Maybe when you are worried about the recruitment of a vacant position, you come across the recommendation of a "kind" boss. These candidates are either relatives of the boss, friends of superiors, or "related households" bypassed by the recommender. For these "people above" paratroopers, how to "properly place" has become a technical job. Lao Zhang is the human resource manager of a national securities company. Due to personal application and outstanding work performance, I was transferred from a branch in a northern province to my hometown branch at the beginning of the year. Before he took office, Lao Zhang's transfer was stopped by Mr. W, an assistant leader at the top of the headquarters. It is rumored that Mr. W intended to recommend a human resources manager of a branch to the chairman, but his plan fell through when Cheng was killed. Mr. W raised objections several times, but the general manager of the headquarters appreciated Lao Zhang's talent. This personnel transfer was not stranded because of Mr. W's interference, and Lao Zhang took office as scheduled. Lao Zhang is a very dedicated human resources manager. As soon as he took office, he enthusiastically devoted himself to work, went deep into grassroots research, talked with employees, sorted out various business processes, and revised and improved the management system ... After a month's investigation, Lao Zhang felt that one of the reasons for the company's inefficiency was that people were overstaffed, especially logistics and management personnel, and there was no business source, which reduced the company's per capita productivity and restricted work efficiency. Lao Zhang thought about it and decided to lay off employees moderately, but this step is undoubtedly risky for a new HR manager. After winning the approval of his superiors, Lao Zhang began to emphasize the importance of reducing staff and increasing efficiency at the small meeting of the conference. I hope everyone will cooperate. The method of reducing staff will be combined with job competition and skill evaluation. The principle of "fairness, justice and openness" will be strictly followed in the layoff process, and the stay or absence of each employee will be determined by individual performance. Because Lao Zhang had a good reputation in the past, the employees accepted this method. Just as Lao Zhang's plan was advancing, some superior leaders frequently introduced their relatives to Lao Zhang to solve the employment problem. First, a local leader, and then Mr. W, who once blocked Lao Zhang from entering the branch, introduced employees with average quality in all aspects, but asked to be placed in management positions. This really worries Lao Zhang. Let's talk about arranging these two people first, but the branch itself is still preparing to reduce staff and will soon eliminate some old employees. If a new person enters at this time, it will inevitably make the old employees dissatisfied and misunderstand that Lao Zhang is rejecting dissidents and using power to arrange "one of his own"; Don't arrange it, both of them were introduced by their immediate superiors, especially one of them has a relationship with Mr. W and publicly refused. Mr. W will definitely think that Lao Zhang deliberately retaliates and mistakenly thinks that Lao Zhang's measurement is narrow, so it is estimated that Lao Zhang's future work will be difficult to do, because many personnel work in the branch is supported by the headquarters. Faced with this situation, how should Lao Zhang deal with it without affecting employees' mood and destroying the relationship with leaders? Comment 1: Boss, don't be a girl. Commentator: Huang Tieying, founder of a well-known website, professor of Guanghua School of Management, Peking University. The boss also asked me to arrange his contacts and appoint him as an official, but I refused. The reason is that that person is unqualified. I guess the boss was unhappy, but I behaved well and he followed me. I left the company later, but we have always maintained a very good relationship. When I mentioned it, he said that he had never done such a low-level thing! I also arranged for my colleagues to work in subordinate companies. When I am very concerned about the performance of the subordinate companies, I feel a little indebted to the managers of the subordinate companies. I said, "just arrange a seat casually." When I don't care much about the company's performance, I also ask my subordinates to arrange people to specific positions, but my subordinates are very resistant. After a while, I realized that I had gone too far. Now I am still very good friends with this subordinate. Because his performance is very good and he respects me on unprincipled issues. More importantly, he made me understand: first, people who don't listen to you are good subordinates. Second, don't just do things for yourself and ignore others. Even in large enterprises, everyone has performance requirements. HR cannot please the boss everywhere. Otherwise, you are a messenger, and the messenger has a very low position in the boss's mind, because the messenger can only solve small problems, and people with ability should do it at the critical moment. This kind of thing is the key issue, and then you can test your true belief: which do you think is more important, company performance or interpersonal relationship? If you think performance is important, you know how to do it; Or vice versa, people in Dallas need reminders rather than education. Therefore, whether you are persistent, procrastinating, or not 100% do as they ask, it is a reminder to them. We should pay attention to four points for such people: first, we should respect them on the