How to retain people in your team

What should we pay attention to when building a team? What should be done to recruit, employ, educate and retain teams in team management?

In fact, this problem is a bit big. After all, any one of us joining a company is aiming at the company's system, income and future. Among them, the enterprise's system is the foundation. Whether the company has a healthy financial system, a sound business system, and a strong training system form the basis for the company's stable growth.

Many of these issues are closely related to our corporate culture and assessment mechanism, which is somewhat one-sided in terms of individual or small team building.

But as a member of the company and a promoter of small team building, we care about the company's growth, team atmosphere and performance achievement. So I prefer to focus on our team building from the perspective of a grassroots manager or marketing team.

Team building is divided into the initial stage, the development stage, and the mature stage. The teams are in different stages, with different problems and disintegration ideas. Today we will only focus on how to better integrate new people and better To retain people, not much else will be discussed here.

Text/Lao Zhongshuo

Personal knowledge

The first thing is to recruit people;

General companies will have special personnel departments Responsible, I have two suggestions for recruitment:

1) Willingness to do things is the first element, thinking ability is the second element, and professional knowledge and skills are ranked behind.

2) Girls who are too pretty don’t want it, as long as they can get by; girls who think they are too capable don’t want it, they won’t stay long.

Second is retaining people;

Some friends feel strange that according to the four elements of team building regarding personnel, recruitment, training and retention are not the second most important factors.

In fact, friends with a little practical experience know that we have an inspection period for newcomers, which is called a "trial period." For each of us who newly joins the team, we must let the company recognize us, and we must also recognize the company. Therefore, from the perspective of a team manager, it is your responsibility to help employees survive the safety period and demonstrate abilities that are recognized by the company.

At this point, I think there are three experiences worth sharing;

1) Care; the first thing new people need to break when joining the team is the psychological barrier. If the team has a good "care" "Atmosphere can effectively shorten this time; I have another experience here, that is, a special assessment mechanism is required for newcomers. To put it bluntly, it means to keep an eye on him, assess him, and offend him, just to make him grow quickly.

2) Trust; the prerequisite for any transaction is trust, and the same applies to the recruitment and retention of employees as a transaction; therefore, we must boldly trust new employees, and let them feel the trust of the team.

3) Service; I still regard the process of team building as a process of closing a deal and self-dealing. Employees are our big customers. If we cannot serve our employees well, we will not be able to serve our customers well. Therefore, we must love them from the bottom of our hearts and not only provide them with value-added services, but also provide care and value-added services to their families if conditions permit.

Text/Lao Zhongshuo

Real case sharing:

Here I will give an example of a company I once worked for to see how they How to implement several key points in building a team.

1) After a new employee is added to the team, the departments should be gathered together to introduce themselves to the new employee as soon as possible, in order to show the importance of the new employee. When the new employee introduces himself, each person in the team introduces himself to the new employee. After everyone introduces themselves, the manager will remind and recognize the employee’s greatest strengths in front of the new employee. This can not only stimulate new employees but also motivate old employees.

2) After the introduction of the new employee, immediately arrange a master and package the master so that the new employee can find a sense of belonging in the team.

3) The first thing a new employee does when they come in is the initial training of each department within the team, and the leader’s introduction to the company’s culture, so that employees can understand what our vision is? What is the goal? What are values? What is our company's current size and market performance? What are our products? What are our strengths? What are the company systems? What is the business system like? What details should be paid attention to when various departments cooperate?

This training is a process for employees to fully understand our company and their own positioning. No matter how familiar the employee is with us in the past, we must set up the training process reasonably and there must be A sense of ritual.

4) On the first day after a new member joins the team, the team manager will have a one-on-one working meal, which is the first communication between the leader and his subordinates. It allows the leader to know more about the employee's personal information, and it also allows employees to break through their inner barriers, quickly recognize the leader and the team, and shorten the integration period.

The second is the department head. The employee’s mentor needs to send a welcome text message to the employee at a specific time point, allowing them to join the internal communication group so that they can feel further care. How effective this is, I think whoever uses it knows.

5) Do you think this is the end? Far from it, this is just the beginning. For newcomers, there will be one-on-one training with the master every day, as well as daily key communication and summary.

There are also fixed time limits for supervisors and leaders, such as three days for the first time, and then one-on-one formal communication once a week to understand the integration of employees. Here we also require the supervisors of small teams to provide customized information and care every day after get off work. There are also regular phone calls after get off work. It can be work, but it is best not to be at work. The advantage of this is that it allows the employee's family to understand the team's care and recognition of the employee as an individual.

Groups or small teams will be given a fixed monthly team-building fee to support team-building activities within the team, which can be dinner parties, outings, or family gatherings. The form is not limited.

Text/Lao Zhong Shuo Shuo

6) Keep the trick; I later learned this trick from a leader, and gave it to employees when they became regular employees, during the Chinese New Year or on their birthdays A special gift, and it is best to give it to the employee's family.

This gift includes a handwritten letter + personal value-added report; the handwritten letter is a blessing to the employees and their families, an affirmation of the employees' personal contributions, and the content is mainly emotional output. The value-added report is the performance of employees participating in various activities after entering the company, mainly photo editing.

In short, throughout the new employee assessment period, the team focuses on work willingness > thinking > knowledge and skills. We adhere to the attitude of giving first and sincerely care about their growth. We keep an eye on them during the process, help them, assess them, and even offend them.