What Are the Keys to Managing Difficult Employees?

Employee Relations Management (ERM) In a broad sense, employee relationship management is in the enterprise's human resources system. Managers at all levels and human resource function managers work through the formulation and implementation of various human resource policies and management behaviors. As well as other management and communication methods to regulate the interaction and influence between the company and employees, employees and employees, so as to achieve the goals of the organization and ensure value-added for employees and society. In a narrow sense, employee relationship management is the management of communication between the company and employees. This type of communication is more flexible, motivating, and non-mandatory, which improves employee satisfaction and supports the realization of other management goals of the organization. Its main responsibilities are: Coordinating the relationship between employees and managers, employees and employees, and guiding the establishment of a positive working environment

Employee relationship management

(Human resource management term)

Modern, active employee relationship management includes:

From the three aspects that affect employee relationship management, it is not difficult to conclude that the ultimate purpose of employee relationship management is not only to satisfy employees, but also to satisfy every "power person". "Power people" should include customers, employees, investors, society and the environment, and even suppliers and competitors. From the analysis of the current corporate culture of successful companies, they all attach great importance to respect for the power of various "power people" in the company. HP's corporate culture clearly puts forward the idea of "serving every power person in the company with a sincere and fair attitude", which is in line with IBM's "allowing the dignity and power of every member of the company to be respected for the company in the world. Consumers everywhere provide the best service ".

Some managers discuss how to make employees work hard, but rarely hear managers carefully study how they fulfill their commitments to employees' obligations. Including work guidance, resource support, service provision, not to mention caring about life; line managers' complaints about other departments not cooperating with their own departments, especially about mutual shirk and low efficiency, but We rarely think backwards about how I cooperate with others. Imagine, why don't we change our service concept from our own perspective, and let others be satisfied first and be pioneers and advocates? What role do we play as managers? Why not become the spokesperson of the company's interests and the propaganda of corporate culture, and just complain? When we hear negative, negative, or collectively referred to as so-called "dissatisfaction" of employees, why can't we attach importance to, guide, and resolve from the perspective of the company, from a positive perspective, and from a positive perspective? What about its spread? These questions may be a little sharper, but such reflection will help us sort out and further understand the purpose of employee relationship management. In other words, the purpose of employee relationship management is that each of our managers must first identify and clarify the problem. Only in this way can our managers face the problems in employee relationship management with the right attitude and find appropriate methods.

Employee relationship management is one of the important functions of an enterprise's human resources department. Good employee relationships can give employees a sense of satisfaction psychologically, help to increase their willingness and enthusiasm for work, and also protect the company's strategy and goals to a certain extent. Effective implementation. It can be said that employee relations are the key factors that affect employees' behavior, attitude, work efficiency and execution ability, which deserves the high attention and attention of enterprise managers.

Employee growth communication can be subdivided into eight aspects: "pre-employment communication, pre-post training communication, communication during the probation period, regular communication, job change communication, regular assessment communication, exit interview, post-employment communication management" and so on, forming a complete Employee growth communication management system to improve and enhance the level of human resource employee relationship management and provide leadership for the company

When comprehensive relationship management is widely popular around the world, as a company, all hopes to increase employee loyalty to the company and increase its contribution to the company by improving customer and employee satisfaction. Therefore, external implementation

In a broad sense, the content of employee relationship management involves the entire corporate culture and

Surveys show that it has not been easy to define the scope of employee relationship management accurately so far. Basically, any work that doesn't know what to classify will be pushed into this category. This includes:

1. The starting point of employee relationship management is to make employees agree with the company's vision.

The interests of all stakeholders in the enterprise are achieved through the realization of the common vision of the enterprise. Therefore, the starting point of employee relationship management is to make employees agree with the company's vision. Without a common vision and a common conviction, there is no premise of interest. All outstanding companies have established a common vision, integrated various resources, including human resources, of course, and led the entire organization to develop and grow.

Turnover talks and candid exchanges with employees who are about to leave can help clear up misunderstandings about each other, understand the problems that exist in the company, and understand management gains and losses.

