Problems of personnel management in preventing the capture of organizations. Solving problems of personnel management How to solve a problem with personnel
One of the most important areas of work of a personnel management consultant is the prevention of problems with personnel, when people deviate from the principles and norms of morality and law. In management, any unacceptable behavior is usually called deviation. First of all, we mean negative forms of behavior, abuse (forgery of outfits, deception of clients), the sphere of moral vices, moral evil (theft and deceit at all levels), social pathologies (alcoholism, drug addiction), etc.
Abuse Prevention
Typically, employers think that not watching employees means leaving your wallet open. If someone steals, then everyone loses in the end. Heads of departments can potentially have additional income to the detriment of the firm:
- Executive Director- on the possibilities of connections with the business elite of the city;
- technical director - on the sale of the "brains" of the company, the use technical resources firms, sales of know-how, industrial espionage, engineering services, etc.;
- manager capital construction- on trade building materials and services;
- manager of economic issues - on ensuring the work of parallel production, playing with prices, resale valuable papers, "laundering" of shares, external and internal financial fraud;
- production manager - on the organization of production on the basis of unaccounted for reserves, the sale of unrecorded additional products, the fulfillment of "foreign" orders;
- manager commercial matters- on the sale and resale of resources and products, profitable orders;
- product quality manager - on the marriage of products, the sale of unaccounted products manufactured in parallel;
- HR manager - on trade in "profitable" places, organization of business trips abroad, trade in the benefits of the company, labor force, complicity in theft;
- manager for social and domestic issues - for the sale of social infrastructure facilities, the distribution of benefits for the company's staff.
To avoid misunderstandings and abuses, HR consultants recommend that managers keep the seal in their safe, do not leave stamped documents, letterheads and blank sheets for employees. On all documents, the seal is placed on the lines where the signatures of the head and chief accountant are provided, immediately after the text, in order to avoid making various additions to the document after its approval. The implementation of these recommendations will allow you to be sure that there are no unapproved, unregistered documents, unrecorded transactions. Having established the facts of theft at the enterprise, it is necessary to find out what factors contributed to this, what are the motives of the people who committed it. Theft is facilitated by the negligence of individuals who are unwilling or unable to work fully. Employees sometimes deliberately commit actions that bring losses to the enterprise, for selfish reasons or to cause damage out of revenge or on behalf of an outsider. Theft of employees is difficult to prevent - those working at the enterprise see its “weak points”, they know how to disguise theft. Employees go to theft if they want and the opportunity to steal. The ability to steal is available to employees who dispose of material assets or have access to them without proper control. The desire to steal arises when there are personal reasons (debts, extraordinary circumstances, vicious inclinations, etc.) or official irritants (poor accounting for values, low salary, intention to "set up" the manager, etc.).
Having found out the motives, the consultant develops countermeasures. Their goal is to create conditions under which employees will not be able to steal, to minimize the losses of the enterprise from intentional or unintentional actions of personnel. Blocking the possibility of theft by personnel is based on monitoring and controlling the work of employees, accounting material assets and their movements and analysis of each case of theft. Based on the description of business processes and technological processes, it is necessary to develop a regime for employees to access valuables and a regime for ensuring their protection. Availability job descriptions and the mode of access to valuables makes it possible to prove the guilt of an employee if necessary. Control is carried out in several ways:
- control of working time;
- reporting control;
- covert monitoring of the performance of duties using audio and video equipment;
- monitoring the working contacts of the staff (with whom
negotiations or interaction and what are the results);
Monitoring the standard of living of employees (comparison of income and expenses, the adequacy of behavior to income), etc.
Common abuses are theft of goods. Human nature is such that among honest people there can always be “dishonest people”, and therefore it is necessary to keep in mind measures to prevent possible theft of goods or property. Theft is easier to prevent than to stop an already established practice. Here, the consultant needs to clearly represent the "weak points" of the enterprise in accounting and storage and possible ways theft. In warehouses, there are thefts of goods during unpacking and packaging, theft of packages during the delivery of goods from the carrier or to the carrier. These methods create the appearance of a shortage, with which suppliers and recipients deal with each other for a long time. Theft of goods directly from the storage cells is possible, in the expectation that with a large number of goods in the cell, the shortage will not be detected immediately. Often there are postscripts in collusion with suppliers of allegedly purchased goods, which were then spent for internal needs (repair of premises, equipment, etc.). This is a very common way to extort funds from a company.
