As a manager, how to effectively deal with the conflict between new and old employees?

As a veteran employee, it should be more respectful, and at the same time actively ask them some questions, new employees, you should encourage, teach them how to work better, in your free time you can let new and old employees get together to promote communication between them, better build a bridge of friendship.

Personally, I think as a manager, I think the most important thing is that the manager is very good at dealing with people and things, and has convincing ability among employees. In this way, you can deal well with your subordinates, so that you can help the conflicts between new employees.

The right thing is not the right person, whether it is a new employee or an old employee, whose fault is the one, who bears it, as a manager, it is not to favor anyone.

As a manager, I think that the conflict between the new and old employees should be dealt with in the form of some bonuses, so that there is no particularly big conflict between them.

It is appropriate to let new employees participate in some activities of old employees, let old employees lead new employees, and then properly cultivate the feelings between them.

As a manager, I think you should really know how to deal with conflicts between old employees and communicate more with them.

If it is a conflict at work, talk to both parties about it, or you can talk about the other party's work and let the other party understand each other.

Some activities can be held to allow new and old employees to have good communication and communication, so that the contradictions between them can be digested slowly.

As a manager, it is very important for him to take on a competency, and you have to choose the right way to adjust.

The main thing is that as a manager, you must give them a certain reward and punishment system, which is a better method.

You can do more activities to increase each other's feelings, so that new and old employees can better integrate together.

As a manager, the most effective way to deal with conflicts between new and old employees is to get along personally.

Treat things not people, help not help relatives, and deal with all problems fairly, fairly and objectively.

You can have them go to a meal together, or have them collaborate on a new project, so that they can appreciate each other's situation, and then they will reconcile and the conflict will be resolved. As the leader of the company, if there is a conflict between the new and old employees, the company's interests will be lost, and the efficiency will be reduced. How to resolve the contradiction is also a difficult problem, the general old employees have their own unique skills, so it is not easy to offend, new employees are generally the future pillars of the company, so it is not easy to say them.

As for how to resolve the conflict between new and old employees, I have the following views:

1. Let them spend time with each other more often to enhance their relationship.

Two people get along often, which will make their words more After a while, their status with each other in their hearts will improve a lot, so that the contradiction will be slowly eliminated, this is a way to resolve the conflict, and the boss should let them try to get along for a while.

Second, let them work together to complete a project to understand the meaning of cooperation.

When a project is completed in a team, everyone in the team will feel the honor and difficulty, so that even if there is a conflict between two people, it will slowly dilute, so it is also a good way to let them do one thing together. Contradictions are small in the face of interests, so they should understand this.

Third, transferring them out of their original jobs can also resolve conflicts.

If the contradiction between the two of them is very big and cannot be solved by various methods, then the two of them can only be transferred from their original jobs, so that they can not meet each other and will not quarrel, which is also a good thing for the company, and most bosses may choose this, which can be described as a way to kill two birds with one stone without losing their work ability without losing the company's interests.

Tell new employees that they must respect the old employees, they have rich experience, and also tell the old employees that the new employees do have fresh vitality and innovative spirit.

Uniform standards should be established, and at the same time, the behavior of employees should be restricted, and it should be done equally, and at the same time, it should be reconciled as much as possible.

The relevant work regulations and relevant rules and regulations should be dealt with so that this kind of thing can not happen, and team building should be organized frequently.

Leaders should be aware of the conflicts between employees in a timely manner, and at the same time, leaders should be a peacemaker and deal with conflicts between colleagues well. Avoid interfering with work.

Leaders will definitely deal with problems with facts, because leaders will also be very fair and fair in their work.

Summary. Hello dear! We'll be happy to answer for you.

What should I do when there is a conflict between a manager and an employee? Answer: It is normal to have conflicts at work, and don't rush to determine who is right and who is wrong after the conflict arises among subordinates.

As a leader, calm down first and reflect on why my subordinates and I have disagreements, whether this problem is a big problem, whether it can be solved, and how to solve it. Then I had a separate conversation with my subordinates and put the contradictions out to talk about, and many problems could not be communicated in time.

What should I do when there is a conflict between a manager and an employee?

Hello dear! We'll be happy to answer for you. What should I do when there is a conflict between a manager and an employee?

Answer: It is normal to have conflicts at work, and don't rush to determine who is right and who is wrong after the conflict arises among subordinates. As a leader, calm down first, reflect on why there is a disagreement between my subordinates and me, whether this problem is a big problem, whether it can be solved, and how to solve it.

Then I had a separate conversation with my subordinates, and put the contradictions out to talk, and many problems could not be communicated in time.

The staff next to him has been in the mud.

Employees speak for the feeling of employees.

Kissing, such as respecting the spine fruit employees because of private conflict, during which the interests of employees are involved, then the leader must carefully analyze the situation to see if what the employee said is true, if it is true, to help the employee solve it in a timely manner, and to immediately refuse the request that violates the principle. 1. Communicate on an equal footing and apologize sincerely, for current managers, apologizing is not a very shameful thing, apologizing is because their emotions are out of control, to apologize, and it does not mean that subordinates are right. 2. Aiming at things and not people.

First of all, explain what kind of state should be in the case of the conflict, that is, from the perspective of the company, describe the expectations of the company: how should it be done?

