As a leader of an enterprise, how can employees become enthusiastic about their work?

Drucker mentioned in the Practice of Management: "The so-called enterprise management is human resource management in the final analysis, and human resource management is synonymous with management." ? As a manager of an enterprise, one of its main responsibilities is to retain and motivate employees, stimulate their enthusiasm for work, and make them work hard to achieve organizational goals willingly.

Enterprises can't keep talents. Who is to blame? Do enterprises and employees play 50 boards each?

For enterprises, talents are the key to their development.

However, companies and enterprises always seem to be unable to retain talents, so they can only invest high costs and try their best to recruit ideal employees. It turned out to be a vicious circle.

In fact, brain drain is brain drain. Kōnosuke Matsushita and kazuo inamori, two Japanese "management saints", have always advocated and devoted themselves to training their own employees for the development of enterprises, from technical level, management ability to loyalty, so that enterprises and employees can grow together and basically do not invest in high-cost recruitment of specific talents.

How do they retain talents?

Personally, we have all kinds of reasons to jump ship. Wages have increased, the environment has improved, the work content has been relaxed, and interpersonal relationships have been harmonious. ...

But ask yourself, do you feel that job-hopping was impulsive and thoughtless? If you hadn't resigned, you should have a better position and higher treatment now. ...

In order to live more stably and calmly, what kind of enterprises should we enter and what kind of leaders should we follow? Listen to how Kōnosuke Matsushita and kazuo inamori take care of their employees.

The above is what managers and employees learn together.

one

Enterprises should do this,

Employees will feel "human touch"

1. Develop "talents" into "human wealth" through education and training.

If you want to create new achievements, you must have new strength. In order to gain this power, we need brand-new education and training.

Only by investing in education can we cultivate brand-new "talents", and these talents will be full of new passion, create new added value and naturally form "human wealth".

If the top management can't realize that training talents for enterprises is a job with long-term vision and professional knowledge, young employees can't grow up smoothly in the workplace.

So the organization cannot be improved. For enterprises and other organizations, investing in talents is an urgent developmental investment.

2. Respect and cherish every employee in emotion and attitude.

Employees who are respected and expected will try to respond to this feeling and be full of enthusiasm. Through successful experience in the workplace, employees will make persistent efforts, take the acquired knowledge as the cornerstone, continue to learn and challenge the updated goal.

One way to eliminate sigh and negative energy is to cherish and value employees.

Operators trust every employee. We often talk about satisfying customers. Prior to this, operators must first satisfy their employees. Operators need to work hard day and night to provide economic and spiritual security that employees can meet.

3. Meet the requirements of employees economically and spiritually.

It is impossible to satisfy employees unconditionally, so we must try our best to satisfy employees generally, that is, to satisfy the part that employees deserve.

"Well done", it is very important for managers to show such a gesture and make employees feel affirmed. Managers give positive incentives, and employees will give back great enthusiasm for work.

Economic security mainly includes wages, bonuses, social insurance and old-age insurance. People's desires are endless, and they need to provide an annual salary that can meet the basic living security of employees. If possible, it is better to be slightly higher than other companies in the same industry to meet the general expectations of society.

There are also many spiritual guarantees, from good interpersonal relationships in the workplace to maintaining good teamwork, promotion based on the correct personnel evaluation system, OJT, Off-JT (group training), SD (self-development), CDP (career development plan) and so on, which are all implemented to improve work ability.

If the operator can't fully implement it, it can be handed over to the personnel department, and it can be considered to organize the implementation every year as planned. Giving employees the opportunity to participate in business can also greatly stimulate work motivation.

Also, don't forget to give key cadres and young employees the opportunity to enter the high-level Committee or project team of the enterprise.

4. Managers practice embarrassing well-paid employees themselves, thus stimulating their sense of honor.

The president of a company related to the automobile industry, who produces high-precision cutting parts, achieved rapid growth of the company in just eight years after 2000, with sales performance and the number of employees tripled.

At that time, the company and its president often appeared in newspapers and magazines and enjoyed a good reputation in the local area.

After talking, I completely believed him.

It is said that as one of the measures to improve business, the 4S (sorting, rectifying, cleaning and cleaning) recognition within the company is carried out as a team.

Even if some people in the group don't cooperate and drag their feet, the bonus will be distributed equally.

Although egalitarianism is unfair, it is deliberately evenly distributed. This is the best way to make employees feel the importance of teamwork. Reprimand is simple. But being scolded, employees will not have real positive internal motivation.

I may end my job for fear of being fired. If the company is full of employees who barely complete their duties, then the company is in danger of bankruptcy.

The president believes that "an enterprise that gives full play to the enthusiasm of its employees with high quality and new technology is a professional collective". In order to build such an enterprise, all employees should cooperate sincerely and strive for development.

If you want to become a professional group, you need to accumulate personal strength, form a team and obtain geometric effects.