Many cases of theft are possible with an unhindered exit from the territory of the enterprise. If there is a risk of such theft, it is necessary to introduce personal searches of employees, checking their bags or cars. However these measures must be secured by an agreement with the trade union organization or in a collective agreement. The financial and accounting authorities of the enterprise provide for many measures to prevent theft. In order to avoid them, it is recommended to have an employee with whom it is necessary to conclude agreement about liability: he will exercise initial control over the movement of goods (materials, equipment, etc.).
Abuse can also be disclosure of commercial and official secrets. Leakage of classified information harms the interests of the firm. With its help, you can cause a conflict with tax, customs and other government bodies, disrupt the conclusion or execution of the contract, damage the reputation of the company, expose the company to blackmail by criminal structures. When dismissed, specialists carry away in their “head”, on diskettes or paper carriers, a lot of official information that they use in a new job. It's hard to prevent. Article 29 (p. 4) of the Constitution of the Russian Federation guarantees the right of every citizen to freely search for and receive information. This right can only be limited to legal grounds, in order to protect information (for example, trade secrets). But if the company's charter among the types of activities does not indicate the protection of trade secrets, then its activities in this area will not be considered legal. To legalize the protection of a trade secret, it is necessary to prepare a package of documents regulating various aspects of the existence of a trade secret. It is necessary to define the rights and obligations of persons responsible for organizing information security in the company, which should be included in labor contracts concluded with these persons, and in their job descriptions.
- See: Solop A.S. Business secrets. - Kyiv: UFIMB, 1997.
In the modern world, the main tasks facing organizations are new challenges. The main ones are: stimulating the work of hired personnel, preventing "brain drain", indexing wages in terms of inflation, ensuring that the level of staff qualifications meets the stringent requirements of the modern economy and, finally, strengthening the sense of belonging to the company among staff, etc.
But even now there are contradictions between the proclaimed goals and functions of personnel management departments, so the list of duties includes actions for accounting, control, motivation of personnel, regulation of relations between management and personnel, but in reality, the functions of personnel management services, judging by the facts, turn out to be folded. The heads of these services assess their role in the management of social personnel processes as secondary, believing that everything depends on the management of the enterprise.
It is known that the successful development of production in modern conditions largely depends on the competitiveness of the staff. And it is achieved by constant training of personnel, improving their skills and strategic determination of their number and professional orientation at the moment and in this production. The narrow skills of the managerial corps, especially its top management, had a negative impact on the transition to market relations from the very beginning of the reforms. It turned out that "many managers failed to organize the work of their subordinate institutions in general and orient it to the study and satisfaction of consumer demand in particular. It was also a great difficulty for them to determine the directions for using resources, first of all, this applies to such important resources as personnel , fixed assets, financial resources".
This gives grounds to assert that the key problem for the vast majority of Russian enterprises is the problem of inefficient personnel management. Right now is the time when it is necessary to pay closer attention to the systematic training and, especially, retraining of qualified specialists. This will make it possible to react faster and more efficiently to changes in the country, to strengthen the elements of stability, solidity, representativeness, sober calculation, and the rejection of excessively risky speculative play in market activities.
Market educational services turned out to be practically unbalanced with the real needs of the skilled labor market. The quality level of employees of enterprises is significantly inferior to the requirements for international market labor. The personnel management system at most enterprises does not correspond to the strategy of market reforms, which to a large extent hinders the possibility of implementing sustainable stabilization programs, revitalizing production and restructuring the economy, and improving the quality and competitiveness of Russian products.
It is necessary to train and significantly improve the qualifications of the leadership corps in management, marketing, innovation, personnel management and a number of other disciplines, taking into account the characteristics of modern economic situation and the Russian market. Formation of the business services industry should become one of the primary problems of structural investment policy.
Of the most acute problems, it should also be noted such as: the departure of qualified specialists, low performance and labor discipline of personnel, insufficient qualifications of personnel and individual managers, unsatisfactory moral and psychological climate, low level of motivation of employees, and as a result, insufficient initiative of employees in solving production problems. problems, confrontation between administration and staff.
