How to keep employees loyal to the company?

Suppose you run a company with a group of employees.

How do you get them to be true to you?

Of course, you can be very good to them, pay them a lot of wages, create the best working environment for them, provide the best benefits and career development opportunities, so that they have no reason to leave you. However, this is tiring, and there is no way to prevent their change of heart, if one day competitors provide better conditions, they may leave you.

Is there any way to keep people permanently? To make them totally loyal to you?

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There is a foreigner, wrote an article, imparted some principles and practices, it is amazing. In general, it is impossible to open a normal company, but to open a sick company.

If you remember the four principles, employees will be very loyal to you.

The principle of a staff very busy, no time to think.

Thinking is a dangerous thing. If they don't think, they may not realize how bad their situation is.

Principle two makes employees very tired.

Exhausted people will not get any useful results even if they think about it. Not to mention the need to pay attention to change the status quo, they are so tired, there is no extra energy, of course, will not be able to change the status quo.

Principle three let employees inseparable from the company.

You want to develop a company culture that emphasizes loyalty, and to convince employees that their personal destiny depends entirely on the company. The success of the company, their life will be successful, companies fail, their lives will fail. In this way, the employees will be fully subordinate to the company.

Principle four regular favors.

Accepting rewards is the most addictive. If you use leverage skillfully, you can gain the maximum gratitude of others with the lowest cost. In general, you can take a one-time big reward, split into countless small rewards, from time to time to send a little, which will greatly improve the staff's "satisfaction." But don't let employees anticipate the rewards, but let them know that it's up to them to change their performance.

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Above is the four-point principle, and below are six specific practices.

Practices a constant manufacturing crisis.

Constant crisis, so that employees always have something to do, and mental stress. So you can create a crisis of your own, such as a financial system that claims to be chaotic, which has recently lost a big customer. As employees are so exhausted, you come out to comfort them and come up with solutions that will make them feel you can bring hope.

Practice two does not offer a real fat reward.

All you have to do is make verbal promises (such as "the company will have great development next year ..."), but don't give a real big reward. If employees get what they really want (a happy and affluent life), they won't have enough power to work for you. You have to let them see, but not get these things, so they will be motivated to pursue. Delays in promotion and delayed wage increases are common practices and can be used to justify budget shortfalls, thereby cancelling office renovations, upgrading of office equipment and training programs, and so on.

The procedure three manufactures some trivial successes.

You assign tasks so that employees can get a little bit of success in some small things, and that gives them a sense of accomplishment, not total frustration. And, because the task is assigned to them, they may also have a little affection for you.

Procedure four http://www.aliyun.com/zixun/aggregation/7129.html "> Working time Fragmentation."

You are always interrupting your employees ' work, such as holding meetings, regularly inspecting what they are doing, suddenly sending them an urgent task, or even asking for tea breaks when everyone has to go out for coffee. In this way, employees will feel very busy, not enough time. The principle here is that if you don't let them be physically exhausted, at least let them be mentally exhausted.

Practice five strengthen the staff's sense of belonging.

You have to let them remember that they belong to the company and that they will lose their identity if they don't have a company. In this way they will feel that service to the company is justified. Some companies want to wear company-issued clothing when they go out and have eye-catching company logos on them, and some companies require employees to claim to be "xxx" (XXX on behalf of the company), and these are all subtle ways to force employees to believe they belong to the company.

Practice six don't give employees a sense of satisfaction.

You have to make them feel that they are in a state of inadequacy: lack of time, lack of money, lack of status, and so on. This deficiency will make the status quo self-sustaining, because no one is free to think about how to solve the problem, and no one has the energy to solve it. Instead, as they hope to get more, they will work hard and consciously prevent the system from collapsing.

Well, if you've done all these things, congratulations, you've successfully created a very bad working environment. Your employees are living in dire straits, and though they may grind their teeth on you, they will still be working very faithfully for you.

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P.S.

Last night, Mr. Wu, the art master, died at the age of 91.

I once posted "Wu Talk about China Arts", today turned out a look, is still very sharp article. This cannot but say is China's sadness, wants a 90 old old person to come out to tell the truth. Now, Mr. Wu is gone, maybe some people are secretly celebrating.

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