How to achieve a win-win situation between enterprises and employees

How to achieve a win-win situation between enterprises and employees? First, establish effective information channels.

Timely and accurate information is the basis of enterprise decision-making and the fundamental basis for making accurate judgments on the present situation and future development trend of employee relations. To this end, enterprises must establish effective information channels, which are manifested in two aspects:

First, improve the human resource information system, establish an effective system to monitor all business areas of human resource management, and pay equal attention to process indicators and result indicators to ensure accuracy and timeliness;

The second is informal channels, which conduct irregular interviews and communication with employees, extract certain representative "gossip" and pay attention to the ideological trends of employees, especially the leaders of informal organizations within enterprises;

Third, in order to effectively establish a rapid response mechanism for employee relationship management, smooth information channels, and better serve the company's development and employee needs, an employee service hotline has been set up throughout the company to handle all aspects of employee needs, consultations and complaints.

Second, employees participate in management.

First of all, through the workers' congress and the establishment of workers' suggestion boxes, certain organizational guarantees are established to ensure the expression of workers' opinions from the perspective of corporate governance and final decision-making;

Secondly, engage in pre-consultation, in-process management discussion and post-decision voting to ensure employees' understanding of management measures and decision-making participation, truly investigate and understand employees' needs, and optimize processes and systems related to employees' personal interests.

On the one hand, the process of employee participation in management is the process of employee representatives expressing their opinions, and at the same time, it is also the process of employees understanding and accepting management plans. Participation is not the final decision of employees, nor is it the blind resistance of employees, but the process of "we" taking into account the interests of all parties.

Third, optimize the human resource management mechanism.

Human resource management mechanism includes recruitment system, training system, salary incentive system, performance management system and career planning system, which is the embodiment of an enterprise's human resource management concept.

First of all, we have established a clear and powerful enterprise talent concept of "Gold always shines", attached importance to talents, and provided a broad development space and platform for employee development;

Secondly, the individual interests of employees are unified into the overall interests of enterprises, and the initiative of employees is stimulated by setting up suggestion awards, development and innovation awards, and evaluation of outstanding employees. In particular, the formulation of equity incentive mechanism embodies the collection of shareholders, customers, society, management and ordinary employees.

Fourth, carefully handle the employee relationship management under the financial crisis.

When the financial crisis comes, many enterprises will lay off employees or lay off employees in disguise as a response. However, when the enterprise develops well, it advocates helping each other in the same boat. Once encountering storms, it will push employees from the boat into the water. Such layoffs will only let employees thoroughly see the ruthlessness of the enterprise. This is a typical employee relationship management when layoffs fail. Layoffs are not necessarily impossible, but they must be used with caution, because they do great harm to corporate culture. In our enterprise, it is emphasized that an organization is a home, everyone is a brother and sister, and no one can be left behind. The positive slogan of "no layoffs, no salary cuts and no production cuts" put forward by enterprise decision makers has stabilized employees and warmed people's hearts. At that time, personnel redundancy was combined with enterprise development, a human resource planning system consistent with enterprise development strategy was established, and the post and staffing system was improved.

Fifth, establish an employee assistance plan.

When employees need help most, enterprises will lend a helping hand, which will make all employees feel warm.

First, an aid fund has been established, which not only comes from the profits of the enterprise, but also needs donations from each employee, reflecting the care among employees;

The second is to clarify the organizational guarantee of the assistance plan, which is part of the responsibility of enterprises and trade unions;

The third is to clarify the standard of assistance, what matters, and who is eligible for what level of assistance;

The fourth is to ensure the openness and transparency of the implementation process of the aid plan, let more employees know about the care of the enterprise for employees, ensure the fairness and rationality of the implementation process of the aid plan, and really play a role in rallying and motivating employees.

Sixth, from the long-term development, strengthen the construction of corporate culture.

Guide employees, coordinate employees, motivate employees, restrain employees and unite employees with culture. Building a corporate culture with its own characteristics, adapting to the future development of the enterprise, guiding the organizational construction, business process construction and management institutionalization of the enterprise, and promoting the management promotion is a process of standardizing the enterprise behavior and professionalizing the employee behavior.