It should also be noted the erosion of traditional values, which leads to serious disorders of personal beliefs and values. Stress, pressure and uncertainty are increasingly present in most forms of organizational life. This significantly complicated the system of motivation and incentives for employees, primarily in connection with hiring under short-term contracts, the imposition of various preconditions (including probationary period), a rigid linkage of material incentives with the profit received and other factors.
When reviewing methods of personnel management that do not correspond to the state external environment, management may encounter conflict generated by the rejection of new methods organizational culture firms because of the conservatism and inertia of some part of the team. Such a conflict can be quite painful and destructive in its consequences.
So K. Davis identified three groups of reasons for resistance to innovation. The basis of all economic reasons is the fear of loss of earnings, which forms an anti-innovation attitude in the worker. hired personnel qualifications incentives
Regarding the reasons of a personal nature that encourage people to oppose the innovation process, it can be said that the main one is the resistance of the individual to the depreciation that the innovation process very often brings with it.
In the group of anti-innovation barriers that are of a socio-psychological nature, most of the reasons are based on a person's reaction to the innovation processes that accompany many organizations, a kind of encroachment on his psychological comfort.
These and some other problems raise the question of improving the personnel management system for managers. However, one often comes across the fact that, trying to put the work with the personnel in the company at the proper level, managers make a number of mistakes that do not allow them to achieve the goals for which, in fact, the work with the personnel was started.
To eliminate such shortcomings, personnel development planning is necessary. First of all, this is the planning of the natural movement of personnel - retirement, dismissal due to illness, in connection with study, military service, etc. This is not difficult to do, but it is important to prepare an equivalent replacement in a timely manner. Another thing is more difficult - to strengthen the potential of the team, to increase its competitiveness.
There are several ways to do this, including: careful selection of personnel, systematic improvement of their qualifications, creation of conditions for the most effective manifestation of their abilities and the development of a methodology for assessing the actual effectiveness of the work of the team.
Many commercial structures in Russia are now following a different path. Instead of stepping up work on adapting collectives to the conditions of economic reforms, taking care to ensure a painless psychological restructuring of each person, especially experienced specialists, workers are sometimes ruthlessly dismissed as not adapting to new requirements. Such an approach is a manifestation of a short-sighted policy. After all, any replacement of an employee is an economically expensive undertaking. This damages the reputation of the firm.
A special place in the process of professionalization of management is occupied by the problem of "obsolescence". "Obsolescence" occurs when an individual uses points of view, theories, concepts and methods that are less effective in solving a problem than others that currently exist. Of course, not every example of the ineffectiveness of a firm's personnel management is associated with "obsolescence". Laziness, lack of understanding, overload with other responsibilities can also lead to inefficiency. But the cost to a firm of developing and adopting second-rate solutions to emerging problems is likely to be much greater than the cost required to overcome the "obsolescence" of its staff.
Management practice also shows that in any company, as a result of a combination of different reasons, the presence of conflicts is inevitable. Conflicts arise, often, due to the dissatisfaction of the staff with the assessment of their work by the head. In the case of very serious conflicts, there may even be a shift in organizational goals.
It is significant that in the activities of the leader himself, as the main subject of management, there are various contradictions associated with undesirable tendencies in people's behavior. The complexity of assessing these phenomena lies in their heterogeneity.
It should be noted that in recent times In our country, certain work is being done to train high-class managerial personnel, various business schools are being organized, and a lot of specialized, albeit different in quality, literature by domestic and foreign authors is being published.
However, in the literature on management topics, as a rule, publications of an educational and educational nature predominate, considering mainly the history and foundations of management, special management issues ( financial management, personnel management, situational and systems approaches to management, sociology of organizations, marketing). In this sea of publications on management problems, there is clearly not enough literature for specialist managers, top management.
There are also problems of the lower level of personnel management, which have their own aspects and features. " An important point in their assessment is that, in terms of their mentality and roles, lower managers belong to managers, and vice versa, the position contributes to the fact that their psychology approaches the workers. This dual position in the firm often leads such leaders to a stressful state.
