How can HR coordinate the relationship between new and old employees in order to turn conflicts into win-win situations?

How can HR coordinate the relationship between new and old employees in order to turn conflicts into win-win situations? In addition, when building a harmonious and unified relationship between old and new employees, we should also pay attention to choosing a good incentive method according to the characteristics of different employees to prevent a one-size-fits-all phenomenon. In particular, in terms of spiritual incentives and non-cash incentives, it reflects the differences between new and old employees. For new employees, non-cash incentives are more about providing various training opportunities and inspection opportunities; For old employees, non-cash incentives are more reflected in providing various inspection and vacation opportunities; In terms of spiritual motivation, new employees are more willing to be motivated by encouraging innovation, reporting praise and guiding conversation; Old employees prefer the company's honorary titles and high-level rewards to get spiritual satisfaction. These incentives can be more diversified and rich to meet the needs of people at different levels. 4. Balance the advantages and disadvantages of new and old employees, and make them become complementary forces to promote enterprise development. First, from the perspective of department setting, too many internal management levels will easily lead to poor communication between departments and chaotic command of departments, and it will also easily lead to the situation that old employees hold a group and new employees are at a loss. Too many titles may cause internal competition and unreasonable consumption of internal resources. From this point of view, the flat organizational structure is more suitable for this kind of new employees, with a certain proportion of organizational structure, and will not artificially cause job competition, seniority or mutual run. Open organizational structure and departmental relations will be beneficial to the communication between new and old employees. Second, from the perspective of staffing, there will be more employees matching with the old employees, bringing the old with the new, promoting the old with the new, and promoting the harmony among organizations. Avoid old employees or new employees from concentrating in a certain department or temporary organization, and see each other's advantages more in mutual affairs, rather than relying on suspicion to understand others, so as to complement each other's advantages and promote employee development. Thirdly, from the perspective of personnel recruitment, we should pay attention to the team spirit and innovative spirit of candidates, try to find as many open, lively and tolerant candidates as possible, appoint an old employee as a mentor when new employees join the company, organize activities for new and old employees from time to time, and strengthen mutual interaction. Fourth, from the perspective of personnel evaluation, the value contribution of the same position should be measured by unified standards and indicators as far as possible, and the indicators should be quantified and clear, so as to prevent mutual buck passing, especially when new employees perform well and old employees perform poorly. It is necessary to communicate and feedback their performance in time and find out the real reasons for poor performance. The reasons for the poor performance of the department should be found from many angles, and it is forbidden to blame an employee or a group of employees. Fifth, from the perspective of career planning and promotion, it is very important to set and communicate the career development path of new employees. It is more important to communicate with the old employees, understand their development and personal interests, help them adjust their career planning path, make them feel warm and motivated in the whole company, and thus be more loyal to the enterprise and set a good example for new employees. 5. Build an inclusive, open and equal corporate culture, and promote the benign communication and interaction between new and old employees. The influence of corporate culture on new and old employees is subtle. If the system is bone and culture is meat, then the integration of flesh and blood can promote the rapid growth of enterprises, and it is not wise to take off the bones and leave the meat. Therefore, culturally, leaders should set an example, advocate enterprising and innovation, and emphasize democracy, full participation and equality at the same time, attracting subordinates to work through the charm of leaders, rather than ordering them to work through the authority of positions. A charismatic leader will become a role model for new and old employees, accelerate the integration of new and old employees and promote hard work. At the same time, corporate culture should also cover fairness and openness, including leaders advocating a fair working atmosphere from top to bottom, frank communication atmosphere, and being able to analyze specific problems when conflicts arise between new and old employees, so as to help new employees successfully pass the adaptation period and help old employees successfully accept new employees. Of course, the above measures are aimed at better promoting the harmony between new and old employees, but it should be pointed out that a harmonious and peaceful corporate atmosphere will also have a negative impact on organizational change and innovation, including employees' indifference, uncooperative and even avoidance of innovation. At the same time, too comfortable corporate culture will also lead to employees' enterprising attitude. Once this happens, new employees will soon be assimilated, and the development of the enterprise is likely to collapse. Therefore, some conflicts can help solve the problems existing in the development and management of enterprises, stimulate the desire of enterprises to change the status quo and break through the predicament, and acquiesce in conflicts by encouraging employees to put forward opinions and suggestions, just like the catfish effect, which can promote the growth and vitality of enterprises.