How to achieve a win-win situation for enterprises and employees? For enterprises, performance management is carried out every year, but the problems of enterprises remain the same, and the efficiency of personnel has not been fundamentally changed. For managers of various departments, performance management is a job that they have to deal with, and it is a headache "offending people" tool. Michael G. Winston, once the chief leading strategist of Lockheed Martin, McDonnell Douglas, Motorola and Merrill Lynch, now works for the National Finance Corporation, and recently he is writing a new book, World-class Performance. In the book, he wrote: If you witness and personally experience the ups and downs-the rise of great organizations and the decline of failed companies, you will certainly learn from them, not only in your mind, but also in your heart. As a witness of these rising and failed companies, he is more concerned with performance and performance management, as well as the competitiveness and sustainable development brought about by it. Yes, performance management is so important that almost all large and small enterprises are planning and implementing this work, but what is the actual effect? For enterprises, performance management is carried out every year, but the problems of enterprises remain the same, and the efficiency of personnel has not fundamentally changed; For managers of various departments, performance management is a job they have to deal with and a headache tool for "offending people"; For employees, almost everyone thinks that performance management is used to deduct bonuses, so that everyone is angry! Therefore, in many enterprises, performance management has become tasteless and cannot be abandoned, which is unfavorable to all parties in the enterprise. How to change this embarrassing situation and make performance management achieve a win-win situation between enterprises and employees? Think of a teaching case cited by Ken blanchard, a famous management scientist, when talking about performance management. He said that during his ten years of teaching in the university, he sometimes disagreed with other teachers because he always told the students the topic of the final exam on the first day of class. When his colleagues asked him why he did this, he said: He planned to spend a semester teaching them the answers to the questions, so that when the final term came, everyone would get an "A". This teaching case undoubtedly points out the correct path of performance management for us: all performance appraisal work is to let employees get the best result, that is, to get an "A". Only by adhering to this point can we finally achieve a win-win situation for enterprises and employees. From this point of view, the design and implementation of performance management should be like this: First, we should establish a correct concept of performance management: the focus of performance management is not how many points departments and employees get, which is an important measure, but not an end. The purpose is to promote the performance of duties, achieve goals and improve the quality of employees. Around this goal, the performance management process should do a good job in three aspects: first, clarify the responsibilities, and first of all, clarify what the responsibilities of each position are, which is both the basis and premise of performance management. On this basis, managers and employees should set phased work goals and be highly informed, that is, employees know the requirements and expectations of managers for their work, and managers know their views on work and goals. Only by reaching a high level of knowledge can everyone know why and how to work hard in an orderly way, and can they promote the final performance of their duties and the achievement of their goals. Second, tracking process management is an art of completing work through others. Setting goals is equivalent to managers conveying instructions to employees, but this is only the beginning. More work is how to achieve these goals through the cooperation between managers and employees. In the process of work, managers should provide resources and intellectual support, so that employees can acquire the knowledge, experience and skills needed to complete their work, remove obstacles for employees in time, nip problems in the bud, encourage employees to make continuous progress, and make the pre-set goals come true as scheduled with the cooperation of both parties. Third, do a good job in performance analysis and evaluation. Performance management is not a simple assessment, but to better sum up experience, find problems, analyze problems and solve problems, thus promoting the improvement of employees' ability and performance. Therefore, when evaluating employee performance, managers must do a good job in performance analysis: why do they do it well? Why not do it well? After that, what else can be carried forward? Doing something wrong, how to improve it? And communicate with employees face to face. In doing so, on the one hand, employees firmly believe that performance management is to help everyone succeed, on the other hand, it also promotes the improvement of employees' quality, thus promoting organizational progress. Performance management is so important to the development of the organization, but only by establishing a correct concept of performance management and doing all the work that should be done well in the process of performance management can performance management help the organization and employees achieve success and achieve a win-win situation.

How to make employees and enterprises achieve a win-win situation? "Win-win" comes from the Chinese translation of English: "Win-win". Marketing believes that win-win is in pairs. For customers and enterprises, customers win the enterprise first and then win. For employees and enterprises, employees win the enterprise first and then win. Win-win emphasizes the interests of both sides, that is, the so-called "winners don't win all, losers don't lose all." This is a common theory in marketing. For most people, the so-called win-win situation means that everyone is good, at least not getting worse. "Win-win" mode is the product of the combination of "harmony" thought in China traditional culture and western market competition idea. In modern enterprise management, some people emphasize that "harmony is above everything else", while others advocate that "competition can survive". Practice has proved that the unity of harmony and competition is the highest realm of enterprise management. Market economy is a competitive economy, a cooperative economy and a large-scale production of socialized professional cooperation. Therefore, under the condition of market economy, competition and cooperation are inseparable.

First of all, managers must learn to share information with employees.