Recently, much has been said about the fact that the roots of the problems of most Russian enterprises lie in inefficient management. What is effective management, each of the enterprises that have managed to adapt to new conditions, understands in its own way. Everyone finds their own control levers, implements their own management principles. But until now, the valuable experience developed by each of the enterprises has remained only its experience.
At the same time, there are positive experiences that need to be studied, improved and recommended for implementation. The results of the activities of many enterprises and the accumulated experience of their work with personnel show that the formation of production teams, ensuring high quality human resources are decisive factors in production efficiency and product competitiveness.
Problems in the field of personnel management and daily work with personnel, according to experts, in the short term will be constantly in the focus of attention of management. In the future, with the development of scientific and technological progress, the content and working conditions will acquire greater value than material interest.
Due to the volatility of sales volume, volatile economic environment, fierce competition and other reasons, most retailers trading firms in the first place is the increase in the efficiency of the company or the formation of a competent strategy retail. The performance of small businesses in retail trade is determined by a large number of indicators, and their management is a very complex process and is carried out with the help of various methods management, especially personnel management.
It is believed that in the 21st century a unique professional core of human resources is the main competitive advantage any firm in the market. This statement, according to analysts, will become the law of survival in business for today's successful companies, since only personnel focused on continuous development and adaptation will be able to adapt to the constantly changing state of the market environment. However, this factor will increase the requirements for the entire personnel policy in general and human resource management in particular.
Already now one can observe a trend that it is the work of personnel in retail chains is a leading factor for consumers to keep the customer loyal to the firm. Consider Figure 1 from Accenture Consumer Pulse Research Russia.
Figure 1 - Answer to the question: Which of the service providers did you change for Last year(if changed) due to unsatisfactory quality of service?
As can be seen from the diagram, it is retail companies that are the first to suffer from poor service or illiterate staff, and need highly qualified specialists to retain their customers. According to research, this percentage is only growing every year. In confirmation of these words, the review of retail trade from Ernst & Young also speaks. Let's look at Figure 2 about the most pressing problems of companies.
Figure 2 - The most pressing problems of companies
It can be seen from the diagram that the problem of finding and hiring personnel has come to the fore, and that this problem is significant enough for Russian market. Thus, at the moment the situation is such that the staff is both the main competitive advantage of the company and the main problem.
Specialists in Western countries have long been faced with problems in personnel management, while the Russian market has only just begun to identify the most acute of them. According to Chumarin, the main negative features of working with personnel are:
· Constant staff turnover of key personnel;
· Unreasonable claims to wages;
· Low level of staff loyalty;
· Low-prestige work in the main areas of retail trade;
· Presetting of some employees to theft.
The problem of theft is also raised by Kramarev in his article. The author cites statistics that 48.8% of the total number of all company losses are due to employee theft.
The main and main problem with the staff, according to Blagorazumova, is staff turnover. In her opinion, this problem was, is and will always be, and all other problematic issues, such as low staff loyalty, low staff qualifications, violation labor code firms and dishonest work flow precisely from it.
In her article, Kanavtseva designates such personnel problems how:
1. Lack of professionals with good education and qualifications who can master and apply new technologies, as well as use modern equipment.
2. At the same time, difficulties with the selection of unqualified personnel performing new job, however, doing most of that work. Usually such work is low-paid, but there is a lot of it and it needs to be done constantly.
3. Dissatisfaction of employees with working conditions and social package.
4. The need to maintain a high level of wages, taking into account inflation, rising living standards of society and other indicators.
5. The need for training, retraining, advanced training of personnel with the advent of new technologies in business.
Thus, it can be seen that all problems with personnel follow as a consequence of one another. High employee turnover leads to low wage levels as firms try to reduce their costs of finding and hiring staff. Low wages lead to low loyalty to the company, since for the period of orientation in the company, the material component is the main motive quality work. The lack of loyalty to the company leads to dishonest work, which creates a negative image of the work of such employees in general, and therefore forms a low prestige of the profession. The low prestige of the specialty leads to the hiring of only low-skilled personnel or personnel without experience, which leads to a violation labor discipline and then to theft. Theft also leads to the dismissal of employees and a new search for specialists, consequently high staff turnover. This cycle can be seen in Figure 3.