surface; Second, we must delay; Third, if you can confide in your heart, open your heart and make it clear; Fourth, after gaining a firm foothold, you can let related households in, but it must be fair. Comment 2: Performance is the gold medal to avoid death Commentator: Hou Lin, manager of a software company in Beijing, this problem exists in almost all enterprises with a little history. In the early days of starting a business, no one will think about these related households, but when the enterprise develops to a certain scale, nepotism, "gangs", "fellow villagers", "elders" and "cronies" are a series that all personnel managers can hear. It is only a matter of time before Lao Zhang meets this problem. The personnel transfer (including layoffs) of new officials is a very sensitive topic. It stands to reason that this should be staggered with the time when the superior arranges "cronies", otherwise the problems will be intertwined and the original broken things will become complicated. My suggestions are as follows: First, "time difference". If you are sure you can't offend others, you can discuss the time with the other party. You can say, "I just arrived in the branch office and my foundation is unstable." If I rush to send someone in now, I will definitely miss the performance appraisal I am doing. " He came in unfamiliar with everything, easy to be eliminated, too risky, and the timing was not right. When I straighten out the market and personnel, I will naturally arrange a suitable position for him. "So put it aside for a while and use this time to do two things: First, gain a foothold as soon as possible and establish prestige; Second, when the confidant is assigned to another post by the leader, because not everyone can wait until the time, if he is assigned to another place, it will naturally be less troublesome. The second is to "muddy the water." "If you really can't stand it, you can only arrange it first. However, there are still skills: let him participate in the performance elimination with the insiders, set the rules and be strict with everyone. If, as Lao Zhang said, these two people are average in ability, they will definitely not adapt to this competitive pressure. If they have nothing to hide, complain to their superiors and ask if there are any methods that do not conform to the business model. Because you are in a dilemma, talk to your superiors and this confidant. Don't embarrass you too much. In a high-pressure and unfamiliar environment, the pampered "related family" may not last long, so that he can retreat, or hide your blade and let everyone make decisions for you. Finally, you can only say very hard: I just went to a place, and an "old rival" gave me a problem, but the people below were unstable. What should I do? It is difficult to estimate both at the same time. Personally, I think it is enough for the superior to straighten out the relationship between the line leaders, because Lao Zhang is qualified by performance after all, not by relationship, so as long as the line leaders support him, making achievements is his own gold medal to avoid death, because Lao Zhang does not have much advantage in fighting for relationships. Therefore, it is king to complete the talent structure of the new market as soon as possible. Comment 3: Don't "label" related households Commentator: Management expert Sun Guangming When I took over personnel management, the group boss also introduced a relative A of bank leader B to work, a young man and a demobilized soldier. I made the following treatment: Step 1: I promised to deal with it on the spot, explaining that I am also the personnel manager of a private enterprise. As Huo Jianning said, "I am a driver and my car belongs to Li Ka-shing". Please forgive me for improper storage, and please trust me privately if you have any requirements. Step 2: Find someone to take you to the personnel department and make a phone call in advance, which greatly simplifies the process of interview and examination and makes the entry smooth. Arrange an idle position in your own department and instruct the steady old staff to lead you to familiarize yourself with the situation. Instead of chatting privately, let him see where he wants to be in the future, and make it clear that the transition time should not be too long, because the company does not keep idle people. Help them plan their promotion path. Step 3: After a period of time, he is willing to go to the front line to exercise himself, instead of just getting a beautiful resume in the company. Arrange to a potential office and be trained by manager C; At the same time, it explicitly asked Xiao not to talk about this relationship. Of course, I also took the opportunity to see the ability of office manager C. At that time, I also prepared a backup plan: if I was too young to adapt, I was assigned to the office for the second time and transferred back to headquarters for the third time. I believe his expectations should be reasonable. Although it is troublesome to change jobs, I also checked the leadership ability of the corresponding sales manager to make a test for future job adjustment/promotion. There are many ways to arrange "people sent by superiors", such as directly putting them around, doing backstage work, "keeping them in captivity" and arranging rotation. For HR, it is necessary to understand one thing before taking the treatment method-many people who are arranged just want to transition, not to find an ordinary position with peace of mind. We should have reasonable expectations and countermeasures, and don't put on a "hat" or resolutely refuse these friends. Pay attention to configuration, and "sent people" will also be transformed into qualified employees.