What does Guanlan Foxconn personnel review mean?

On July 9, 2009, Foxconn employee Sun Danyong got the iPhone from the production line, counted the quantity and temporarily stored it.

On July, 2009 10, the person who picked up the plane came, and Sun Danyong opened the carton and asked them to confirm the quantity. Sun was away on business and came back to find a machine missing. Sun suspected that the machine had been lost on the production line, but he couldn't find it.

On July 13, 2009, Sun Danyong found nothing and reported to the supervisor.

From June 5438 to May 2009, the department reported to the environmental safety class after the search failed. On July 15, three Foxconn employees searched Sun Danyong's rented house.

On the morning of July/KOOC-0/6, 2009/KOOC-0/44, a 25-year-old famous college student who just graduated for one year jumped from the building of his unit/KOOC-0/2 and died on the spot.

After the incident, Foxconn issued a five-point statement on the incident, including expressing regret, doing a good job in the aftermath, giving spiritual help to employees, investigating the incident, and reviewing internal management deficiencies. In recent years, tragedies like "Sun Danyong" have occurred from time to time, and the lives of young people have come to an end because of work pressure and misunderstanding of colleagues. Life is precious, but after these events, what we should deeply reflect on is, where is the "soft rib" of employee management? How can we better manage employees and arouse their enthusiasm? It is not enough to rely on a perfect human resource management system. What enterprises need more is to pay attention to the "emotional intelligence" development of employees. So, what is EQ?

Emotional quotient (EQ), also known as emotional intelligence, mainly refers to people's qualities in emotion, emotion, will and frustration tolerance. In the past, it was thought that whether a person can succeed in life or not, the intelligence level is the first important, that is, the higher the IQ, the greater the possibility of success. But now psychologists generally believe that the level of emotional intelligence also has a great influence on a person's success, and sometimes its role even exceeds the level of intelligence. American psychologists believe that emotional intelligence includes the following aspects: first, understand your emotions. Because only by knowing yourself can you become the master of your life. The second is to properly manage your emotions. That is, you can regulate yourself; Third, self-motivation can help people get out of the low tide of life and start over. The fourth is to recognize the emotions of others. This is the basis for normal communication and smooth communication with others; The fifth is the management of interpersonal relationships. Namely, leadership and management ability. Therefore, developing employees' EQ is an important part of enterprise management.

First, the recruitment process of emotional intelligence audit

The most important thing in employee management is to get a good "entry pass". HR often has strict "hard conditions" when recruiting, and has strict regulations on academic certificates and certificates of various grades. If one does not meet the requirements, you will miss the interview. But when interviewing, I often feel at a loss about what to interview and how to interview. In the end, only the talents with the best academic performance can be selected from the academic qualifications and academic performance. In fact, when selecting talents, academic performance can only be used as one of the reference conditions, and another important aspect of investigation is the emotional intelligence of employees-potential quality. The following key points should be grasped when investigating the potential quality of employees:

Clear job requirements: specifically, clear job requirements are to determine what qualities are needed to do this job well. Sharp insight? Excellent interpersonal communication and coordination skills? Or the ability to pay attention to and improve details? Further, we should also consider the question of "degree": to what extent are these qualities qualified for this position? Is the higher the better, or is it medium? The answers to these questions can be obtained from the company's job requirements, job descriptions, competency models and other channels, as well as from outstanding employees or superiors who have a full understanding of the position.

Analysis and evaluation results: After the clear job requirements are established, candidates can complete the corresponding evaluation, and then compare the evaluation score with the best interval of job requirements to evaluate the job matching degree. This ability to make an accurate assessment of people according to the assessment takes some time to accumulate. Communicate and understand more deeply with the candidates in the interview, or with the admitted people, and their scores in the evaluation will be given more vivid and specific significance.

Combination of multiple evaluation methods: in the investigation and evaluation of candidates, the evaluation or interview results are only part of the decision-making information, and the decision-making needs to be combined with personal resume, interview and evaluation information. Evaluation provides valuable clues on how to get to know the candidates in depth during the interview. Many times, there are no perfect candidates, or several excellent candidates are indistinguishable. For their weak performance in the evaluation, we can make further investigation in the interview.

