Many bosses ask me how to make employees care about their work and how to make employees regard the company as their own. Is there a secret?

I said, yes, it's simple. Give the money in place.

They said, forget I asked anything. ...

I said, well, there is another secret, management must have a sense of ceremony.

They are curious, what is the sense of ritual in management?

There are many unique secrets here.

It's time to show my management experience. Every time I tell my boss this, they secretly take out their notebooks.

So you know, knowledge is coming.

There must be an induction training manual.

Staff management, the most important thing is the management of the first three months.

As long as the management of these three months is done in a down-to-earth manner, problems will not easily occur later.

Our company's induction training lasted for three months, and we designed an induction training manual, which we called "Crawfish Escape Guide".

Suppose every newcomer is a crayfish stranded on a desert island, and you have three months to pass the 12 customs. If you fail, you will be eaten by me.

Isn't it terrible?

This 12 level is divided into four parts, which correspond to integrating into the company culture, understanding the company's core competitiveness, getting started with vocational skills training and showing off your skills.

The first part, into the company culture, there are three levels:

First, boss. Yes, you are not mistaken. In our company, you must learn to respect me when you come in, and don't dare to humiliate my employees just because they are not good employees (what the hell is this? )。 Well, this is because our company's culture only respects professionalism, not authority.

Second, wear pajamas to work. Let everyone learn to work in a relaxed atmosphere, but there is a problem. Female employees wear pajamas to work, but they are relaxed, while male employees are not so relaxed. ...

Third, understand the gossip of old employees. There is a problem with startups. It is easy for the founding team and new employees to get separated. It is helpful for new employees to know all kinds of embarrassing things about old employees. For example, old employees pretend to be forced, and new employees will think, okay, I know your secret. You liked two female colleagues in the company before, but you didn't catch up. What a fart.

The last level of our induction training is novice heart-to-heart.

It is to let new employees choose a topic that they are best at (any topic can be used) and give a speech in front of the whole company 10 minutes.

Someone talked about "how I used to cry about my boss", "how to lose 30 pounds in two months" and "how to wear 20 sexy underwear to reveal Victoria's secret" ...

This kind of speech can give new employees a sense of presence in the company. Since then, the company is no stranger to him, because everyone knows him and will mention what he said in the novice talk.

A formal reply must be serious.

As we all know, we are a neurotic company. The new company is full of swings, lazy sofas and rocking chairs. ...

Employees go to work at will and lie down and sleep.

However, we will be serious when it is time to be serious.

Such as a formal reply.

Each of our employees must make the most formal reply when they become regular employees.

The boss, vice president, director and supervisor were all present, listened attentively to the employee's ppt speech 15 minutes, and then raised various questions according to the content of the employee's speech. The question-and-answer session is also 15 minutes.

The question to be solved in the formal reply is: Have you found an irreplaceable position in the team?

You must review your work performance during the three-month probation period, find a convincing answer, and let your leader see the possibility of your development.

We confirm that the most terrible thing about the defense is that if you don't think this clearly, you will really fail (of course, you can have a second and third chance, and if you fail three times, the problem will be very serious).

Employees who are usually the fiercest bosses are shivering all day.

Why do we abuse our employees like this?

Mainly revenge, generally abused by employees for too long. ...

Just kidding.

In fact, the real reason is that there should be a threshold for turning positive.

If you pass a formal reply casually, the sense of ceremony will become a sense of form.

The most important thing for employees is that whether you pass or not, you can grow through this defense.

Through, you will be clear about your role in the team, and you will have a great sense of accomplishment and value;

If you fail, you can ask the company executives and even the president to give you the most direct, detailed and targeted career development advice, which can help you find your direction quickly and make up for your shortcomings.

Sometimes I am really moved by our company's formal defense. When an employee opened her computer folder, I found that in such intensive work, she had to do a lot of extra material collection and technical research every day, which completely exceeded my expectations.

Sometimes I am particularly angry because Judy, our design director, is from Singapore, and her formal defense is in English. I couldn't understand what she was saying at all, so I had to rely on Wang Bufan to translate for me at the same time. ...

Hey, what about the agreed abuse of employees? I was particularly abused.

It doesn't matter. I'll wait for them to defend my title and advance, huh.

Yes, in addition to the formal defense, our company also has a promotion defense.

Coming to our company is like playing a big game of chess. Fighting monsters requires upgrading all the way.

There should be a ceremony at the beginning and end of the project.

A big anxiety of many bosses is that employees feel that the project has nothing to do with themselves, and even the life and death of the company has nothing to do with themselves.

Is it the fault of the employees?

No, the company management is not in place.

The best management, in every change of the company, every start and end of the project, involves employees and creates memories of employees and the company.

For example, at the beginning of a project, there should be a sincere launching ceremony (not the kind that leaders insist on for two hours), but to tell every employee how important you are to this project.

I have a boss friend whose company has started a new project. At the kick-off meeting of the project, he told the employees that you are more professional than me in this respect, and I will rely on you from now on.

This is a good word to rely on.

For example, if a project is successful, there should be a ceremony.

On the night when our company's salary increase course was launched, all employees stood in front of the company's big screen, watching the growth of subscriptions and watching fans leave messages for us.

This is a sense of ritual.

We opened champagne, bought a big cake, took photos and sent them to a circle of friends. Then I forced everyone to leave me the cake. ...

Every time the company grows, there must be a ceremony. It is said that Ali is. Every year 10 is "Ali Day", and there are many big activities in the company park.

The core of the sense of ceremony is change.

Once a project, even the company itself, has undergone major changes, it needs to be commemorated with ceremonies.

In such collective activities, everyone will feel that their mission is closely related to the mission of the company.

There should be employee anniversary and resignation ceremonies.

In this respect, our company is not doing well enough at present, but I heard that Tencent and Ali are doing well.

Ali has the corresponding welfare and authorization ceremony three to five years after his employees joined the company.

It is best for the company to give employees a reminder every anniversary of their employment.

The sense of ceremony is an alarm clock, reminding employees to pay attention to their own changes at any time; At the same time, it also tells employees that the company is very concerned about his change and growth.

Even if employees leave their jobs, they should have a sense of ceremony.

It is said that Tencent will send a souvenir book to every employee when he leaves his job, which contains his past experiences and achievements.

The company will also let resigned employees join the resignation group, which will share various resources, set up classes and update the company news.

This is really cool.

The management of resigned employees can best represent the humanization of a company.

Many times, when people mention ceremonies, they feel bored and cold.

In fact, what we don't like is not ceremony, but form.

The real gift is to understand the needs and feelings of employees, rather than forcing employees to cooperate according to the boss's preferences.

The purpose of the ceremony is not for employees to make the boss happy, but for the boss to make employees happy.

The essence of courtesy is to show respect for employees, who will sincerely respect his work and his company.

Many people will think, what do companies say about human feelings? Enterprises should only talk about rules and regulations.

That's not true.

Today's enterprises are no longer the cold management of the industrial age.

Employees are not an emotionless part of the production process.

Good management requires temperature.

A good enterprise should not be zero, but should be comfortable, 36.5 degrees.