[ZT] How should the boss promise to core employees?

[ZT] How should the boss promise to core employees?

How should the boss promise to core employees?
Author: Jing suqi 10:18:11
Source: blog China (blogchina.com) Source: Chinese and Foreign Management b28123c

The flow of employees is normal, but the flow is also regular.
Generally, most of the employees who left the company a year ago want to quit.
Most of the company's core employees quit,
Most of the departure peak periods are from January 1, March to January 1, May.
However, all core employees are usually left behind by enterprises,
Usually, we also offer a poor treatment,
But why should they leave?
Where exactly is the branch?

The highest goal of an enterprise is to continue to live in a healthy manner. However, more companies are in the dark after year 35, or they have died early. Because any piece of "board" is too short, it is almost fatal. However, one of the many shortcomings that have led to the demise of the company is not noticed by everyone, that is, the continuous loss of core employees, because many bosses say that talent is a valuable asset of the company, but in private, it is said that "the three legs are hard to find, and there are people with two legs ". The growth of enterprises is synchronized with the gathering and growth of talents. The volatility of enterprises is the same as that of talents. The Continuous departure of talents, especially core employees, will inevitably lead to the destruction of enterprises.

However, all core employees are employees who do everything they can to leave. They are usually given a poor treatment. Why should they leave? Of course, there are many reasons for employee resignation, one of which is very important, that is, the boss's commitment and fulfillment of work are not well done.

What is the boss saying "Destined?

The boss promises a variety of ways, such as written agreements, verbal promises, spiritual contracts, formal documents, public reading, and private discussion. However, how many of my bosses can fully fulfill their promises? The reason the boss promises subordinates is based on three conditions: first, success is not achieved, and the boss is in urgent need of success; second, the boss's existing strength cannot be fulfilled; and third, the promised objects can be fulfilled. However, can the boss fulfill the original promise after the success? The answer is difficult. Why?

Below is a piece of content that I often talk about in my boss class. I asked the bosses: "What is the boss ?" The answer is different, and I would like to say: "From the Perspective of commitment and fulfillment, the boss is the one who doesn't count. The boss promised to give you 1 million Yuan after the success. After the success, he didn't want to give it, but he was afraid to accept the bad name of dishonesty. So he always had to find something wrong. Why is it hard to find something wrong? The problem is not only enough to offset the 1 million Yuan you deserve, but also not enough to make you lose 1 million! Even the boss's concentration of your "sins" can make a fortune! You are not angry, but trembling. As a result, timid employees are scared away. Employees who understand the boss's mind and do not want to care too much are also interested in leaving. When the employee "fled", the boss often shouted, 'you give me a stop! Give me back! You cannot go! You have to compensate me! '...... The boss is secretly happy ." When I described it like this, some bosses began to refute: "If you're not right, I won't do it ." I said, "That's right. I mean, the boss thinks this way. If no one thinks this way, no one is the real boss. Because the boss represents the interests of capital, which is the natural property of the boss. As for how the boss works, it is determined by the social attributes of the boss ." Social attributes include: the boss's personal values and moral cultivation; the objects promised and the relationship between the objects and themselves; the process of commitment; public criteria, policy and legal environment, as well as their own strength and power, and other social factors.

As for the 1 million Yuan commitment, the boss's practices for different social attributes may be quite different: first, the boss paid 1 million yuan and then sent an extra car. Such a boss was the best choice; the second is that the boss actually pays 1 million Yuan, which means the boss can pick one from a thousand miles. The third is that the boss only pays 0.1 million yuan at the end. The fourth is that the boss does not give the last cent, this type of Boss is 1 million; fifth, the boss promised, not only the last point is not given, but also the penalty, such bosses have one or two. From the perspective of natural attributes, there is no big difference between all bosses, but the difference lies in social attributes. This social attribute determines the success or failure of the boss and the health and durability of the enterprise. The natural attribute determines the boss does not want to fulfill the promise, while the social attribute determines the extent to which the boss fulfills the promise.

