促进部门士园 - 成为一个有效的人力资源经理

士气非常重要。如果人们对他们的工作场所感到满意,他们喜欢早上工作,有病假少,更富有成效,倾向于围绕更长时间 - 降低必须培训工人的成本。

Of course, we all know that. We’re all aware that if people are happier they’re going to do better. That realization is not what we struggle with. What we struggle with is how to actually使people happier and to boost morale.

所以,你可以做什么?

Allow time for socializing

One of the strangest things about the modern workplace is that socializing between employees is often frowned upon. Some managers are under the illusion that it’s actually possible for the majority of people to work uninterrupted for 8 or more hours a day, five or more days a week.

Of course, we all know that’s not true. Almost all of us need (and search for) little moments away from our work so that we can recharge our batteries and give ourselves a little bit of mental space.

Socializing is actually one of the best ways for many people to recharge. It creates positive feelings, generates interest and promotes well-being. The thing is, because people don’t feel they should socialize, they end up looking for other ways to recharge their batteries that are less helpful for morale and less useful.

那不是很好,是吗?所以,而不是给人们让社交是坏的想法,并明确人们应该能够坐下来聊天。这将推动士气,让人们形成关系,从而使它们成为他们关心他们工作的地方

创建工作事件后

事实上,不要只是营造在工作中社交的机会,也是在工作后造成社交的机会。星期五欢乐时光,乘坐团队上海车,去瑜伽课程或为人们聚集在一起的其他机会,没有工作时钟滴答。

找出人们想要的事件的最佳方式是实际问他们。让人们提交他们的想法,创建一个你实际上可以做的可行的事情清单,然后让人们投票给它。这一策略的伟大宗旨是它也为人们预测享受的机会,这通常是令人愉快的(甚至更多)比实际的东西。

Give space to those who need it

在规模的另一边,有人真正只想继续他们的工作,找到所有聊天非常分散注意力的人。事实上,有些人茁壮成长,如果它们可以尽可能独自留下。

这些人也需要空间。例如,如果您有开放的楼层计划,那么确保无法承担(或需要真正集中)逃避的人也存在可能性。有些办事处将有一个安静的空间,分隔师让人们分开,绝对没有说话,让这些人撤退。

If that’s not to your liking or not possible, then shell out for some noise-cancelling headphones and give everybody in the office a pair. In that way, even if they are in an open floorplan they can still create their own pocket where they can get on with things.

过度劳累时外包

没有什么可以像在艰难的工作山上那样消失,这不管努力努力,你试图解决它。不要让那发生。相反,当人们觉得他们的工作过长时,但你还没有一扇出新的员工,开始外包一些最无聊的东西。

毕竟,鉴于如今存在的所有网络,毕竟,这种工作通常很容易外包,并且是最外包的友好,因为这是工作员工不喜欢这样做。最好的部分?如果那个人赶说它会在他们正在做的事情上变得非常有天赋,那么你总是可以决定将它们永久地进入球队,从而回避寻找新人的整个问题。

One on ones

同样重要的是,确保您的员工有时间与您交谈。当然,有些人将在一群人中没有问题,或者如果有问题,请找你。然而,其他人对此感觉不太舒服。

For these people, it is important that there is a regular meeting set up so that they can share what they’re thinking and you can find out what’s going on in their heads. If done correctly, this can be widely appreciated and give you ample warning when things are starting to head in the wrong direction, thereby allowing you to nip a problem in the bud long before it becomes serious.

Discuss, don’t criticize

是的,人们做错了。它发生了。当发生这种情况时,你想确保他们的错误被指出。然而,如果在讨论中完成而不是通过批评,那就是更好的。因为,不仅我们不喜欢批评,我们实际上往往倾向于关闭,不太可能记住正在制造的确切点。

相反,讨论的一部分。清楚地清楚为什么要理解为什么他们可能选择那条路线,但为什么它不是最好的行动方案。

Equally important, when there is a mistake or something has been done wrong, remember to discuss the action, not the person. Being told ‘you did this wrong’ sucks, but being told ‘you’re an idiot’ is far more harmful (and it doesn’t help). It is immensely demotivating when people engage in personal attacks and it makes it far more likely that the person will not actually improve but instead feel that they’re not up to the challenge of the job.

最后的话

可能最重要的是,随着您希望自己的对待别人,始终记住黄金法则。您希望如何接近?您如何处理要处理的情况?你在工作中感觉更好的最佳方式是什么?

There have been plenty of studies that have demonstrated that people in positions of power are不那么善意因此,它非常重要,即您采取措施尽可能地提升同理心,以抵消这一点。

If you can do that, if you can be empathetic to your employees, then people will feel respected and listened to. And once you’ve got that down, it’s a sinch to keep morale high.

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