What Are the Different Types of Clerkships?

The employees in every organization are diverse, and not every employee can be promoted. The best are A-class employees who make outstanding contributions to the company; B-class employees can do their job well; while C-class employees have barely met the requirements. American scholars Beth Axelrod, Helen Jones and Ed Michaels of McKinsey & Company, when they researched the management talents of two large companies, found that these different categories of employees are profitable for the entire company The contribution of growth varies greatly.

Class C employees

On average, a family

The first is their low work efficiency.

in

Last Elimination

A successful business leader must make a screening and value judgment for everyone at any time, even if such screening is contrary to good nature. We need to know that people are not saints. Everyone has mixed desires. When they encounter the right atmosphere, they will swell and do things that are not good for the group. Therefore, enterprises must have strict systems and regulations to restrict people's behaviors, so that everyone knows the rules of the game and is protected and restricted by the system. Only a company's institutional structure constraints and clear penalties can produce cohesion in an enterprise. In this process, the company must drive away the class C employees in the company.

Segment C

It is cruel for management to allocate 10% of the people in their team as dismissal every year. But without such a cruel corporate context, there can be no viable business. In the book "The Autobiography of Jack Welch", there is such a paragraph: "It is a difficult job to deal with the bottom 10%, and no leader is willing to make such a painful decision. We have been facing fierce Objections, even from the best employees of the company. I personally try to solve this problem, and often feel guilty, because I am not strict enough. I will firmly suppress any impulse to escape. If A GE corporate leader gave me the recommendation of the dividend or stock option allocation plan, but did not distinguish the bottom 10%. I always return all these opinions until they really make a distinction. "

Once management has determined the list of the worst performing Category C employees, it should take action within the next six months or one year. First, leaders need to consider the following questions for each category C employee: Does this person want to improve? Does he have skills that are valuable to the company? Has he been placed in a position that does not fit his skills? Is his working time too short to judge his performance? Is there a personal or family reason to distract him? How much warning and help did he receive before that? After answering these questions, the leader is basically able to determine how to deal with this C employee.

After investigating the situation clearly, the enterprise should change as much as possible. The employees who cannot be changed and cannot be used by the enterprise must resolutely implement the elimination system.

Institutional guarantee

An enterprise must trust employees, but its system must be based on distrust of people. At first glance, it is not human, and after careful consideration, you will find that a strict and distrustful system is actually a system that protects everyone. If the system is not strict, the people who are already good will also face the possibility of degeneration; failing to give due punishment to those who have made mistakes or sins is harm and misleading to the good people. Therefore, enterprises must establish strict institutional and structural constraints. A well-known politician once said that power without constraints will lead to corruption. This is true in the political world and in the business world. It can be seen that only the legal system can achieve the purpose of punishing demons and protecting goodness.

Furthermore, enterprises are not charitable organizations. If enterprises choose to come, they will lag behind the market. In such a fierce market competition, when enterprises fail and no longer exist, what will they use for charity? The fittest survives and the unfit are eliminated. The company driving away C-type employees is not only cruel, but also a guarantee for capable employees. It is also a natural and normal protection measure for developing companies.

For truly competitive enterprises, absorbing talents and removing C-type employees is a continuous task. Therefore, the survival of the fittest and the sustainable development of human resources must be formed into an enterprise system. Senior corporate leaders must understand the progress of this work through formal meetings or reports. For example, SunTrust reports regularly to the company's CEO, who is identified as a category C employee, which category C employees have improved performance, who have not improved, who have left the company, what training programs have been developed to help category C employees, etc. Wait. SunTrust's other measures are also very useful. The 20% bonus of their senior leaders is linked to his work to improve the quality of the talents in the department, part of which is determined by his management of C-type employees. Such a system will undoubtedly increase management's emphasis on this work.

In short, the ultimate purpose of choosing the last elimination system is to compete for the job of the enterprise, so that it can occupy a staff's mental resources around a theme, make employees unique in a specific market segment, and thus create a relative Competitive Advantage.

Develop a practical coaching plan

Practical, non-empty guidance can help Category C employees improve performance. ArrowElectronics has a project called "Corrective Action Plan", which will provide detailed guidance to Class C employees for a period of time (usually 6 months) and assign a "coach" to supervise and instruct. If the employee's performance has not improved within the prescribed time, he must leave. However, the end result was that at least half of the class C employees who had been coached had improved performance and were retained.

Psychological and tactical planning

Put the right person in the right place through scientific staff assessment. Then face-to-face to exchange views in a harmonious manner, be a caring person who understands employees, and make them feel that they are valued. You should know that those employees who are unwilling to do their jobs are mostly unwilling to do so because they have opinions in their hearts. Therefore, in addition to possessing certain business and management knowledge, managers must also have the ability to lead, that is, to lead their subordinates to work in concert to overcome difficulties. "Treat others as yourself, and give them what you want." The goal of the manager should be to lead a subordinate to create a fair and harmonious working environment in the company, in order to form a good corporate atmosphere and corporate culture.

Plan a cultural event

Involve category C employees in wider group discussions, or publish insights in more detail, and put these recommendations into action. Give them appropriate praise and encouragement as their participation increases. For a dumb employee, if you want to make a statement or make him enthusiastic, first let him know that you really pay attention and trust him. When entrusted with tasks, managers need to encourage and guide them from the side and put forward work priorities, which can give them motivation to face the problem, and if they really want to take on the task next time, they will try their best to accept this challenge. .

Managers must not underestimate the importance of talent. There are many occasions in which, under certain circumstances, the results of the completion of facts often show that people who are good at communication are always better than others. So you have to put in more effort to discover what they have and assign them the proper tasks or positions. If all efforts do not lead to a change in their behavior, you must accept the fact that they were dismissed.

Goodbye

If managers want to be welcomed, they will not put pressure on members, because you do not want them to dislike you; but if you do not put pressure on your members, urging them to break the limits set by you, you will not be an effective leader of. The practice of letting Class C employees leave the company will inevitably have certain risks: driving away some employees will alienate the relationship between managers and employees who remain in the company, which may affect the morale of employees; employees who have left the company will also spread to the company The development of unfavorable speech has affected the recruitment of ideal employees in the future. Therefore, in addition to the strict system, the company must respect Class C employees and ensure that they are treated as equally and decently as other employees.

Give frank opinions and suggestions

Sugar-coated shells are not desirable when firing employees, because concealing the truth means depriving employees of their right to self-development. When identifying C-type employees, they should be told where their strengths and weaknesses are. These frank and instructive opinions will help them overcome their shortcomings, benefit their long-term development, and help them win over the company. Acceptance and understanding of the system.

Provide help as much as you can

Members of the organization were told to leave, and he would inevitably feel sad, sad, and angry. Therefore, the necessary compensation is one of the ways to calm emotions. Compensation includes material, but not just material. If possible, the company can provide employment guidance to dismissed employees or refer them to other companies through a personnel exchange program.

Enlightened separation procedure

Don't expect those leaving unions who are "escorted" by security to leave the company to maintain good relations with the company. Productive relationships are rooted in the company's friendly attitude when employees leave. The most effective exit employee relationship management program also provides some additional benefits for departing employees, such as the ability to own the company's semi-proprietary intellectual capital, access to free or subsidized training opportunities, invitations to large events or social gatherings. These can effectively weld the friendship bridge between Class C employees and enterprises.