A hypothesis
If the The Journey to the West team had to lay off employees, which one would you lay off first?
Boil the Three Kingdoms in water and travel westward. If we regard the Buddhist quartet as a team. Tang Priest is the leader, with a strong personality, clear purpose, principles, cowardice and no ideas. Monkey King is a creative employee in the team, with outstanding performance but strong personality, and often offends people. Pig Bajie is like a smooth person, but when he works, he chooses lightly, fears heavily and is opportunistic. Friar Sand is naturally an honest, hard-working, down-to-earth and hard-working model ox, but this ox is sometimes a bit slow. Such a team is also green, fat, red and thin, and it is completely matched. However, funds are tight. In order to save money, the Journey to the West team should eliminate one member to reduce costs. Who will HR choose to eliminate? Listen to their choices and statements.
Three options
"Remove the Tang Priest." -Zhang, personnel manager of Maka China District. In my opinion, Xijin's team and three subordinates are a very good combination. There are not only business backbones like the Monkey King, but also honest sand monks who do practical work. Although the Monkey King's personality is not good enough, he is energetic and enterprising. As the backbone of the business, he can definitely drive the whole team forward. Although Friar Sand is not creative, his execution is absolutely good, and he belongs to the type of "you can do things, I can rest assured". Such a person is indispensable to any team. Pig Bajie is not bad in nature, complaining is complaining, but he still undertakes the responsibility of protecting Tang Priest. The key is to regulate his behavior. And his tactfulness has also brought stability and help to the development of the team. If Tang Priest can give full play to the advantages of these people, it will certainly improve cohesion and efficiency. But in fact, Tang Priest often mistakenly believes in villains and cannot arrange suitable jobs for his three subordinates. From the management point of view, he has no balanced means and lacks certain leadership.
"Choose different elimination targets at different stages of development"-Wu Jixi, HR director of Shanghai Baiyi Food Co., Ltd., has no conclusion on who should be eliminated, and he should make different choices according to different stages of the team. Enterprises or teams adopt different strategies at different stages of development, which is followed by different talent strategies. If the company has just been established and the westbound team is equivalent to a sales team, then the Monkey King can never be laid off. The enterprise is in its infancy and the market has not yet expanded, which means that everything starts from scratch. Enterprises need a backbone like the Monkey King to break through the world and get immediate results. Small personality defects or something, don't even think about it At this stage, enterprises should show the performance of pigs and eight quit.
However, if the enterprise has entered a stable state and its performance has developed steadily, the focus will shift to internal construction, for example, the construction of corporate culture and corporate cohesion. At this time, don't be afraid to touch the Monkey King because of his performance. The person eliminated is not Pig Bajie but the Monkey King. An irritable personality doubts everything. If it is incompatible with the corporate culture, it will always affect other members of the stable team, resulting in a disharmonious atmosphere and increasing internal friction.
"Different job content determines who will be eliminated"-Zhou, the human resources manager of Global Industrial Technology Holdings Co., Ltd., must first make sure that Friar Sand is welcome in any team. Every team needs a hard-working person, even if he is not so creative. Because such an employee is diligent, you can entrust anything to him. Teams with different work contents will have different answers to the question of who will be eliminated. Only by figuring out what this team is doing and what its purpose is can we draw the conclusion that who should be eliminated.
If the team work itself is difficult and belongs to creative work, then the team needs enterprising people, such as the Monkey King. There is no doubt that lazy pigs should be eliminated. But if the work is the kind that doesn't need any creativity, as long as it is done step by step, then the Monkey King, who always makes trouble, can't stay. His advantage may not bring much value here. On the contrary, his shortcomings of being too angular are more harmful.
values
Don't just look at the results, but also look at the process-Zhang, the HR manager of China District, is actually very contradictory about what kind of employees to eliminate. From the perspective of HR, we can't just look at the results, and we can't judge the heroes only by the results. What we want to see is the result and the process of realization. Some HR colleagues believe that performance results should still be used as a measure for positions like sales. I don't quite agree with this view. Because the quality of performance has a great relationship with the maturity of the market. In a mature market, it is not too much to ask for high-speed growth. Some markets have just started. Sales has done a lot of preliminary work, which has not produced immediate benefits, but it is definitely conducive to the company's future exhibition and the establishment of brand image. It is unfair to use performance to eliminate these sales that have laid the groundwork and have no actual output. But from the perspective of department heads, they can't wait for you to cultivate the market. They need you to show benefits immediately and speak with numbers. Performance is their only measure.
