Another aspect is the management of "problem employees". Every company has "problem employees" at different levels. Whether managers adopt "cutting them loose", "bearing with them", or "giving them a chance", these are not ideal and effective management methods. Handling "problem employees" poorly not only affects their performance but may also escalate conflicts, even leading to internal frictions within the entire sales team, eventually causing disintegration and possibly hindering the company's healthy growth. The essence of human-oriented management is achieving personal and organizational goals through others' work. Therefore, management systems should have response plans for dynamic employee management, offer career planning guidance, delve into various "issues" employees face, uncover the root causes, identify key needs, so that "problem employees" don't become insurmountable issues. Of course, if "problem employees" indeed have no redeeming qualities,
When interacting with many corporate managers, I often hear the same lament: "Why can't my company find good employees?" "Why does my company fail to attract top talent?" What's most important in the 21st century? Talent! A company’s growth cannot happen without people; good employees are the foundation of an excellent team. Many CEOs are surely troubled by this.
On the other hand, let's consider why companies lack top talent. There are many reasons, but upon analysis, we find that companies with robust management and training systems tend to have more good employees. Why is that? The reason is simple: without rules, there can be no order. People need continuous motivation and learning, which is a process of growth. Therefore, the prerequisite for a company to have good employees is to establish a sound management system. Here, the emphasis on the management system mainly refers to human capital management—people-oriented management. This "capital" does not refer to costs but rather the fundamental principles for employees. By motivating, cultivating, and guiding loyal employees, they become tested and proven quality employees. This mainly manifests in two aspects: one is the management of new employees. Each company has its own corporate culture, which must hold a dominant position. Generally speaking, any company has three types of cultural awareness present. One is individual culture, which is the innate personality and habits of employees; the second is industry culture, the basic culture of the industry such as industry consensus and business handling methods; the third is corporate culture, the unique values and vision adherence formed within the company. Successful companies always integrate these three cultures, maximizing individual culture while learning from industry culture and strengthening employees' sense of belonging to the corporate culture. Therefore, when recruiting talent, companies should establish testing standards, such as evaluating new employees' working methods, values, and interests, finding people who align closely with the company's culture. It's not necessary to hire the best talents because top talents always have opportunities waiting for them elsewhere, and they might leave anytime. When your company's culture isn't strong enough to retain top talent, it is essential to find suitable talents who will grow together with the company. The premise of humanized management is respecting the company's culture while encouraging and innovating. For example, Alibaba believed that the first decade was the founder's era, and the second decade would be the partner's era. To make space and positions for more excellent talents, in 2009, Alibaba's "Eighteen Arhats" collectively resigned from their founder positions and re-applied, continuing to "re-entrepreneur" with the group as partners.
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When they suddenly realize