Three axes for workplace management

For unsuitable people, be kind and sharp

Managers must decisively fire employees who continue to fail to improve. Tolerating them is unfair to outstanding employees. To be cruel and cruel means that managers are impersonal, while to make employees cold and soft-hearted is to ignore collective interests and be irresponsible to the company. In Alibaba, if you have been a manager for three years, you have not fired anyone. is considered an unqualified manager.

If you don’t teach, you will be punished and called cruelty. Before firing an employee, management needs to think about the following questions: Do you understand the strengths and weaknesses of this employee? Have you provided effective motivation and coaching to him? What things have you done during the growth of this person? ?.

The first step in hiring: dual-track performance appraisal

The so-called dual-track performance appraisal is to assess from two dimensions: performance and values, with 50 assessment indicators in each dimension. The score results of the "dual-track performance appraisal" are related to four rewards - bonuses, salary increases, promotions, and options. The basic principles are: bonuses are related to contributions; salary increases are related to the market; promotions are related to potential; options and strategies related.

Based on the dual-track performance appraisal system, Alibaba divides employees into five categories, namely "wild dogs", "dogs", "little white rabbits", "stars" and "cows".

Wild Dog

Performance: good performance, but violates company values

Hazards: no spirit of contract and team spirit, always putting his own interests first Bit. It can bring benefits, but there are uncontrollable risks. The way to deal with it is: Ali is fired directly, because tolerance can lead to good health. It is recommended not to use it if possible, but to use it with caution and not to reuse it.

Little White Rabbit

Performance: KPI performance cannot be improved

Hazards: 1. Taking up resources and no results; 2. It will infect other employees , affecting the team spirit; 3. After the white rabbit employees become managers, they are more inclined to recruit new white rabbits, forming a vicious circle.

How to deal with it: Alibaba directly fires them, because too many white rabbits in a company will turn into chronic tumors. Huawei's way of handling it is to motivate and fire them. Another way is to activate the white rabbits through the system and culture. Employees, or job reassignments, the little white rabbit is sometimes the misplaced star.

Niu

Performance: Values ??and performance are quite satisfactory. There are no outstanding achievements, but they will not do anything that goes against corporate values.

Handling method: Understand their ideas and suggestions, help them find a sense of presence, motivate and coach them, and provide a clear and long-term plan

Star

The positive effects of star employees on the team: 1. Direct personal performance contribution; 2. The spillover effects in atmosphere, methods, and efficiency. How to retain star employees: generous material rewards and spiritual honors.

The second step in hiring: 271 system

Catch 2, coach, 7 solve 1

The 271” system means that managers perform according to the “dual-track system performance” every quarter and every year. "Appraisal" divides employees into three grades. 271 means 20 for excellent, 70 for ordinary, and 10 for unqualified. If an employee is rated 1 in two consecutive performance appraisals, he will be fired.

1.20 Employees: Set benchmarks, set examples, and provide material and spiritual rewards. Star employees are often people with strong internal drive and a strong sense of purpose. They don't lack goals, they lack career development paths, and what they need is to quickly become managers. This is an extremely pragmatic thing that managers can do for 20 employees.

2.70 Employees: Provide coaching to help them establish result thinking and goal awareness. One weakness of 70-year-old employees is their lack of sense of purpose. The biggest difference between them and "star" employees is that "star" employees often have a strong sense of purpose and internal drive, but employees in their 70s often lack clear goals. Therefore, managers should help them establish a sense of purpose, develop result thinking and goal awareness, and ultimately form results- and goal-oriented habits.

3.10 Employee management: "The heart must be kind and the knife must be sharp", "Killing without teaching is cruelty". The ugly words come first, NOsuprise.

The third step in hiring: Exit interview

Principle of ethics, reason and law: do things in a reasonable way and deal with people in a reasonable way. Reasons and laws correspond to human feelings, principles and systems. In the specific implementation process, managers must understand people's hearts and human nature, and communicate with employees in the order of emotion, reason and law.

1. Communicate emotionally: empathize with others, give employees the opportunity to fully express themselves, and understand their obstacles and pain:

2. Speak clearly to employees: managers should give clear Institutional basis enables management actions to convince the public. This is based on

clear performance appraisal and the premise of NoSurprise;

3. It is legally defensible. Even if it is a dismissal, the collection of information is based on facts and strives to be objective.

Exit interview questions:

1. Understand the reasons for their resignation;

2. Ask them if they are willing to accept internal transfers and job rotations;

3. Understand their improvement suggestions for the company, departments, and positions;

4. For core employees who have signed confidentiality agreements and non-compete agreements, it is necessary to clarify their resignation pay and compensation

Settlement standards and rights and obligations of non-competition restrictions;

5. Inquire about relevant issues.

The fourth step of opening: handover and team detoxification

Handover: Delivery of office supplies such as computers, mobile phones, commonly used document templates, keys, related electronic account passwords, etc.

Problem prevention, based on the experience of resigned employees, lists some problems that the successor may encounter during work and related solutions, which can avoid repeated communication after resignation and save time and cost.

Communicate contact information, personal contact number, WeChat, email, etc., provide your resignation time to ensure that the other party can get started quickly.

Project status in progress, customer status, etc.; if the company has a public network disk, provide data cloud links, data paths, etc.; relevant successful experience reminders, error prevention, etc.

Note: Try to form a handover table and solidify the process for the above handover matters.

Wherever there are people, there is a world. Especially when colleagues who work together day and night leave the team, other members of the team will inevitably experience emotional fluctuations. As a manager, you need to use the time window of resignation to appease your employees. Feedback the causes and consequences of your resignation truthfully to the team to avoid gossip and reiterate the company's values ??and performance requirements. Try to have a farewell party. How you treat the departing employees will be kept in mind by the current employees.