superiors or experienced personnel, it is a big problem for employees. In this regard, scrum is a good practice if it is executed well. Of course, if the goal is set too low, the work will not be challenging, and thus the passion and significance will be lost. Many programmers love the challenge, most of them complain about the repetitive work of day-to-day Ctrl + C/Ctrl + V, hoping to regularly study new or more in-depth technologies. Therefore, it is not good to manage one person in task allocation and do anything. On the one hand, there is a lack of backup. When there is a flow of personnel, it is not a temporary handover, on the other hand, everyone's work is not challenging, and it is not conducive to employees to understand the overall picture of the project. Therefore, one or two experts should be required to ensure the quality and take one or two general ones. In this way, the communication capability can be promoted and the other is a challenge. Other proficient tasks in this task may become general and challenging. In this case, everyone understands the full picture of the project, and the qualified employees can be ready to become architects.
Another aspect of improving the probability of task success is to control the key points in the task execution process. Sometimes, our employees do not work effectively. They do not work hard, but work in the wrong direction. They do not know the correct solutions and who should seek help when encountering problems. Therefore, management personnel are obligated to monitor the process, not just the results. For example, it is very important to review the design and solution of employees before writing code. Through this process, you can ensure that employees do what you want, instead of writing a lot of code, I found that the Code is the same, which greatly impairs my enthusiasm. Programmers hate to change a line of code. A line of code is just a line of effort. So there is a new song circulating on the Internet: You have to modify it, you have to change it, and now you have to pat your head and let me change it back. You can change the design if you want to change it, let me change it so that you can change it yourself. Although rework is inevitable during the development of new products, as an experienced old man, we can minimize this impact through architecture, newcomers need advice in this regard, and respect for the programmer's Labor achievements is the greatest encouragement.
Cash return

Finally, we should give employees the expected rewards to match their contributions. If there is no cash return, it will greatly reduce the probability in people's minds. As in the above example, if we say 10 million at the beginning and then only pay 10 yuan, then no one will work hard next time.