First, change your attitude. Let the old employees realize that the task change has put forward new requirements for their abilities, and the old routine is no longer effective. They should have a sense of crisis. Only by improving your ability can you continue to contribute to the enterprise! They need to develop their own abilities, which is beneficial to enterprises. At the same time, we also need to communicate with new employees to help them fully realize the advantages and disadvantages of old employees. This job is best done by human resources, pay attention to the skills and guidance of conversation.
Second, the acquisition of training needs. Only targeted training can get valuable results. It is suggested that HR, who is familiar with the competency modeling process, combine the opinions of some consulting companies, gather the boss, old employees and new employees together for joint analysis, reach a * * * understanding, refine the core tasks and abilities of the post, and determine the most urgent training needs according to self-evaluation and mutual evaluation.
Third, training courses and teachers. After the training needs come out, there should be corresponding training courses and the support of trainers. It is generally recommended to outsource this work and let an external company do it. One is professional authority, and the other is higher efficiency. Of course, in the case of limited enterprise resources, especially in this small company with only a few dozen people, employees can develop their own courses and serve as teachers in practice. Both new and old employees should be encouraged, because this is not only an opportunity for communication and display, but also an encouraging behavior.
Do the above steps well, and then promote post practice through specific measures. Of course, not all employees can quickly improve their abilities and smoothly follow the pace of the company's development. At this time, the transfer and dismissal of old employees need to be carried out unshirkably.