Many business managers are good at giving orders, but they don't know how to share information with employees. It is not difficult to find that the order given by the enterprise manager is a kind of information, but the manager is unwilling to disclose it. Managers believe that information disclosure may reduce their authority, or let employees know something they shouldn't know, which will be bad for them. However, for a long time, employees working in the state of closed information will have distrust of enterprises, which will lead to the deviation of values. Smart enterprise managers are good at transmitting all kinds of information to employees, communicating with employees and understanding more practical problems. In the process of communication, through mutual trust and support, it is easier for employees to have a strong sense of responsibility and make their values tend to be consistent.

Secondly, we should be responsible for each other.

Responsibility * * * bear, that is, when there are problems in the enterprise, don't put all the responsibility on the employees, and the managers will analyze the reasons and solve them together with the employees.

It is necessary for enterprise managers to calculate the losses caused by ignoring the survival value of employees or losing employees. It is important to introduce and use talents, but only through a series of measures to encourage employees to keep consistent with the value trend of enterprises can enterprises develop rapidly.

Finally, the formula needs to be motivated.

Your manager's goal must make it clear to employees that this is achievable. Don't impose your goals on employees. Only when employees recognize that the goal is everyone's goal can it be implemented well. Enterprises must attach importance to middle-level cadres, and middle-level enterprises can last for a long time.

In order to make good use of talents, enterprises must have a good new reward mechanism. For those key employees, they should be given more benefits and dividends, so that the company's business is their own business, and they will work hard, so that the company and employees can win-win.

How to achieve a win-win situation between enterprises and employees? 1. It can sell some shares of the company to employees.

2. Adopt the performance guarantee system to improve employees' risk awareness and increase employees' income.

3. Give employees more independent space and more ways of income through project cooperation.

4. Establish a subsidiary company together with employees, or entrust the branch company to employees.

How to achieve a win-win situation is in pairs. For customers and enterprises, customers win the enterprise first and then win. For employees and enterprises, employees win the enterprise first and then win. Win-win emphasizes the interests of both sides, that is, the so-called "winners don't win all, losers don't lose all." This is a common theory in marketing. For most people, the so-called win-win situation means that everyone is good, at least not getting worse. "Win-win" mode is the product of the combination of "harmony" thought in China traditional culture and western market competition idea. In modern enterprise management, some people emphasize that "harmony is above everything else", while others advocate that "competition can survive". Practice has proved that the unity of harmony and competition (that is, cooperation) is the highest realm of enterprise management. For example, if two factories produce the same thing, they will sell it at a very low price if they compete with each other to lower the price and have vicious competition. But it will be much better to form an alliance, unify prices and let consumers buy according to quality.

How to solve the problem that enterprises and employees change from "lose-lose" to "win-win": recruitment-loss-recruitment

Employee: Job Search-Resignation-Job Search

This is a "lose-lose" situation. How to turn the "lose-lose" situation into "win-win" and realize the efficient allocation of human resources?

Using career planning to achieve a win-win situation for enterprises and employees can fundamentally solve the situation that enterprises and employees change from "lose-lose" to "win-win".

Specific practices:

1, according to the company's strategic development goals, combined with the company's operating conditions, actively carry out human resources planning for its own human resources needs, so as to achieve the unity of strategy, operation and human resources;

2. Enterprises must clarify the responsibilities, tasks and competencies of the required positions, provide a basis for the selection of talents, make a recruitment plan and talent reserve in advance, and don't wait until there is a shortage of people to recruit people;

3. Recruit people temporarily when there is a shortage of people. This expedient measure is only a temporary emergency, and it is often difficult to find talents suitable for the company's development, which will inevitably lead to a high employee turnover rate. Only by actively planning the recruitment demand and introducing advanced recruitment techniques, such as career evaluation and note analysis, can we find the employees who are suitable for this position, and make short-term, medium-term and long-term career plans for them, providing employees with career development space and clarifying the enterprise.

How to achieve * * * win-win development between employee training and enterprises 1? Enterprises want employees to do a good job in training, but employees often disdain this neglect, so enterprises are very painful.

2. If you want to do the things mentioned in the question well, you must instill the concept of discipline and promotion in your daily training.

3. After a certain number of hours of training, you can become a full member; When you reach a certain number of hours, you can be promoted.

You must listen carefully to what others say, because if you want to be a middle and senior manager, you must become an internal trainer and learn to give lectures. So what do you say if you don't listen or copy?

5, lectures, of course, to give some rewards, grades, and the corresponding class fees; Of course, the same is true in class. After class, we will take exams and reward the good ones and the bad ones.