In reality, there is another kind of boss who knows that promises cannot be fulfilled before success, but in order to complete the task, he exaggerated the promises and asked the employees to sell their lives, wait until the wisdom and strength of the employees are exhausted, and try again. However, employees do not know, and think it is attractive, so they give wisdom and strength to enterprise organizations. However, once or twice, the boss may encounter the following problems. The "smart" employees began to use the "Wicked" side of the boss to raise their basic salary requirements, I cheated my boss and ran it. As for the boss's attractive promises, I didn't have any plans at all. This is what I said in my previous article "manage birds. The first problem that occurs in enterprise organizations is the boss. Only when the boss has a deceptive heart and actions can he or she cheat the birds to seek their favor. Even if the boss has a hard time calculating, it is difficult for them to count against the computation of the birds. It's a real thing, sour pulp drops bean curd, and things are similar.

So what is the reason why the boss fails to fulfill his promise, except for "greedy?

Why does the boss say goodbye?

Resources of any enterprise are limited at any time. Why can't my boss fulfill his promise? The reason is that when the boss promises, he only considers the development of a certain vertical field. In fact, horizontal difficulties sometimes cannot be predicted at all. However, in the process of development, it happened. For example, the reason why the boss promised to give you 1 million yuan was that, after the boss planned the success, the total profit may be 10 million yuan, and then he could get 9 million yuan. However, the boss did not predict the complexity and difficulty of the incident, so he kept searching for people who are more competent than you and others, and paid more and more costs. If you open the bow without looking back, you cannot look back. If you look back, you only have a real spot loss. So the boss continues to promise and continue to push forward in order to do things, but the promised loss is a futures loss, which is harmless to the moment. As a result, the total benefit of the Project is 10 million yuan, and the promised bonus is 20 million yuan. In this case, can the boss fulfill his original promise? Obviously not.

Some people will say that the boss had no plans at the beginning, and the responsibility was due to the lack of weeks, rather than being borne by the employee. This is the case, but will the plan be executed as planned? The plan cannot keep up with the changes. No one is a god. This makes the boss unable to go back to the day despite being unwilling to speak. At this time, the social attribute of the boss determines that he will adopt different practices. A good boss will talk openly and openly with everyone, so the 1 million yuan he promised at the beginning, even if the boss is very generous enough to pay 0.1 million yuan, the boss's own earnings expectations are also greatly reduced. But after all, this is only an afterthought solution and cannot solve the problem.

So how can we avoid such embarrassment beforehand?

How can we prevent problems before they happen?

First, do not easily promise employees

As a boss, to retain core employees, you must take the issue of integrity seriously, be cautious, and prevent problems before they happen. For the boss who loves to promise, he should pay attention to opening his mouth with caution. It is often because the boss just said it and forgot it later, but the promises made by employees to the boss will be kept in mind. Therefore, experienced bosses often remind themselves not to easily promise to employees, or open a public question at the end-of-year summary meeting to ask if there is any unfulfilled promise to avoid losing trust to employees. At the same time, the boss should make a memorandum of understanding for the secretaries around him to be well documented.

Second, it is better to achieve

Even if the boss can give the employee a lot, leave room for the promise. Don't fill up your words and promise up to eight points of ability. The two advantages of doing so are as follows: one is to keep room for maneuver in case something changes; the other is to give everyone an unexpected surprise if it exceeds the psychological expectations of employees. For example, if employee 6 is promised and employee 8 is expected, the employee will feel very good and grateful. If employee 8 is promised at the beginning, the employee will take it for granted; in the past, the number of employees you promised was 10, and the number of employees was only 8. The employees thought you were lying to him and were not honest. The same is that employees get 8, and the effect is so poor, the key reason is the relationship between promise and fulfillment, art or not.

Third, promise to be clear

Although it is necessary to make a promise with caution, it is impossible to make a promise in actual work, because there is no incentive without a promise, and any employee needs incentives. Promises are everywhere, but when making a promise, you should grasp one thing: the promises are clearly understood and should not be vague. Why? Because in the same sentence, different people may have different understandings, even though they may have different understandings in different environments and in different states of mind, that is to understand the most favorable side. Therefore, when committing to employees, we must make it clear and clear, and try not to give employees an understanding of the possibility of ambiguity, so as to ensure that the promise is rigid, that is to say, the goal of everyone's efforts is the same, otherwise there will be conflicts after the event. This is an important reason why people often say "co-occurrence and co-occurrence are difficult.

