Running-in period of employees

Running-in period is a step-by-step running-in process between employees and new enterprises. The division is based on whether employees are willing to continue working in the new enterprise, whether they have formed basic work skills and whether they accept corporate culture. The sign of the end of this period is that employees will continue to work in the enterprise for a long time.

When new employees find that the workload is beyond their ability or they are at odds with the boss and get along badly with the enterprise, they will immediately have the intention to leave. Enterprises train new employees and invest a lot of manpower and material resources, but employees may still not buy it and wave their hands without taking away a cloud. In addition, according to the survey of China Human Resources Research Network, 50~60% of employees are most likely to quit their jobs in the first seven months of work, that is, leave the enterprise during the running-in period. Therefore, it is of great practical significance to explore the human resource management strategy in the running-in period for enterprises to retain talents and reduce labor costs.

Characteristics of employees in running-in period

Employees in the running-in period may have a lot of inadaptability because they have just entered a new enterprise. They need to adjust their behavior and thinking mode, gradually adapt to the corporate culture, be accepted by other employees and become a member of the enterprise. This is a continuous running-in process. What are the characteristics of employees in this process?

First, lack of autonomy.

Employees in the running-in period are new to the enterprise, unfamiliar with the environment of the enterprise, unfamiliar with interpersonal relationships, and still do not understand the system and norms of the enterprise. Therefore, we are often cautious in our work and need to rely on the guidance of our superiors and colleagues. According to the survey, 70% of employees have insufficient autonomy in their work during the running-in period.

Second, I feel lonely.

Employees who have just entered the enterprise hope to adapt to the work as soon as possible and learn the knowledge and skills needed for the work. But sometimes employees feel that even if they can do all the work, they still feel that they can't integrate into the work team and feel lonely from time to time in the crowd. Therefore, employees who are in the running-in period often consciously try to search all kinds of enterprise information, understand the internal culture of the enterprise, and try to establish cooperative relations with colleagues. According to a survey conducted by China Human Resources Research Network, nearly 60% of employees in the running-in period feel lonely from time to time.

Third, there is a lack of recognition.

Employees in the running-in period don't know much about the development history and concept of the enterprise, and their personal behavior is often inconsistent with the concept of the enterprise, which will inevitably lead to various conflicts in their work. The emergence of corporate identity often needs to be based on understanding the history and concept of enterprise development, which makes it difficult for employees to have corporate identity. On the other hand, employees have just entered the enterprise, their skills and abilities have not been fully developed, and the old employees have not really met the new employees. Therefore, employees in the running-in period urgently need the cooperation and recognition of colleagues.

Fourth, lack of skills training.

According to the survey on enterprise training conducted by Xiecheng Business Consulting Company, among the 100 enterprises in China10 industries, 30% do not provide any employee training at all, and 17% only provide the simplest induction training for employees. In the employee satisfaction survey, the employee's dissatisfaction with the induction training is as high as 6 1%. Another statistic shows that nearly 80% of enterprises in China do not provide effective training for new employees. Employees in the running-in period need to master a lot of enterprise information and learn new professional skills. Without skills training, employees naturally need a long time to adapt to new jobs. In this process, new employees often have greater pressure, which leads to the intention to leave.

Fifth, lack of security.

Due to economic globalization and increasingly fierce business competition, stable work has gradually become a thing of the past, but this does not mean that employees do not need a sense of job security. On the contrary, it is precisely because of the instability brought by this competition that employees have a stronger demand for job security. Job security means that employees have a stable feeling of not being afraid at work. Employees in the running-in period don't know enough about the enterprise, their abilities are not recognized by the enterprise, and they lack enough confidence in the future of the enterprise. Therefore, employees in this period lack a sense of security at work.

Management strategy of employees in running-in period

Running-in period is the key period for employees to continue to work in enterprises, and it is also the key to the success or failure of enterprise recruitment. Therefore, enterprises should adopt effective human resource management strategies for employees in the running-in period, so that they can successfully pass the running-in period and become useful talents in enterprises. So, how to manage the employees in the running-in period?

Comprehensive and meticulous pre-job training

Employees who have just entered the enterprise are often unfamiliar with the rules and regulations of the enterprise, causing some unnecessary troubles and mistakes, thus affecting the employees' autonomy in work. Therefore, enterprises should conduct comprehensive and meticulous pre-job training before employees take up their posts, which mainly includes the study, guidance and interpretation of rules and regulations, the clarification of post responsibilities and the publicity of corporate culture.

When conducting pre-job training for employees, it is necessary to clarify their job responsibilities and necessary skills. The supervisor must let employees know their job responsibilities, the standard of becoming an excellent employee, and the skills and knowledge they must have to meet this standard, so that he can understand what the enterprise expects of him and what contribution he can make to the enterprise. Only in this way can employees have clear goals and standards in their new posts and develop in the right direction.

