How do you get an old fritter type man?

They rely on their seniority or older age to argue with you who have just been transferred or you who are younger. They only have the big boss in their eyes, and they ignore you; They rely on their ability to create value for the company and indulge their bad habits such as ignoring teamwork, attendance discipline, etc.; They rely on their own work experience to make no progress, feel good about themselves, but are vulnerable and powerless in the face of difficulties; They like to run a small team of their own, resisting new rules and plans that are not good for them; They are calculating and lack dedication, but they point fingers at the company's management.

Their arrogance and burnout are not only a headache for managers, but also for other employees. However, in this case, if these more senior and experienced "old" employees are allowed to leave, it may cause great losses to the company. Because, on the one hand, it costs a company a lot to train an employee, and on the other hand, there is the same risk of hiring a new employee.

Therefore, how to effectively control them is the top priority. But before we get to the point, let's get to the crux of the problem. First, don't label an employee as an "old fritter" in your heart.

This will affect your evaluation of your employees, which will be reflected in your day-to-day management work. This can lead to being timid or worrying about making decisions. These fears and concerns can be harmful to your employees.

In fact, as a manager, it is important to believe in your employee, and what you want him to become, he is likely to become.

Second, if an employee can enter the company, he must be able to create value for the company. While recognizing his problems, we must also explore his strengths. Then look at the internal organizational structure of the company and put him in a position that is more conducive to his strengths and weaknesses and play to his strengths.

It is simpler and more effective to give the employee a clear direction and then put him in the right position than to keep thinking about how to solve the personality problem.

Third, all employees need to be retrained and re-educated. If you want your employees to perform well, you have to do a good job as a coach and teacher. Keep abreast of their thinking dynamics and change their work attitudes; Share the company's philosophy with them and develop their loyalty to the company.

At the same time, having an employee you think has a problem to the best of his or her strengths and contributing to the company is also an opportunity to improve your own management and leadership skills.

Grasping these three points, under the correct management, the germination conditions of "old fritters" are gone, the soil for survival is gone, and people are not easy to become "oil".