Fourth, beware of "implicit promise"

As a boss, it should be noted that although it is not easy to clearly promise employees, do not implicitly promise employees. What is implicit commitment to employees? That is: although the boss does not clearly promise employees, the employees think the boss should do what they think. If the boss fails to do so, the employees will think that the boss is untrustworthy.

There are two reasons for Implicit promises: one is that the boss has rewarded employees with certain benefits under a specific condition, but did not emphasize the particularity of the environment at that time, this will give you a sense of practice and a standard of objective effort. As a result, other employees who have not won the award will think that if they do that, they should be given the same treatment. However, in fact, there is no such thing at all. Another reason for the implicit promise is that the boss exaggerated the employee's work performance when he affirmed the employee's work at ordinary times. People originally evaluated himself as asymmetric, people tend to think of themselves higher than their own real level. If the boss doesn't understand the art of motivation, they just unilaterally affirm the employees and do not properly point out their shortcomings, in this case, employees' comments on themselves will go up falsely, and even lead to self-evaluation expansion. This will make them feel that the boss is not good at leaving themselves, and they should get more. If the boss does not correct the problem at the right time, in the employee's mind, it is equal to the fact that the boss has promised to the employee. Once the boss does not give the employee the benefit they think they deserve, employees will feel that the boss has lost themselves, and they will have the idea of leaving. In view of this, while affirming the performance of core employees of the backbone, the boss should also properly stress the false increase in employee self-evaluation to reduce the Psychological Expectation of core employees, this is the only way to take responsibility for core employees and enterprise organizations.

Fifth, raise "idle persons" as appropriate"

Many bosses tend to leave idle people to save labor costs, and even everyone is fully loaded or overloaded. In this situation, employees are prone to the following problems: first, employees are tired, tired, and unable to cope with problems every day; second, they are immediately nervous when a new job task occurs, it is very likely that some employees will not be able to cope with the problem. Third, some jobs will immediately become stuck and even affect the overall efficiency. Fourth, employees think they are essential, take the boss for a critical moment. Therefore, as a boss, it is also necessary to properly raise some idle people. The role of idle people can solve the above problems. When the soldiers are used for a long time, they can fully replace core employees for their jobs at a critical moment. There is no reserve team for the war. The generals are nervous and have no bottom in their hearts. They are gambling. Because the relationship between idle people and core employees is mutual replacement, it is also conducive to the correct evaluation and positioning of core employees, so that they do not worship themselves too much, so that they can easily think rationally, this will further stabilize the team of core employees and ensure the sound operation of the company.

Sixth, do not easily promise some conditions

When you promise employees, pay attention not to make promises easily: first, share. Shares are sensitive topics. Because the question of shares involves the highest authority of an enterprise, especially the question of property rights. Some bosses give away their worthless shares at their early stages of their business. When the enterprise is about to make the shares worth the money, they also deliver their shares to the minority shareholders, leading to equity disputes, let us bury a very promising enterprise in the dispute between shareholders.

Second, job title. At the early stage of the business, human resources were scarce and positions were readily promised. Once the company develops and needs more senior managers, it was found that the position had already been promised to XX, as a result, the introduction of high-quality personnel has encountered obstacles and will also lead to unhappiness. The development process of enterprises is spiraling and requires continuous introduction of more advanced management talents.

Third, high dividend commissions. It often causes a significant increase in costs, because some financial costs are easy to ignore when the boss does not know much about the financial knowledge, but they are actually inevitable.

4. Major material rewards. This will also increase the cost of the enterprise. Even those who have done better in the future will not be able to give higher rewards, or the reward will no longer be able to play an incentive role. □

(The author of this article is the General Manager and Chief Consultant of Beijing tengyida Management Consulting Co., Ltd., and the editor of the new digital magazine)