How does enterprise HR coordinate the relationship between boss and employee? But in reality, conflicts often occur between bosses and employees, which requires HR to coordinate, connect the preceding with the following and do a good job of communication. Once the coordination is not good, it will not only lose prestige among employees, but also lose trust and dissatisfaction in front of superiors. It will be difficult to get promoted in the future and even be "fired". Therefore, HR must have strong communication skills. I would like to express my personal views on the topic of this issue, and ask all directors to criticize and correct me. First, adhere to the principle of doing things, fair and upright. As an HR, we must adhere to principles when dealing with things, and we must not infringe on the fundamental interests of employees in order to kiss up to the boss, abide by the professional ethics and norms of managers, and be fair and just. Second, work hard, but be honest with yourself. When dealing with anything, HR tries to do it well, not to cover everything, so that most employees are satisfied and have no conscience. Third, use the art of communication to communicate with both sides. There are many conditions for HR, but the ability of language expression is particularly important. On the issue of communication between your boss and employees, you should fully communicate and negotiate with your boss and employees in a way of mutual respect and friendly consultation, avoid "imperative" conversations, and let the other party know that HR is well-intentioned. Even if things fail, everyone will know your heart. Fourth, coordinate the two sides and state the relationship. When HR coordinates the relationship between boss and employee, it must make clear the reasons and benefits, let the boss know the importance of things, let the employees know the difficulties and ideas of solving problems (such as wages and benefits), and let the two sides reach mutual understanding. Fifth, patiently do ideological education and establish correct concepts. HR should do a good job in ideological education of employees, guide employees to establish a correct outlook on life, values and responsibilities, and treat the interests of enterprises and individuals correctly. Six, open the necessary communication channels, so that the problems reflected by employees can be effectively solved.

How HR handles employee relations from the perspective of "butterfly effect";

Fold a horse and hurt a knight;

Wounded a knight and lost a battle;

Lost a war and lost an empire.

The butterfly effect was created by American meteorologist Edward? Lorenz proposed it in 1963. A butterfly flapping its wings occasionally in the tropical rain forest of Amazon basin in South America may trigger a tornado in Texas within two weeks. The reason is that the movement of butterfly wings leads to the change of the surrounding air system, producing weak airflow, which in turn will cause the corresponding change of the surrounding air or other systems, causing a chain reaction, which will eventually lead to great changes in other systems.

Butterfly effect is used in sociology to explain a bad micro-mechanism, which will bring great harm to society if it is not guided and adjusted in time, and is dubbed as "tornado" or "storm"; A good micro-mechanism, as long as it is guided correctly, will have a sensational effect after a period of efforts, or it will be called a "revolution."

In HR work, we often encounter "butterfly effect" moments, such as employee dissatisfaction, employee complaints, employee resignation and so on. This may lead to the butterfly effect, trigger a crisis and spread.

For example, on 20 10, Honda failed to deal with the strike demands of hundreds of Honda workers in Nanhai in time, which led to the suspension of production of Honda's joint venture vehicle enterprise in China.

But at the same time, make good use of the "butterfly effect", such as workflow, working methods, working attitude and so on. It can also produce positive effects, strengthen employee loyalty and execution, and create a good working atmosphere and corporate atmosphere.

The butterfly effect actually describes a chaotic phenomenon. It points out that in a dynamic system, small changes in initial conditions may bring long-term and huge chain reactions to the whole system. Understanding with the butterfly effect is to pay attention to the influence of small events, eliminate unfavorable factors and avoid their adverse effects on the future of enterprises; Strengthen favorable factors and make them play an important role in promoting the future development of enterprises.

The butterfly effect will not only affect individuals, but also enterprises. In modern enterprise management, a manager needs to pay special attention to the role of "butterfly effect". Someone in the company was complaining, so we had a one-on-one interview with the complaining employee and let him complain freely. All you have to do is listen carefully. As long as you can make him complain in front of you, your work is half finished, because you have won his trust. We should sincerely thank the employees for their questions. Tell employees that whatever you ask has attracted the attention of the company. Promise that these problems raised by employees will be dealt with as soon as possible, and in addition, be sure to give a timetable for the next feedback. By dealing with similar incidents, I understand that it is necessary to "ease" the negative emotions of employees, rather than "ban". After the exchange, the employees' thoughts become positive.

(2) Tell the complaining staff the final handling result of the problem. It is very important to provide an effective feedback to let employees know that their opinions have been valued and understood by their superiors and to calm their dissatisfaction.

