How to manage old employees

There are always some employees older than us. When we are lucky enough to be managers, they still stick to the front line. In this regard, in the process of implementing management or work arrangement and setting, the "demeanor" of these old people often hinders the normal development of work, because in their view, "ginger is always old and spicy."

At work, the orders given by these young managers are always difficult to understand and implement. After many times of communication, different channels explained the reasons, but they were not effectively solved, and the energy and time consumed greatly affected the work efficiency. But in the enterprise, they are loyal and reliable employees, stable and practical employees, and they are miserable and chaotic. When you meet similar people, how to implement the management mode is even more.

In fact, we should give more consideration and care to older employees. These people have feelings and contributions to the enterprise. We should show them enough respect at ordinary times and pay attention to the methods when criticizing, but we should not be too accommodating to make them "seniority-based". We should use more positive incentives to work hard. They generally love face. When implementing the new system, if we can get through this hurdle first, we can inspire them to set an example for young people and let them actively support managers' decisions.

The first way to train older subordinates: abandon the idea of excessive concern-don't care too much.

If your subordinates are half-entrants, even if they are older than themselves and have been in the company for a long time, they will not have any resistance to such subordinates. But for people who are more advanced than themselves, it is easy to feel exclusive to him. So some people really don't want their departments to be assigned to such subordinates. If assigned to such a subordinate, in fact, many people will reluctantly accept it and then take a laissez-faire attitude towards him.

But this is not right. No matter whether you are older than yourself or younger than yourself, subordinates are subordinates. You must treat all your subordinates equally and take up the responsibility of cultivating them.

People who are far away from older subordinates misunderstand the significance of the position of manager and mentor. Managers and instructors are not responsible for direct work, but create a better working environment for everyone and share the work that everyone can't do.

It is not good to take an evasive attitude towards older subordinates. If you do this, the other person will feel it immediately. And doing so will alienate other subordinates from you.

Never forget your concern for the old man.

But you should behave normally and naturally, and you must not take special care of each other. Your excessive concern will have a negative impact on each other. It is also easy to form a vicious circle.

The second way to cultivate older men: with the help of others-it can be done completely.

Some people think that although they have the responsibility to guide older subordinates, it is actually difficult to guide them. This idea is completely wrong.

I have introduced the training methods before, mainly including direct warning, taking measures and direct education. By making the other party do something they have never done and changing the team members, you can naturally change the indirect methods of the other party. The direct method may be difficult to operate in many cases, but anyone can do the indirect method well.

The typical method is to let that person do the work he hasn't done, create a good working atmosphere for him, give him support, make him successful and gradually gain confidence. To this end, you must communicate with him well and let him accept the task you gave him. Even if the work is not very difficult, let his challenge target be higher than the current work difficulty. In short, if you want to use indirect methods, you must work hard on ways and means to find a method suitable for the other person and make him change in the direction you want. Although this method is difficult for the elderly, if that person has a bad influence on the whole team, or his behavior has caused trouble to others, you have the responsibility to warn him. If you turn a blind eye to this, other team members will distrust you.

You find it difficult to do it because you want to rely entirely on your own ability. If you can't do it yourself, ask others for help and find someone you think is suitable to remind the older subordinates. This person can be a senior close to his age or his former boss. If you think about it, you will find many ways.

Find an influential person, explain the situation to him in detail, and then ask him to remind you. Bosses and seniors are people who can help them when they are in trouble. This is not a problem between people, but a problem at work.

But if you ask others to do it, and you don't make any effort, it's not appropriate. What should be done is still to be done, and if it cannot be done, please ask others.

We should also take on the responsibility of cultivating older subordinates.

Indirect methods are usually easier to operate. If the direct method is difficult to operate, ask someone else to do it. If you think so, your subordinates are old or not. You must never stay away from them, but you are gossiping behind your back.

The third way to train older subordinates: don't discriminate against employees who are about to retire-it is strictly forbidden to sit idly by.

An operator once said, "A person's true face will not be revealed until he is about to retire. I didn't understand it when I was in my forties, but when I was about to retire in my fifties, some people would try their best to the end, some people began to perfunctory, and the final state was very important. I also hold this view. "

Some bosses will find that their subordinates who are about to retire are not enthusiastic about their work, which will have a very bad influence on everyone and make them feel very embarrassed. I don't think this kind of boss has anything to sympathize with.

To be a man, the most important thing is to start well and finish well.

For young people, these older subordinates are seniors and must set an example for young people. It will be very difficult if the seniors bring you a bad working atmosphere.

If you have difficulty in speaking, find someone to do his ideological work for you. And you should pay attention to his later reaction.

In terms of work, don't let the other person do that kind of unique leisure work just because he is about to reach retirement age. In that case, some energetic people will lose motivation. People in their fifties now have almost the same work energy and rich life experience as those in their forties before. As long as they have enthusiasm for work, they can also do some difficult work for them. Don't discriminate against employees who are about to retire.

According to their characteristics, it is generally best to let them do some jobs that require social experience or have more contact with the outside world, as well as jobs that can give full play to their personalities and abilities. Their eyesight, hearing and physical strength may not be as good as those of young people, but everyone is very different. Although I am old, I can't accept the treatment of eyebrows and beards. This is a great disrespect for these "elders" who have worked for the company for a long time. So let him work with young colleagues until the day of retirement, which makes them feel very fulfilled. In order to keep him fighting, we must assign him some tasks. And this requires instructors to use their brains to find a way.

Never discriminate against employees who are about to retire. Try to let them exert their residual heat. Only in this way can their enthusiasm for work be maintained until the day they retire.