Figure 3 - The cycle of personnel problems in retail
However, the management of personnel and the company as a whole faces new question how to solve these problems. The management of firms needs to change their attitude in the "employer-staff" system, choosing a strategy for recognizing the value of the human factor. In practice, this is done through the creation and implementation of a personnel management system or personnel management. The main thing is that this system should take into account, in addition to the material side of work or wages, the non-material side, such as motivation and adaptation of employees.
Personnel management includes three components, according to Erkhov, which can be seen in Figure 4.
Figure 4 - Components of personnel management
In this case personnel management manages the movement of personnel, organizational and labor solves the tasks of ensuring the working conditions of employees, and social management coordinates social relations. However, there is another approach to personnel management, in which personnel management includes the management of human resources in the whole company, and not just the function of personnel movement.
Most specialists formulate the term "personnel management" quite broadly, emphasizing in some cases the differences in performance assessment, in other cases on the basis of control, they can also be distinguished by the form of organization and other characteristics. In reality, there are a huge number of definitions of the concept of personnel management, and although they are different according to some criteria, three main ones can be identified:
I. Attitude to work as a source of income;
II. Development of staff initiative by creating the necessary conditions for them;
III. Integration of personnel and social policy firms in the overall policy of the organization.
However, in order to fully appreciate the term personnel management and the various approaches of the authors to it, consider Table 3.
Table 3 - Definitions of personnel management
|
Definition |
|
|
Site Academician, dictionary |
Management aimed at the development and effective use of the human resources potential of the organization at the operational, tactical, strategic and political levels of management |
|
Ldokova G. M. |
One of the areas of modern management, which is aimed at developing and maximizing the effective use of the organization's human resources |
|
Afanasyeva Yu. G., Drepa E. N. |
The new paradigm of personnel management in a modern company in terms of human resource values, denies the concept of "personnel management" and accepts the concept of "personnel potential management" |
|
Kibanova A. Ya. |
One of the elements of complex activities for the management of the personnel of the company in terms of the formation of the personnel potential of the enterprise |
|
The process of planning, organizing, rewarding, integrating and serving staff with the aim of contributing to organizational, individual and social goals through strategic management |
After analyzing the definitions of various Russian and Western authors, we can conclude that personnel management is personnel management, which is aimed at the formation and development of the organization's personnel potential. Thus, personnel management performs not only such simple functions as documenting employees, but also such as the formation and effective use of the personnel potential of the company, the development of personnel in accordance with strategic goals firms in general. To achieve these functions, personnel management is increasingly using various management technologies or is trying to make a technologization of the management process in a different way.
Management plays an important role in the life of any enterprise. For effective management, it is necessary to properly manage the staff. Problems often arise due to mismanagement. Such problems are better prevented than solved. In order to prevent the problem, you need to understand what it is and start doing it when hiring staff.
Employee management is a complex of various methods, principles and forms of influence on workers in order to improve labor indicators. The problem of the personnel management system is considered a hot topic not only for the heads of firms, but also for the staff themselves. Most a good option The development of the situation is as follows: the director is loyal to his employees and does not show excessive severity, and the employees do their work qualitatively and are not late with deadlines.
This development is not very common. A variety of reasons can hinder such development. Contemporary Issues personnel management are that the heads of organizations do not apply modern technologies that would improve the efficiency of working relationships. For a leader, one experience is not enough in many cases.
Problems of enterprise personnel management
Personnel management is a rather complex dilemma that requires costs, not only time and organizational, but also financial. The problems of enterprise personnel management are usually limited to the fact that the leader needs not to ordinary people and qualified employees. Most of the employees are educated and have certain professional skills. Problems can arise due to incorrect leadership. The most common problems are:
- The firm does not have a very high reputation;
- The chances of going bankrupt are very high;
- The quality of the goods leaves much to be desired.
If you look at the statistics, usually the difficulties arise due to the fault of the governing bodies. Statistics say that 71% of cases are related precisely to mismanagement. The level of efficiency always depends on the leader. The problems of personnel management in an organization often arise due to the fact that they cannot identify a crisis at an early stage.
The mistake of many leaders is that they write off problems as temporary difficulties. It is not uncommon for management to use the wrong methods to improve performance. Such methods include strict discipline, increased punishment and much more. As a result, staff may quit en masse from the enterprise due to rash actions of management.