How to establish a harmonious employee relationship Human capital fully reflects its core role in the era of knowledge economy, and the development of enterprises depends more on the active investment and innovation of employees. Building a harmonious employee relationship, attracting, retaining and motivating employees, and keeping employees in good working condition have become an important part of employee relationship management. Harmonious employee relationship can not only reduce the contradiction between employers and employees, improve the core competitiveness of enterprises, but also promote close cooperation and mutual trust between the two sides, so that enterprises and individuals can jointly achieve development goals. Looking back on the development track of employee relationship management, it is not difficult to see that the early employee relationship management was mainly located in the human resource management activities related to job changes in enterprises, which was embodied in the process of allocating human resources to employees. The related functions included labor relationship management, employee entry, transfer, promotion, demotion, dismissal, resignation, retirement and discipline management. With the change of enterprise external environment and the shift of enterprise management focus, enterprises pay more and more attention to meeting employees' achievements and self-improvement needs, and the content and focus of employee relationship management have changed accordingly. The goal of employee relationship management is to create an enterprise environment that can fully motivate employees to innovate, give full play to their potential and ability, help employees achieve personal growth, promote team efficiency and achieve enterprise goals through a series of planned activities. At present, most enterprises' understanding of employee relations is still limited to labor relations management and other related functions, and the duties of employee relations commissioners are also limited to handling labor disputes and preventing labor relations disputes. In fact, employee relations go beyond labor relations and labor relations. It is marked by humanized management, emphasizing the management with employees as the main body and starting point, paying attention to the satisfaction of employees' spiritual needs, and creating and maintaining harmonious employee relations is one of the important goals of employee relations management.

How to establish a harmonious and positive employee relationship (1) and strengthen the understanding of employee positive relationship management.

First of all, we should implement employee relationship management, because in the current environment, the external environment of the hospital has changed greatly, and the internal organization of the hospital is also changing with the deepening of medical reform. At the same time, the increase in employee demand makes employee relationship management an important part of hospital human resource management. Therefore, in order to better build a harmonious and positive employee relationship, we can strengthen employees' understanding of employee relationship management through publicity, discussion and the role of HR and trade unions in human resource management, so as to gradually make the employee relationship transition to a harmonious and positive employee relationship. At the same time, it should be clear that positive and harmonious employee relations are the most effective means for hospitals to attract and retain talents, meet employees' internal needs, give full play to employees' intelligence, meet employees' "self-realization" to a greater extent, and create and maintain a harmonious and positive employee relations environment.

(B) to strengthen wage management

Some studies have pointed out that "happiness at work depends on how much money you earn compared with others", which shows that the incentive effect of money cannot be underestimated or ignored. In employees' minds, salary is not only their own labor income, but also reflects their own value and the hospital's recognition of their work to a certain extent. Therefore, employees attach great importance to salary, and it also highlights the important position of salary management in active and harmonious employee relationship management. In order to better manage the salary, the author gave a simple answer to the salary questions raised by employees according to the interview results. First of all, equal pay for equal work is a basic requirement of the labor law, but it is not a legal requirement. In the Labor Law, equal pay for equal work is mainly based on the labor contract, and labor dispatch only carries out equal pay for equal work with workers under formal labor contract. At the same time, the actual salary of the same position or similar position in the same unit can be used as the reference standard to define equal pay for equal work. For employees in the same department and position, there is no uniform standard for the year-end bonus, because the year-end bonus is issued by the unit itself, and there is no clear provision for the award treatment in law. Violation of the wage secrecy system can be treated as violation of discipline, because it is of clear significance to adopt the wage secrecy system. As a kind of rules and regulations, violation of it will inevitably be dealt with accordingly. Therefore, in the process of building a harmonious and positive employee relationship, employees should be made to understand the purpose of the salary secrecy system and improve their understanding of the solution of the salary secrecy system. As for whether the calculation base of overtime pay can be agreed, it can be determined according to the relevant regulations, that is, the calculation base of overtime pay can be determined in principle according to the employee's own salary standard agreed in the labor contract, and the calculation base of overtime pay should be determined first according to the basic principle of "agreement takes precedence". Therefore, as far as salary management is concerned, it is first necessary to answer employees' doubts, let employees know their relevant laws, regulations and rules, and then improve employees' bad psychology and changes caused by salary problems. In addition, it is necessary to constantly improve its own incentive and restraint mechanism, such as constantly promoting the scientific and reasonable design of hospital salary structure and assessment mechanism. The design of salary structure can reduce the proportion of short-term rewards and promote the long-term development of individuals and departments. For the design of evaluation mechanism, we can consider the quality indicators such as medical quality, scientific research and social benefits, stimulate the competition between employees and departments, and give full play to the potential of employees, which is also the basis for building a harmonious and positive employee relationship.