To solve this contradiction, on the one hand, HR should convince the supervisor to take a long-term view. On the other hand, in the performance appraisal system, the code of conduct should be included, accounting for a certain proportion. The assessment of these behaviors is to turn the enterprise's values into concrete behaviors, and at the same time check whether employees have the enthusiasm and attitude to do things. In this way, employees will be more convinced if they are eliminated on the grounds of poor performance. If there is only one performance figure, employees will find many excuses as reasons for poor performance. Product brand awareness is not high, company support is not enough, and so on. It is more reasonable to evaluate employees by comprehensive behavior performance and final performance, and the decision to eliminate them is more reasonable. Performance is not the only criterion-Wu Ji, HR Director of Haibaiyi Food Co., Ltd. We will evaluate the position of each employee. If the workload of a position is not met, the company will reconsider the necessity of the position and make appropriate adjustments. If a position no longer exists, the original employees can't get a new position through internal adjustment, and it is inevitable to be eliminated. Whether employees are integrated into corporate culture is also an important criterion. Those employees who complain all day and don't do things well must be eliminated. (via:unus.cn)
Although performance is very important, we can't just focus on performance, even if performance indicators are particularly important. Although the performance of employees is an important criterion to measure employees, the attitude and efforts of employees themselves are also very important and cannot be ignored. Such as sales. Poor performance may be due to many obstacles in the market itself, people's acceptance of products, the share of other brands and so on. If employees really work hard and strive to improve their performance, for such self-motivated employees, the poor performance figures are not enough to be the reason for being eliminated.
It is not appropriate to use the word "elimination"-Zhou, the manager of human resources department of Global Industrial Technology Holdings Co., Ltd., personally thinks it is not appropriate to use the word "elimination". The passive departure of employees from the enterprise is not the elimination of the enterprise, but the enterprise thinks that employees are not suitable for their posts and enterprises.
It's like recruiting. Many people miss the enterprise, but it doesn't mean that he or she is not good enough and has insufficient ability; Let's just say he doesn't match the position he applied for. It is also inappropriate and mismatched for employees to leave their jobs. There are many inappropriate reasons, mainly the gap between employees and job requirements.
The gap includes two situations. First, employees fail to play their abilities in their current posts, or their abilities do not meet the requirements of enterprises; Second, the ability of employees obviously exceeds the job requirements, but enterprises cannot provide higher jobs, that is, there is a problem with the development space. When these two situations happen, the company will let employees leave. Of course, in the latter case, employees choose to leave voluntarily more.
expert opinion/advice
Beating a dog is beating a wild dog. If performance is taken as the ordinate and values as the abscissa, employees can be divided into four parts and five types of people.
First, cattle. Most employees in general enterprises also belong to this category. They are hard-working, energetic and imposing. Regardless of performance or values, "cattle" are the backbone.
Second, the star. High performance, not only for the enterprise to achieve results, but also values fully in line with the entrepreneurial spirit.
Third, the white rabbit. These people's values are extremely in line with entrepreneurial spirit, but unfortunately their performance is not good.
Fourth, dogs. Poor performance and poor values.
Five, wild dogs. The performance is particularly outstanding, but its values are completely contrary to the enterprise, that is, it does not follow the rules of the game of the enterprise at all.
For white rabbit employees, you can give them two or three opportunities to try to cultivate and improve. Among the white rabbits, it is likely that some will develop into "cows" or even "stars" in the future. However, if their performance is still stagnant, they should be fired immediately without mercy, otherwise in the long run, they will become a burden to enterprises and unfair to "stars" and "cows".
Dog employees, with no performance and opposite values, should naturally be fired immediately. It is very dangerous for enterprises to indulge wild dog employees because of their excellent performance. For example, some salesmen have very high performance, but they often grab orders and even pay bribes. Their values are completely opposite to those of enterprises. Even if they can bring the best customers, they can also take all the customers away at the same time, which will cause irreparable consequences to the enterprise. This kind of person is the most dangerous and should be guarded against. We must never be merciful. We should shoot "wild dogs" in public, so that enterprises can be vigilant and not deliberately exceed the rules of the game. Managers should not be blinded by short-term interests. For the long-term development of enterprises, wild dogs have to be eliminated.