Increasingly, one can notice such situations when the rights of an employee are infringed. Sometimes this is the fault of managers, but often the culprit is the workers themselves. The worker may perform his duties in a poor quality manner or not fit into deadlines. The current problems of personnel management are that management must constantly improve its skills in personnel management. To achieve positive results, a constant forecast of problems is necessary. Difficulties are best dealt with in their early stages.
When managing employees, the following types of problems can be distinguished:
- The so-called overachiever problem. The leader is often the most outstanding employee. Since this employee usually has a narrower specialty and is not familiar with all the subtleties, he can make gross mistakes in managing employees.
- Senior problem. Often employees watch their leader. The latter, in turn, can emphasize the fact that there is a certain distance between him and the workers.
- The problem with the name "your boyfriend." The employee management function can be adversarial. The leader may face resistance from employees.
- The problem of hoping to find a hero. Many managers are waiting for employees who will do all the work correctly. Unfortunately, such employees are hard to find on modern market labor.
- The big pay gap problem. Employees may become dissatisfied with this problem.
- The problem of high staff turnover. If an organization cannot control employee turnover, then the use of staff may be inefficient. It is not uncommon for a firm's leaders to be unwilling to hire young employees, despite the fact that many may be valuable employees.
Questions such as how to evaluate the effectiveness of employee management can often arise. By what criteria can efficiency be determined? What data is needed for this? Among specialists who analyze the problems of personnel management, there is no consensus regarding the evaluation of the system. The reason for this phenomenon is that the activities of employees are in direct connection with production process and other factors.
To assess how effectively the manager manages the staff, you can choose one of modern approaches. One approach is to analyze the results of production. Another approach is to analyze the complexity of labor. The next approach is to analyze the motivation of employees. It is also necessary to determine what kind of social and psychological climate is observed in the team. It may be necessary to address the improvement of the organization's personnel management system. But in any case, the problems of personnel management can be significantly reduced by taking measures appropriate to the specific situation.
- Which employees are most prone to burnout?
- In some cases, just a heart-to-heart conversation helps
- How to arrange emotional unloading for employees
- 5 well-known reasons professional burnout that everyone forgets
Professional burnout is a process that is manifested by increasing indifference to their duties and what is happening at work, a sense of their own professional failure, dissatisfaction with work, and ultimately in a sharp deterioration in the quality of life. In this article, we will consider 5 main reasons that can provoke professional burnout among employees, and how it can be prevented.
Causes of professional burnout
Reason 1. Wear and tear. When employees have to work at the limit of their ability, there is constant stress all the time. At some point, professional burnout occurs because of this. To identify such burnout, the most effective way is to conduct confidential conversations.
To prevent Negative consequences still on initial stage, for an employee, you can offer an additional day off or send him on paid leave. Such a rest gives the opportunity to restore their strength. For example, I recently noticed a significant decline in the work of one of the top managers. He has established himself as a true professional, having successfully completed many projects. But such an active work of a specialist had a negative impact on his condition, professional burnout occurred. Based on the results of the conversation with him, I offered a trip to Thailand to participate in an event that we organized together with the company's business partners. Such a business vacation turned out to be really effective for a specialist who was able to perfectly restore his strength and began to work effectively.
- Emotional intelligence is a powerful weapon of a true leader.
Every month I organize meetings in which the entire management team of our company participates. In a comfortable informal atmosphere, the situation in our company is discussed, with the search for optimal solutions and ways to eliminate current problems. We organize not just a meeting, but a kind of master class - each of our leaders shares their experience with colleagues, while getting the opportunity to learn from others. We jointly solve problems until they expose one of the employees to professional burnout individually.
Reason 2. Unstable financial position of the company. We have to admit that in many companies employees are delayed in salaries. If a similar situation may arise in our company, it is better to immediately gather employees and explain the reasons for the problem with payments and the expected time frame for normalization of the situation. From experience, one can speak of the readiness of many employees to understand the position of their management.
For example, in the real estate market, the main part of the failures with the payment of money occurred during the crisis. We also had to face this problem. Then I decided to assemble a team, honestly explaining the future prospects of the company, and invited each of them to decide for themselves whether to look for a new job or wait for money. Many then remained. It turned out that these are the most reliable personnel for the company, which the manager should especially appreciate.