Help build a harmonious working relationship.

Employees in the running-in period often feel strange and helpless to the new environment. If you introduce them to colleagues, this strangeness will soon disappear. Treating new employees with a sincere and helpful attitude can help them overcome their initial maladjustment and difficulties, help them establish a harmonious working relationship, and make them integrate into the new team as soon as possible and pass the running-in period smoothly.

Enterprises can also hold various activities regularly, such as basketball matches, volleyball matches, table tennis matches, etc. No matter the size of the enterprise, it can hold competitions after work or with its own customers, which can not only enhance communication and cooperation between employees, but also enhance the relationship with customers. In addition, the outings and dinners organized by enterprises can not only enhance communication, motivate employees' morale and improve employees' satisfaction, but also cultivate employees' team spirit and shape team culture. Usually, leisure activities can further integrate new employees into the team.

Realize? Mentor? system

Mentor? This system means that an old employee takes a new employee for on-the-job guidance, which is OJT (on-the-job training). On the one hand, it can make new employees familiar with job responsibilities and skills requirements as soon as possible, on the other hand, it is also a kind of work incentive for old employees. Because from a psychological point of view, everyone has the desire and requirement to help others, so that they are old.

Is the employee a new employee? Mentor? , reflecting the enterprise's attention and respect for the old employees, so that the old employees have a sense of honor and satisfaction psychologically.

Mentor? The system should reflect the cultivation of talents by enterprises and be closely linked with the performance appraisal of instructors, especially supervisors? Mentor? Therefore, it is necessary to take talent training as one of the important items of the supervisor's assessment, so as to increase the responsibility of middle-level cadres in this respect, and enable them to actively guide their subordinates in their daily management work and cultivate their abilities. For example, Procter & Gamble Company, through the continuous guidance of the supervisor and the operation mode similar to the tutorial system, transfers the skills and experience of the supervisor to the subordinates, and constantly gives guidance and support from the side. This is one of the keys for P&G to continue to inherit its strong cultural and business knowledge.

Help employees plan their careers.

Career planning refers to the personal development goals and paths jointly formulated by organizations and employees based on the needs of both employees and enterprises. Employees in the running-in period have not fully accepted the ideas and values of the enterprise, and their own abilities have not been recognized by the enterprise. Their future in the enterprise is still uncertain and insecure. At this time, if the enterprise proposes to work out a career plan with individual employees in line with their interests and abilities, they will feel the importance and recognition of the enterprise, so as to recognize the enterprise more quickly. In addition, helping employees to plan their careers can effectively curb the deviation between enterprises and individual employees in goal integration and avoid the loss of employees' initiative and enthusiasm. Developed by the human resources department of Microsoft Corporation? Career ladder? Document, which lists in detail the abilities and experiences required for different positions. Was it implemented by Toyota in Japan? Career lies in people? Our business philosophy has formed a unique? Toyota style? Professional management mode. In this way, employees can grow better in the enterprise, and the enterprise also reduces the employee turnover rate.

Strengthen psychological training

A survey by the International Labour Organization shows that in Britain, the United States, Germany, Finland and Poland, one in every 10 office workers suffers from depression, anxiety or physical exhaustion. In China enterprises, some employees will also have psychological symptoms such as anxiety, powerlessness and strangeness. However, employees in the running-in period are more prone to psychological problems because they have to collect a lot of information and master more knowledge and skills. In view of this psychological feature, it is necessary to strengthen the psychological training for employees in the running-in period and remove their psychological obstacles.

First of all, we should publicize professional mental health. Use posters, self-help cards, health knowledge lectures and other forms to establish a correct understanding of mental health for new employees, and encourage new employees to actively seek help when they encounter psychological problems, rather than passively closing themselves. Secondly, it is necessary to reduce the invasion of external pressure sources on new employees and improve the working environment. Thirdly, it is necessary to train new employees and managers. Through a series of training, such as stress management, frustration coping, mentality adjustment, coaching skills, etc. It will not only help new employees to understand the knowledge of occupational mental health, master the basic methods to improve their psychological quality and enhance their resistance to psychological problems, but also help managers to master the skills of employee psychological management, so that employees can quickly find appropriate solutions when psychological problems arise. Finally, organize various forms of psychological counseling for new employees. We should break through the traditional way of subtle treatment, and use hotline consultation, online consultation, personal face-to-face consultation and other rich forms to solve the psychological troubles and troubles of new employees, so that new employees can maintain a good psychological state and pass the running-in period smoothly.