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"China's first half, the world's second half", the epidemic is like a runaway wild horse, spreading wildly around the world. In the domestic workplace, the "wave of layoffs" is comparable to the spread of the epidemic.
When the sword falls, sorrow is everywhere.
After layoffs, those who stay are like riding a roller coaster, reversing, reversing, and then reversing.
When the list of layoffs was not confirmed, I had butterflies in my stomach: could it be myself? Mortgage and car loans are urged every month, the medical expenses of the elderly are rising, and the children are laid off when they are hungry. How to pay the bill?
After the list was published, I breathed a long sigh of relief without my own: all kinds of bills finally fell behind!
After the pay cut notice, I took a few thin bills and gasped: Is this enough to pay all the bills?
When the laid-off workers handed over, they looked at the mountains of work and their blood began to coagulate: I can't do it without sleeping for 24 hours?
Working overtime until dark every day, people are hollowed out.
I finally stayed up until Friday after work, thinking, tomorrow, I will definitely, definitely sleep until I wake up naturally!
Who knows, at the moment of turning off the computer, I received an email from the leaders of other departments. The content of the email is probably: there is an urgent job now. It's your department's responsibility anyway. You must finish it by tomorrow.
The condescending tone is already very uncomfortable. Look at the work content, it's not what your department should do at all!
More importantly, the few poor people left in their own department may not be able to do it all night!
Blood rushed to the skull: X#X# (swearing a few words), you know to give orders to others, and do it if you have the ability! Anyway, just do what you love! Big deal, fire me next week and take the money and leave. What's the big deal?
Shut down and get off work.
In this way, the remaining employees who should have been crowded together, with resentment, began their journey of staying in office: muddling along and quietly looking for other opportunities. Within the enterprise, it is more divided than before, which directly accelerates the pace of decline.
Enterprise layoffs are to survive the cold winter, but how can the remaining employees survive the cold winter if they don't crowd together to keep warm?
Then, what is in front of the enterprise is this urgent problem: what about those who stay after layoffs?
We can learn from the "three tricks" of epidemic prevention and control: human heart, integration and subtraction.
The first trick: people's hearts
The remaining employees, after tossing and turning, have been weak, depressed, sensitive and irritable, and insecure. But they are frontline soldiers, and they need to continue fighting on the extremely cruel battlefield. Soldiers are so depressed, can enterprises have a good end?
Therefore, it is particularly important to improve staff morale and enhance cohesion.
How come? You can start from the following two aspects:
First, establish a "spiritual leader" and enhance confidence.
When people fall into panic, they need to "anchor the sea". Just as in the whirlpool of epidemic, people need "Zhong Nanshan".
In an enterprise, the boss, the main founder or the executives trusted by employees can all become "spiritual leaders".
The "spiritual leader" stepped forward, first on behalf of the company, and sincerely thanked the employees who were willing to stay. They can overcome difficulties with the company, let employees abandon the begging psychology that may exist before, and truly feel that they are affirmed and needed by the company.
The "spiritual leader" then waved his arms and made the employee generate show more ruthless courage than before. "If you don't succeed, you will die." They rolled up their sleeves and trouser legs and rushed into the battlefield without looking back.
Second, do a good job in psychological counseling, and effectively solve the urgent needs of employees within the scope of enterprise capabilities.
Under the epidemic, employees first experienced the fear of health, and then struggled to survive in the bloody "layoff war", and their psychology has actually become very fragile. At the same time, employees may face some practical difficulties when they return to work, such as insufficient protective equipment and unattended children at home after school.
At this time, HR should follow the example of community service in the epidemic, give psychological counseling to employees within the scope of the enterprise's ability, and take some measures, such as centralized procurement of protective equipment, temporary humanized attendance and office methods. , help solve employees' psychological problems, overcome other difficulties, let employees feel the temperature of the enterprise and go to work in a down-to-earth manner.
The second measure is integration.
The number of personnel has dropped sharply, but the task is arduous. At this time, the overall layout of "a game of chess, a group of people, one thing" will be formed. Through reorganization, unified direction and unified deployment, a more efficient and valuable whole will be formed.
This requires executives to abandon the previous thinking mode of "ass decides head", keep their eyes on the same direction, hold hands, lead the team and rush in the same direction.
Back to the scene at the beginning of the article, in a special period, when faced with urgent and heavy workload tasks, the person in charge of a department should not continue to use the simple and rude way that might work in the past, define the person in charge hastily in the email and give orders directly. This task needs to be analyzed first. How many steps can it be disassembled? How many people do you need to finish it on time? Then find the heads of other departments, negotiate how to divide the work and cooperate, and then arrange employees to implement it separately.
At this point, it doesn't really matter which department should be responsible for this work, because all departments are facing the dilemma of a sudden sharp drop in personnel. If the responsibility must be defined first, it may lead to more serious departmental prevarication, which is counterproductive.
Therefore, in difficult times, communication between executives and employees is particularly important, which often determines whether employees are willing to run in one direction or unwilling to walk slowly in this direction. The way of communication actually reflects the thinking mode of executives. If the thinking mode of executives is still "sweeping the snow in front of the door", then the whole enterprise is still fragmented and has no fighting capacity at all.
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The third measure, subtraction
During this period, enterprises are like the "three-year difficult period" experienced by the country, and various resources (capital, manpower, business, etc. ) are seriously lacking, then "survival" naturally becomes the highest program. In order to "survive", enterprises should do "subtraction".
Not only in the direction, reduce the target tasks and product lines, but also in the implementation, simplify the process, reduce unnecessary work, and ensure that resources are concentrated in the most important and demanding places.
In fact, in the workplace, some middle managers and employees often have nothing to do and act at random in order to show their indispensability in front of their bosses or leaders. In a busy scene, there are many useless things that waste resources.
In order to make good use of scarce resources, bosses and executives should be observant and distinguish between what is necessary and what is redundant.
Only by unifying people's thoughts, integrating resources and subtracting can we fully mobilize the enthusiasm of the remaining employees after the "slimming" of enterprises and maintain or even surpass the original efficiency of enterprises.
The epidemic "black swan" is a crisis and a big test for enterprises. Whether an enterprise can cross this line of life and death depends on the employees who stay. If the remaining employees can unite as one, the enterprise may win the battle of life and death.
After layoffs, bosses and executives of enterprises really need to think about how to treat the employees who stay.