As for the bonus commended by 4S, although it appeared in anyone's opinion, that guy should not take the bonus, but he still awarded the bonus equally.

In this way, that person will reflect on himself next time, integrate into the team, and work together with all the people in Qixin, so that he will not fall behind again.

After talking with the president, when I walked through the office to the exit, more than 10 staff, including the manager, stood up, bowed to me and said "thank you", which made me shocked and amazed again.

It is said that Kōnosuke Matsushita was invited by Mr. Ishida, then president of Toyota, to give a speech. When he came back, all Toyota cadres and managers lined up to watch him leave until the car he was riding left the company and disappeared.

At that time, Kono said with a sigh: "It turned out to be Toyota, and it was thoughtful. Compared with Toyota, Panasonic is still far from it. "

It is difficult for the upper level (manager) to really take root in the company without practicing. It's no use just trying to persuade.

It is said that the president of Nippon Electric Corporation, Yongshou Chongxin, personally takes the lead in cleaning toilets every morning.

What is more difficult to learn is to clean by hand. Obviously, ordinary people can't do it. Infected by hand-washing toilets by senior leaders, the spirit of 5S will surely take root in the company. It takes perseverance to make the company better.

This spirit is not scattered, but everyone's determination to forge ahead and achieve one thing.

5. Leaders should always pay attention to enhancing their own cultural background, improving their moral cultivation, enriching their flexible management minds, and letting enterprises think in the right direction.

Managers without cultural background cannot be respected by young people. Because people who don't work hard to improve their moral cultivation, correct their conduct and pay attention to their manners will not be recognized by young people.

Therefore, reading for at least one hour every day, paying attention to developing hobbies and improving self-cultivation can become a respectable object.

In addition, we should devote ourselves to the further development of enterprises.

In the transitional period of national development, many problems faced by small and medium-sized enterprises in China can be encountered by other countries, and the following countermeasures will certainly inspire us.

Small and medium-sized enterprises in Germany are strong because their skills are well passed down, and the country and the whole industry are keen on skills training.

Focus on the production of products with labor costs in cost competition, and commit to manufacturing products with unique technology and skills and high added value.

German journalist Xiong Guche described Germany's strength in this way (Nikkei Business 2065438+May 2, 20021issue "New Trends in Management-Under the New Growth Mode of Germany").

Germany is strong, one is the reduction of unit labor cost, and the other is the high quality of products.

Germany is less competitive in labor-intensive and competitive products, such as fiber products, mobile phones, computers and household appliances. And can't compete with Southeast Asian and Eastern European countries with low labor costs.

Germany's advantage lies in the B to B trade products sold to enterprises, such as construction machinery and special parts.

There are many medium-sized enterprises in Germany, whose names are unknown to consumers, but they can occupy 60%-70% of the world market share in a specific niche market.

These enterprises can be called "invisible champions". Most of them are family businesses, and their products are of high quality, which is difficult for foreign enterprises to reach.

In this way, enterprises with loyal customers will accept the price offered by sellers because their products cannot be replaced by other products.

So these invisible champions will not face the pain of falling into a price war.

In today's increasingly high labor costs, should we learn from Germany, transfer the high labor costs to the added value of products, and then export them to make money?

According to the report "Euro Trend 20 12.5" issued by Japan External Trade Organization, among the European countries whose economies fell into depression due to Lehman shock, Germany took the lead in realizing economic recovery by exporting to emerging countries such as Asia in the middle of 20 10.

It is not only large enterprises that support Germany's exports and dominate the economy, but also small and medium-sized enterprises called "Mittelstand".

In Germany, there used to be many small professional manufacturers who contracted production according to the design drawings of big manufacturers. In order to reduce costs, because of the expansion of the European Union, many factories began to move to Eastern Europe, and domestic production factories were constantly eliminated.

Therefore, many small and medium-sized enterprises with unique technology in specific professional fields can survive.

The report pointed out that some of these small and medium-sized German enterprises that have succeeded in the international market are striving for perfection in domestic production, and some also use their own sales agents and sales channels, each with its own characteristics.

The report also points out their common characteristics: not forgetting to care for employees, cultivating team consciousness in daily good cooperation, effectively preventing the outflow of outstanding talents, and bringing overseas branches into the overall strategy of the enterprise.

two

Kōnosuke Matsushita and kazuo inamori.

How do you keep your employees?

1. Kōnosuke Matsushita called on people to protect employees in difficult times.

Panasonic suffered the biggest crisis in history.

At that time, on the one hand, Konosuke had a bad cold, on the other hand, the company's sales had been halved, and measures had to be taken as soon as possible.

At Konosuke's bedside, frequent news is bad news. Under such circumstances, Kono You can no longer rest in bed with peace of mind. He must analyze information and make decisions.

At that time, everyone thought that the only way to solve the dilemma was to halve the output and staff. In addition, no one can come up with a plan to get rid of the predicament fundamentally.

