书摘决定人员流程作用发挥的个要素(整理)( elements Digest decided to play a role of staff flow (finishing) ).docVIP
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书摘决定人员流程作用发挥的个要素(整理)( elements Digest decided to play a role of staff flow (finishing) ).doc
书摘决定人员流程作用发挥的4个要素(整理)2(4 elements Digest decided to play a role of staff flow (finishing) 2)
Sometimes you have to fire someone in the absence of a choice, but I suggest you make sure that the process is constructive. For example, I made a mistake in hiring Togo because he never did his best to work. Then I could tell him frankly, Togo, youre fired.. Your performance doesnt satisfy us, so we have to ask you to leave. But if I do it, he would have a grudge against me, but also to the whole view of the company will be very bad, after all, he has been working at Honeywell for a long time, and some of our employees and customers or potential customers have established a certain relationship. If he preaches the cruelty of Honeywell, its not good for the whole company.
Or I could call him and tell him, Hello, Togo.. We both made a mistake. I might have not explained the job requirements to you in detail, and your performance was not satisfactory. I think both of us should make some sacrifices to make up for the losses caused by our mistakes. First of all, Ill give you a years salary, because Im also responsible for it. Second, if someone asked me to recommend to you, I will not lie to him, I will tell you in some ways they did not meet our requirements, but I certainly do not slander you. Third, well try our best to get you out of the company in a decent way.
He might say, Larry, I want to quit.. I would say I wanted to change my job. I told him, we all know you didnt quit your job, but if you like, we dont object. Getting people to leave their jobs in a decent way is an important way to strengthen the companys culture.
Sometimes, some people may realize that their performance is unsatisfactory before you remind them of it. After returning to Honeywell, I didnt waste time on speeding up the operation of the company. 98226; the aftermath of the 11 incident made the issue of speed particularly urgent. We have a manager who is more than 50 years old at the time, he is a very
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