Benefits of exit interviews

1. Talk to others: for some

Tip one: put your mind right and lower your posture

1. There is a saying that goes well: "Head of rice ears, head of rice dumplings." It means that bowing is a modest

1. HR should formulate clearly visible rules and systems to prevent employees' behavior from being unoriented. Among them, the rational establishment of the incentive system will stimulate people to more positive behaviors, thereby generating more benefits. In addition, management must be clear that these systems are strictly enforced and consistent.

2. Hire the right people. "People are living animals". To prevent "fading", please start with screening and interviewing! The candidate's past experience and development direction are inconsistent with our requirements, especially personality, attitude, behavior characteristics, etc. We have to think carefully. When promoting talent within an organization, it is important to consider whether the candidate has good "interpersonal skills." If supervisors have poor communication skills, once they take office, they will cause terrible conflicts, which will affect the overall performance of subordinate employees.

3. Maintain good communication. Normally, new hires will receive an "onboarding" course. Newcomers can reduce the feeling of strangeness and the resulting stress through training. At present, "meetings" are also a good way to communicate face to face, because at the meeting, everyone can exchange information and exchange opinions. If the company has a large number of people, HR can come forward and regularly publish the internal "Business News" column. There can be more or less, but it must be from the perspective of both the company and the employees. It involves everyone who is interested. In addition, I have set up "

1. The lack of a common vision leads to an unclear starting point for employee relationship management.

The common vision of the company must first be the common pursuit of the company's stakeholders. Therefore, the starting point of employee relationship management is to make employees agree with the company's vision. Without a common vision and a common conviction, there will be no relevant prerequisites. It is estimated that less than 20% of Chinese companies with annual operating income of more than 200 million have a clear strategic vision. Many companies have also set ambitious goals, but the formulation of goals lacks the participation of employees and the promotion of goals is far from sufficient. Disagreement with the vision is inevitable.

2. The excessive pursuit of short-term interests dilutes the non-standards of internal employee relationship management.

The company's values stipulate people's basic thinking mode and behavior mode. It is the ethical benchmark of the company and the common judgment standard and code of conduct for employees. The core idea of the company must be reflected through the system. Get employee approval. Many industries in China are not highly concentrated, and companies are facing fierce competition, as are well-known companies such as Haier. They often swing between short-term and long-term interests. For example, honesty is important, but dishonest ones can be rewarded for good performance and behavior, which leads to ambiguity in judging employee relationship management.

3. The lack of a perfect incentive and restraint mechanism has led to a fundamental lack of employee relationship management.

The fundamental of employee relationship management is internal fairness. The survey shows that the first reason for employee turnover is not the low salary level, but the internal unfairness of employees. Internal unfairness is reflected in incentives, career development, and authorization. From a procedural perspective, the injustice of the process is more prominent than the injustice of the result. Therefore, how to improve the incentive and restraint mechanism and establish a scientific and reasonable compensation system and promotion mechanism has become the basis of employee relationship management.

4. The subject of employee relationship management is unclear, and the concept of line managers as the primary responsible person for employee relationship management has not been widely confirmed.

The human resources department is the organizational department of the company's employee relationship management. The majority of line managers are the primary leaders of employee relationship management. They support and cooperate with each other to ensure the realization of corporate goals. The most responsible person for internal employee relations or human resource management is the chairman or general manager, but this view has not been confirmed in many enterprises, resulting in the ineffective manifestation of the level and effect of employee relationship management.

5. The degree of realization of employee needs is not high, and the psychological contract as the core of employee relationship management is generally invalid.

Enterprises pay more attention to contracts, agreements and other contracts, but generally ignore the psychological contract. The company did not clearly understand the needs and development aspirations of each employee, and tried to meet them; nor did it properly guide the needs of employees, resulting in employee needs The degree of realization of expectations is not high; there is a large gap between the psychological positioning of the boss and the employee, and the satisfaction of both parties is low. Therefore, enterprises should improve from the four aspects of employee needs, corporate incentives, employee self-positioning, and corresponding work behavior.