Reason 3. Routine. The day-to-day tasks of most employees remain the same from day to day. After 1-1.5 years, there is a desire to supplement the work with something new, but such an opportunity does not always exist. The total number of our employees is over 3.5 thousand people, so we regularly encountered a similar situation.
The optimal prevention of professional burnout is emotional unloading. Therefore, we regularly conduct various cultural trips (to the theater, to exhibitions), with the organization of interesting corporate events(sports competitions, picnics in nature). In particular, we plan to organize a game similar to "Fort Boyard" for the Builder's Day. Anything unusual increases the interest of employees, giving them extra vitality.
To do this, the following measures are useful to maintain the tone of your team:
- Conducting training sessions.
- Function expansion. If an employee in a heart-to-heart conversation complains about his fatigue from monotony and his skills have already reached the stage of automatism, I can suggest that he share his knowledge and skills with less experienced colleagues - for example, become the head of a mini-department.
- An increase in salary or in a position (such decisions are made subject to the achievement of individual KPIs.
- Internships in other departments of our company, abroad or in the regions of the country (for example, they offered their chief architect participation in green building courses held in Ireland. Today he successfully uses the knowledge gained in the courses in practice, helping the company to develop).
Reason 4. Dissatisfaction with superiors and colleagues. Employees in medium-sized companies often do not have sufficient authority, without the ability to make decisions on their own. The consequence of the lack of sufficient freedom in work is professional burnout. Consider an example of such a situation - the head of one of the departments faced the problem of delegation of authority after increasing the number of his subordinates. Previously, he did everything on his own and was afraid that when delegating his tasks it would turn out to be unnecessary. Many people face similar fears. They believe that they are indispensable, and no one will do the job at the proper level. I had to participate in this issue, explaining to our employee that the delegation of their powers becomes necessary in a multifunctional mode of operation. Changes like this need to be planned so that each employee is responsible for the part of the job they can handle. After all, you do not need to immediately overload employees with responsibilities, you should increase their workload in stages - only this condition allows you to maintain stable growth and further development of your department. Such communication and clarification of the situation allowed our employee to cope with the problem.
- Conflicts between employees: why they arise and how to solve them
Personal conflicts between employees arise in the work of any company. Personally, I think that at the same time, an effective manager cannot stand aside - he must be able to resolve such problems. Consider an example from the practice of our company. 2 heads of one of the departments quarreled so much that the conflict directly affected the quality of their work. I decided to delimit the area of responsibility of each of them - for one, Moscow and the Moscow Region, for the second, all other regions. Consequently, there was a certain competitive environment between them. Thanks to this approach, it was possible to retain important employees, achieving the efficiency of the enterprise.
Reason 5. Impossibility of career advancement. When starting work in a company, many young people believe that after six months they will be able to achieve a promotion, starting to rapidly overcome the steps on the career ladder. When such success is not achieved, then the effectiveness of their work is significantly reduced. To avoid this situation, HR professionals should engage in explanatory conversations about career prospects, looking at real examples of how a certain specialist was able to achieve a career in the company, and what was needed for this.
|
He speaks CEO Mikhail Zhukov, Managing director HeadHunter, Moscow According to the results of their study, they were able to determine that only a few domestic employers monitor the emotional state of employees in their team in order to influence it in a timely manner. The majority of respondents (about 80%) emphasized that they felt professional burnout - in the form of fatigue, irritability and loss of motivation for work. The motivation system can influence the emergence of professional burnout syndrome. At proper organization the motivation system manages to maintain the fighting spirit of its employees for many years, keeping them striving to achieve high results. If the company does not pay due attention to the issues of motivation, then employees will often ask for a promotion or salary - only such measures will contribute to their desire to give all the best at work. Even worse than neglecting motivation is the wrong organizational system. The consequence of 2-3 mistakes in matters of emotional or financial encouragement is the loss of a person's desire to work. When an employee has a burnout syndrome, there is no need to rush to fire him. It is always necessary to understand the reasons for such a situation. After all, in the case when something is done wrong in the company, you will often have to think about changing employees. It should be taken into account that employees often call a conversation with the manager one of the means of solving their problems. Therefore, it is important for employees to understand that the manager is aware of their professional difficulties. |
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