Second, effective guidance for on-the-job employees

For on-the-job employees, "emotional intelligence management" or "psychological management" has three main purposes: first, let employees learn how to deal with psychological problems effectively; The second is to eliminate the organizational factors that lead to psychological problems of employees; The third is to solve or alleviate the psychological problems of employees through organizational intervention. Measures mainly include the following contents:

Strengthen employee communication: supervisors at all levels should actively communicate with subordinates, listen to employees' descriptions of their own abilities, needs and values, fully understand the difficulties encountered by subordinates in life, and give them as much comfort and help as possible; Promote parallel communication among employees, strengthen communication through team learning, dialogue and other forms, help employees learn to improve interpersonal relationships, comprehensively, objectively and fairly understand and evaluate others, enhance understanding and cooperation among employees, reduce contradictions and conflicts, and prevent fragmentation and wrangling; Establish communication systems and channels between employees and managers, employees and human resources departments, especially make full use of online communication.

Expand the degree of autonomy of employees in the work process, including the degree of autonomy of working hours, the degree of autonomy of working operations and the degree of autonomy of the workplace, reduce the boring degree of work and increase the creativity of work. For example, the production of mechanical conveyor belts is changed, so that employees can assemble a complete product in the same place instead of being fixed in one place for simple and repetitive work, so that employees are no longer screws on a big machine, so that employees can choose their own operation sequence and flow, and feed back their experiences and understandings to R&D and management departments.

Expand employees' participation in enterprise management, including participation in enterprise decision-making and enterprise system formulation, especially some decisions closely related to them, organize brainstorming meetings for employees, and establish a system of dialogue with managers.

Through various means, employees can fully obtain all kinds of information, including (market information, policy information, enterprise decision-making information, leadership intention, professional information, role responsibilities and related social information), thus reducing the fuzziness of enterprise systems and policies and the fuzziness and conflict of work roles, thus reducing the insecurity caused by uncontrollable and uncertain employees.

Establish employee complaint system: set up suggestion boxes or online forums for employees to openly talk about work issues. Some problems and situations can release employees' emotions as long as they are discussed openly.

Create a good working environment: in order to reduce or eliminate the discomfort caused by bad working conditions to employees. For example, pay attention to air, noise, light, neatness, greening, decoration, crowding, etc., and provide employees with a pleasing, refreshing and comfortable working space, which will help employees adapt to the working environment and improve their sense of security and comfort. Playing some relaxing and beautiful background music at work can achieve the purpose of decompression.

Third, the psychological counseling of employees in emergencies.

In fact, when employees encounter unexpected events, such as layoffs, contradictions among colleagues or accidental injuries of family members, relatives and colleagues, they will all have psychological trauma. At this time, it is easy to cause psychological problems-post-traumatic stress disorder.

In order to cope with the psychological impact of unexpected events on employees, enterprises should establish emergency plans. When employees are found to have urgent psychological problems, the human resources department should immediately give them psychological help; When a major event causes a large-scale group psychological problem of employees, it is necessary to quickly start an emergency plan, introduce external professionals to intervene in the psychological crisis, and help employees with psychological imbalance to release, vent and readjust their emotions through special psychotherapy techniques such as talking, guiding, communicating and soothing, so as to reduce anxiety, pain, loneliness and humiliation and restore their normal psychological state as soon as possible. During the crisis, the performance appraisal objectives should be adjusted appropriately.

When enterprises need to lay off employees on a large scale due to factors such as merger and operational difficulties, there will inevitably be universal psychological problems. Therefore, it is necessary to plan ahead, make an intervention plan in advance, ensure that the work during the layoff period is as normal as possible, ease the resentment of the laid-off employees, and reassure the remaining employees.

Li Zeng, commercial chief of Foxconn Technology Group, said on behalf of the group after Sun Danyong's time, "Whatever the cause of Sun's suicide, it reflects the lack of internal management of Foxconn to a certain extent, especially how to help young employees solve their work and personal spiritual confusion and troubles." I hope this matter will not only attract the attention of Foxconn leaders, but more importantly, it will sound an alarm for all enterprises: pay attention to the "emotional intelligence management" of employees.