Another cadre named Inoyuki came to Kono's side, and he wanted to force Kono to make the above decision.

However, Kono's decision is to give people-oriented order. At that time, it was not an era that valued employees as much as it is today. Even trade unions do not exist, and authoritarian management is taken for granted. It was an era when entrepreneurs and capitalists were absolutely dominant.

"If Panasonic is going to end today, it can fire employees. However, I also intend to make Panasonic bigger in the future. Therefore, it is absolutely not allowed to dismiss employees, even one person. If the company only hires and dismisses employees at will according to its own situation, it will make the existing employees uneasy. Panasonic, which wants to be bigger and stronger, can't be shaken. Let's rely on everyone's strength to tide over the difficulties, "Kono said to the two cadres.

At that time, the company had two types of employees: on-site technical workers and sales clerks. The suggestion of the cadres is to fire half the workers.

Although it was a convincing proposal at the time, Konosuke did not agree to it.

When the whole society fell into a gloomy downturn due to the economic recession, Konosuke taught two cadres this way: "Don't make employees uneasy. If employees lose confidence, the future of the company will not exist, let alone become bigger and stronger. "

The last worker was not fired, but worked for half a day, rested for half a day and was paid in full.

In addition, it is also stipulated that shop assistants have no rest time and have to go to work even on Sundays. In short, we should try our best to sell our products.

This decision has brought great encouragement and courage to the company and employees. "Really is the boss! Let's work together and do it well! " In an instant, the dark clouds hanging over the company disappeared. Kono's decision made everyone see the dawn.

By eliminating the anxiety of employees, Panasonic can see tomorrow.

Two months later, the society is still in a serious depression. Surprisingly, Panasonic's inventory goods have been emptied, it should be said that they are all sold out.

Everyone in the company's Qi Xin efforts have created miracles, and it can be said that the enterprise that can condense the energy in the workplace is great.

2. kazuo inamori's care for employees has made today's career.

Affected by the oil crisis, the company's orders plummeted. The industry has taken measures to rectify or temporarily stop work, and Kyoto Kyocera is in danger of having to cut employees' income.

However, our company has always advocated the business philosophy of "pursuing the happiness of employees in both material and spiritual aspects" and has a glorious history of all joys and sorrows since its establishment. We claim that since we share the same fate, we must stick to employment to the end.

Although there will be no reduction in personnel, there will be less work. If the staff are assigned according to the previous method, the atmosphere at the scene will be more relaxed.

Work becomes half, people become half. The other half is forbidden to step into the work site. After the company's morning meeting, the rest of the employees uprooted weeds, arranged flower beds and cleared silt in the ditch.

At the same time, technical seminars are often held to prepare for returning to normal work in the future. When outdoor work is impossible in rainy and snowy weather, I will learn the management concept of Kyocera in the conference room.

For a long time, websites have been striving for efficiency, and now such a day is simply unimaginable.

The daily life of intense work, which used to be flushed with colleagues for work, has now turned into bending over and pulling weeds. There is nothing more painful for the manufacturing place than not being able to produce things.

The person in charge of the business who couldn't stand this scene bowed deeply to everyone and said, "This is a problem of sales. In order to make you in the factory not suffer this kind of pain in the future, we are constantly working hard. Please be patient for a while. "

Although the sales team has worked selflessly, it still can't resist the continuous low demand brought by the world economic downturn.

At the end of 1974, I had to make the most painful decision since I started my business and apply to the trade union for "I hope to freeze my salary increase for one year".

After discussion, the union unanimously decided to pass it.

However, at this time, the all-fiber alliance at the next higher level (National Federation of Fiber Industry Trade Unions) did not agree to freeze the salary increase and asked Kyocera to continue to implement a unified 29% salary increase. The trade union in the enterprise has a heated debate about whether to follow the instructions of the all-fiber alliance or agree to the company's proposal.

Finally, Kyocera points out that every enterprise has its own labor relations, and thinks that we can't ignore the specific situation of the enterprise and unilaterally obey the instructions of the all-fiber alliance.

Then, we held a temporary trade union meeting and decided to quit the all-fiber alliance. From then on, Kyocera's trade union embarked on the road of independent development, and took this opportunity to formulate the "Kyocera Ceramics Trade Union Constitution", which clearly pointed out:

The significance of the existence of trade unions is to seek permanent happiness for the collective. Both employers and employees should have a firm relationship, share weal and woe, and should share this great responsibility.

Through the cases of guarding employees in Kōnosuke Matsushita and kazuo inamori, we can see that only by calling from the heart and putting people first can we break through all kinds of difficulties in business. One of the key factors for the success of the two operators is to have a team with high loyalty, continuous improvement and passion.

In fact, the ability to cultivate talents and build teams depends on the internal leadership of operators in the final analysis. As long as the leadership ability is improved, these problems will be solved. At the same time, the improvement of leadership will inevitably achieve a person's influence.