(3) Strengthen holiday management

All kinds of holidays are the concern and care of employees by the state and enterprises, without affecting production and work. However, in the actual management, it is found that some employees have conflicts with the management department on holidays due to personal problems or other reasons, which has affected the work of the hospital to some extent. In order to avoid these problems, standardize employees' holiday management, arrange employees' holidays reasonably, and meet employees' demands and demands for holidays, we must strengthen holiday management and carry out a series of educational activities to make up for employees' lack of knowledge in this field. As far as annual leave is concerned, it is the right given to workers by the state, and whether to give economic compensation for annual leave depends on the situation of annual leave, that is, employees can give up annual leave without giving economic compensation. As for the salary during the marriage leave, it is paid to employees according to the relevant laws and regulations and the standards agreed in the labor contract. As for the performance pay during the marriage leave, it is generally not paid, because the performance pay itself is linked to the workload, and the state regulations have not clearly pointed out that the performance pay should be paid during the marriage leave. For sick leave, it must be strictly examined first, because employees who take sick leave can get better treatment, so when employees forge fake notes or buy fake notes to ask for sick leave and pass, it will bring great negative impact, affect employee relationship management, reduce management efficiency and bring great obstacles to future management. Therefore, once employees who forge fake leave notes or buy leave notes for sick leave are found, they must be dealt with strictly, and at the same time, corresponding rules and regulations should be formulated and improved according to law. Employees who fail to go through the formalities of leave according to regulations should be urged to go through the formalities of sick leave in time. Those who fail to go through the formalities according to regulations without justifiable reasons can be treated as absenteeism.

(D) Strengthen resignation management

With the change of environment and the renewal of ideas, employee turnover has become a common problem in enterprises, and how to do a good job in turnover management is also an important work that human resources departments urgently need to carry out. And through resignation management, we know some problems existing in the enterprise itself. Through the discussion of these problems, we can further provide some measures for building a harmonious and positive employee relationship, and at the same time standardize the behavior of resigned employees. For example, employees who resign in violation of discipline can be dealt with according to their specific circumstances, because the Labor Law stipulates that if an enterprise terminates a labor contract in violation of discipline, it shall pay employees twice the economic compensation. If the employer violates the discipline to terminate the labor contract, it may greatly increase its own legal consequences and economic loss risk. Therefore, employees who violate discipline will not cause excessive losses to the hospital, and other employees will not fluctuate, so they can appropriately reserve the right to pursue their related responsibilities. For the employee who fails to fulfill the obligation of informing and leaves without saying goodbye, the employer may terminate the labor contract according to the second paragraph of Article 39 of the Labor Law [5], and recover the corresponding losses from the employee according to the specific circumstances in violation of Article 4 of the Compensation Measures stipulated in the Labor Contract.

(v) Strengthening dispute settlement and risk control.

To build a harmonious and positive labor relationship, we should conscientiously implement and study the Labor Contract Law. Human resource management will enter a new era, which is the era of legal system. Our human resource managers must study the law seriously and use legal weapons to regulate our human resource management. According to the past and present cases of labor disputes in hospitals or other hospitals, human resources departments can deeply analyze the background and causes of labor disputes, sum up past experiences and lessons, draw inferences from others, analyze and evaluate all aspects of their own labor practices, audit human resources management practices through self-labor audit, and strengthen the handling of disputes while maintaining daily human resources management policies and practices. At the same time, we can also provide solutions and measures for controversial issues through meetings, emails, internal publications and "one-on-one" communication talks, so as to further improve employees' understanding of many controversial topics involved in employee relationship management and implement employees' study and understanding of labor contract law. Thereby reducing the management risk.

For the case that the signature on the labor contract is not your own, you are required to pay double wages. It is illegal for the unit to sign a written contract within one month from the date of employment, and according to Article 82 of the Labor Contract Law, the employee has the right to ask the unit to pay double wages from the second month. According to Article 37 of the Labor Contract Law, if the employee's resignation does not cause losses to the hospital, the hospital may claim compensation by presenting evidence. However, if it is more than one month but less than one year since the date of employment, and the employer has sufficient evidence to prove that the reason for its failure to sign a written labor contract with the employee is entirely due to the employee, and the employer is not at fault, it may refer to Article 2 1 of the Guiding Opinions on Several Issues concerning Labor Contracts, and the employer does not need to pay twice its salary. At the same time, the employer can propose to terminate the labor relationship, but it must pay economic compensation.

To sum up, the construction of positive and harmonious employee relations mainly needs to start from the above five aspects, strengthen the education of employees' harmonious and positive employee relations management, promote the construction of harmonious and positive employee relations, and then improve the efficiency and quality of hospital daily work and promote the healthy and harmonious development of the hospital.

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