How To Control The Conflict Of Interests Between New And Old Employees

Old people should play the role of the commissar, make use of their loyalty to the enterprise and identify their corporate culture, and let the new employees feel the inherent requirements of the corporate culture through their practical activities, so as to realize the effective inheritance of the corporate culture. The "Gang" is helping the new employees enter the initial stage of the enterprise, and they are not familiar with the internal conditions of the enterprises. They need help from the old staff when they encounter problems at work.

And gradually establish their own working circles.

McDonald's and seabed and other well-known enterprises are through the help of clashes to resolve conflicts between new and old employees. Any staff member who wants to be promoted must complete the high quality training of fixed sites, and complete several staff's coaching work.

Many enterprises also put forward similar requirements for old employees, so you can't train your successor, so you can't get promoted.

Incentive mechanism: establish corresponding incentive mechanism, do well for old people.

By setting up the annual individual contribution award, we will award the old staff to help the new staff through the incentive mechanism, and build a harmonious and symbiotic internal atmosphere.

Training mechanism: new employees entering the enterprise, regardless of past qualifications, must have new staff induction training, unify the new and old staff's way of doing things, and resolve the conflict between new and old employees' potential work habits.

For example, Lenovo's "mold" training system for new employees, any employee who enters the association needs to take part in a month's induction training, that is, through training in culture, system, business and other aspects, the output of employees is as neat as a model printed, effectively avoiding potential conflicts caused by individual differences of employees.

Two, we should clarify the standards of talents and improve the structure of talents.

Establish staff qualification management, clarify job competency, behavior and contribution standards, explore the basis of conflict - Research on motivation, characteristics and values of people under iceberg, find employees who are consistent with individual values, and fundamentally reduce the probability of new and old workers.

For example, consulting with Mr. Jun has made his own attempt in the qualification management of consultants. Consulting the characteristics of intelligence business requires outstanding individual combat capability, and the difficulty of horizontal collaboration is a common problem facing the consulting industry.

Through the identification of core competence, He Jun resolved the value of the consultant as the most important choice. He inspected the core competence of the consultant, including user thinking, adult self serving, willingness to devote, sunshine and hardworking. Through the optimization of selecting talents, he effectively resolved the contradiction between the new and old employees.