"Headache employees how to pipe?

Keywords: headache staff corporate management methods cause the dismissal of

(http://oxford.) Reports:

In a human resources management forum, a company's human resources manager said such a thing: the company has a responsibility for computer hardware maintenance staff positions is not high, but the experience is deep. He often do not comply with the company's system comparison difficult co-workers attitude like company of xiaobianyi, private taxi fee to claim, so that the company is a headache. This person work performance, although not outstanding, but nothing big mistake. I ask, how to deal with such staff?

Such a "headache" in the enterprise employees are not uncommon, the show also vary: some are extremely self, difficult; there are presuming, flouting the authority of the manage users; others are just for the sake of petty, always thinking of arrangements public oil and so on. These employees constantly challenges the bottom line of the company system and disrupt the work order, leading team productivity. On the one hand, these people's bad behavior may allow other people to follow; on the other hand, because these people need not necessarily be punished other employees may create hostility, anger, then the whole work environment. Therefore, the management of these problems, not just the Manager's tasks involve each employee's interests.

Expert says

"Headache staff," the bfgf management consulting company President Mr. Wang Hua to that company management will make the following recommendations, for reference purposes only:

First of all, sort out the management system is vulnerable. The case of employees since qualifications very deep, the company has its long-term survival in soil. This soil, largely unregulated, is the management system. For example, be blatantly private play tickets for reimbursement, visible financial systems vulnerable; non-compliance with the company's system is OK, meaning that rewards do not strictly enforce. Therefore, managers should review its management awareness, values and institutions, on the vulnerability plugging in a timely manner. Otherwise, even if the dismissal of the employee, and can only be temporary, not permanent. A problem employee leave, there will be the second, third.

Secondly, to strengthen the building of enterprise culture. If the system is rigid, then the construction of enterprise culture is flexible and long term. Two construction simultaneously, in order to effectively improve problem staff. In good enterprise culture, whether old or new employees, employees are able to accurately grasp of what the company promote, advocate, what what, stop, and standards. Enterprises to continuously promote or some activities to strengthen solidarity, collaboration between colleagues, in depicting changes the behavior of the employees in question; the company can in a regular employee assessment, on the enterprise cultural content for review, if such individuals to colleagues bad attitude problems can be effectively checked.

Then, the observation of the staff, monitoring improvements, there is no improvement in the long run be dismissed. With the new recruitment, training new employees, help older employees improve existing manifestations of the cost to much smaller. If he can return to the "right track", maybe he and his experience will be valuable assets to the company. Therefore, do not hurry to decide, in the run the first two measures, on the basis of the change notice. If there is no improvement in the long-term, you had to "split". But before the dismissal, you should take every opportunity to educate and help, and the dismissal to be sensible, reasonable and lawful.