What are the requirements? What skills do employees need? When will the book be completed?

What are the criteria for completion? Since it is a contradiction, it must be that there is a relatively large gap between the expectations of the manager and the actual achievement of the employees, and the contradiction will occur. 3. Describe the gap, mainly describe the gap between what the employee does and what actually happens, as well as your ideas.

4. Let the employee state that he did this, why did his ideas, goals and expectations not be completed? What is his valid reason not to have? Reach a consensus and let employees give solutions to do similar things, as well as the right attitude, the skills they should have.

and later their own behavior commitments.

When it comes to employee management, we have to talk about the contradiction between new and old employees, which is also the contradiction within many companies. If you pay close attention to the topic of old employees, you will find a rule: the new slag Liang employees always complain that the old employees rely on the old Liang to sell the old and do nothing; Old employees complain that new employees are not safe enough and do not concentrate on their work.

But the root cause is because of the issue of interests. In the face of the contradiction between new and old employees, we may be able to start from several aspects of positive luck.

1. Establish a reasonable system:

Many articles on employee management will emphasize the importance of systems, and many people know to establish a reasonable system. However, many managers of small and medium-sized enterprises will still focus on "human governance" when managing; NLP psychology believes that the ultimate goal of human behavior is to "get benefits" and "escape from pain".

Managers should also grasp the behavioral needs of employees when setting up a system for new and old employees, which requires us to start from the following three aspects:

Set up a reasonable promotion mechanism, plan the future of employees, and let them move towards their goals with peace of mind;

Establish a reasonable competition mechanism, encourage new and old employees to challenge, and maintain healthy competition;

Establish a reasonable resource allocation mechanism according to capacity to ensure the effective use of resources;

Second, let go of the implementation of feelings.

Many conflicts within the enterprise are actually caused by not being treated fairly. In order to make the company relatively fair, managers will be relatively lenient with new employees in some things, and managers will be more lenient with old employees in some aspects. But in the end, it is not pleasing to both sides!

Greed is one of the weaknesses of human nature, no matter how much you give, people will always want you to give a little more; Managing a team is also managing "human nature". The benefits are only given to one person for a long time, and it is easy for him to think that it is his vested interest and ask for it for a long time.

For execution, team managers need to let go of their feelings, and new and old employees are treated equally; For the benefits, it needs to be fair. If fairness cannot be enforced, it may be advisable to put it aside before enforcing or giving.

3. Do a good job of team communication.

Communication is an art, and a good communication is better than giving more benefits. Different employees need different ways of communicating. For new employees, they want to be recognized by the company, and when communicating, they can give more encouragement and affirmation, but they also need to do a certain amount of guidance to avoid stepping on the minefield and damaging the company's interests when working.

For old employees, they have been in the company for a long time, and they will be more emotional, and the direction of our communication can be more emotional, expressing the company's concern for him. Sometimes it can be supplemented with incentives and team-building activities.

In the human resource management of an enterprise, the relationship between managers and employees is not just as simple as superiors and subordinates. Managers are above employees, formulate business operation strategies, manage and sort out the internal operations of the enterprise, and employees are the front-line executors, and the two need to be closely divided and closely dependent on each other.

Sorting out and communicating the relationship between managers and employees is an important part of employee relationship management in human resources work. With excellent employee relationship management, employees can see where they are now, and know that the seemingly complicated and low-end work they do is the foundation for further improvement. Managers should also understand the hard work of employees, always consider problems from the perspective of employees, and respect subordinates.

All this requires practitioners of employee relations to communicate from time to time to resolve the contradictions and conflicts between employees and employees, between employees and managers, and between employees and enterprises.

In addition, regarding the communication and management between managers and employees, Ren Zhengfei, an entrepreneur of Huawei Group, also made an analogy. Managers and employees should establish a "treacherous" relationship. Although the words are rough, they reveal Ren Zhengfei's personal views on the relationship between the organization's employees.

Employees are wolves, and they need wolf nature to work hard in their own positions. And as a think tank in the wolf pack and a decision-maker, he also needs the help of wolves. The wolf and the embarrassment are indispensable, and they depend on each other.

Good employee relations lead to the vigorous development of enterprises, and smooth internal communication and open-minded cultural atmosphere can also win talents for enterprises in another aspect, reduce turnover rate, and reduce labor costs in disguise. Poor employee relations often lead to the inability of enterprises to attract and retain people, and employees' sense of responsibility will even use various labor laws and regulations to put enterprises together.

Therefore, as an enterprise manager, we should pay attention to the performance of the enterprise at the same time, but also pay attention to the handling of employee relations and improve the execution of the organization. In fact, management is all about communication. When conflict escalates into a quarrel, communicating calmly is the most effective way to resolve the current fight.

If the enterprise manager does not have time to deal with the conflict when it occurs, it can also use communication channels such as written reports, emails, and internal notices to repair the relationship with employees afterwards. Sometimes, an apology will not make the manager lose face, but on the contrary, it can further enhance the mutual understanding and trust between the company and the employees.

In addition, many companies try to shape their corporate culture into a family culture, but it should not stop at slogans or team activities. Strengthening the management of employee relations, improving old communication methods, and even reaching out to employees when they need help can be more effective than slogans or team activities.