Human resource management of a small organization
Hello readers. This post will go about one of the approaches in building a team in a classic studio.
Little preface:
At the moment I have a team of 14 people, we have been working in a fixed team for more than a year and vacancies are not planned yet.
My first mistake a year ago was - the constant recruitment of staff - at a time when there are people willing to work in a team, it is difficult to refuse special if it is someone from your family or friends. People came and went, thus leaving the “backbone”.
Then, while reading world literature, listening to audio books, I came to the conclusion that everything must be done with the utmost quality. After weeks after weeks, when I constantly read, I formed the ideology of the company, and came to the conclusion about the quality of the staff, and not about its quantity.
Thus he formed for himself a personal list of the qualities that the staff should possess:
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Having these parameters, each of the people working already in pleasure needs motivation. Monetary motivation, as practice shows, does not carry potential, it follows that building a team should be motivated by small “amenities” - these can be both sweets and, for example, I have a gong for the “Back end” department (after hitting the with him, a team lead, everyone goes to dinner together).
Another equally important point. Follow staff. No, not for their work, it only distracts. Keep track of how they feel, if people have problems outside of work, you can help solve them. This will add productivity to work, increase confidence, and add you a “+” to karma. Do not be afraid to be interested in other people's "problems", they all have, but not everyone can solve everything, not to the detriment of work. Being interested in and helping the team outside of work, people enjoy returning to it, conduct dialogues, and work on.
Just one of the points that helped me a lot:
To the extent that the composition of the mind is “creative” and “exact”, it is usually difficult for them to be in the same room, or to be friendly to each other. If the team can not find a common language, there are a couple of simple techniques for the Republic of Kazakhstan:
1. Corporate - everyone loves him, without exception. This basic thing is very forging mutual understanding between people.
2. Work in different branches of the office, or even in different offices. I have the second option, because RK is essentially two.
3. The team decision of some issues. Let it be a Skype conference, or a discussion at the table.
4. Presentation, or mini-lectures after the working day. Every day / week someone else will present what he has learned in recent times. What inspires him and what can help the work of the team!
And in conclusion, I will say that changes to the team are usually a long process, do not rush, introduce the “news” gradually, interactively. As the inspirer of many S. Jobs said - “success in details”
Little preface:
At the moment I have a team of 14 people, we have been working in a fixed team for more than a year and vacancies are not planned yet.
My first mistake a year ago was - the constant recruitment of staff - at a time when there are people willing to work in a team, it is difficult to refuse special if it is someone from your family or friends. People came and went, thus leaving the “backbone”.
Then, while reading world literature, listening to audio books, I came to the conclusion that everything must be done with the utmost quality. After weeks after weeks, when I constantly read, I formed the ideology of the company, and came to the conclusion about the quality of the staff, and not about its quantity.
Thus he formed for himself a personal list of the qualities that the staff should possess:
')
- Perseverance
- A wish
- Understanding
- Development
- Curiosity
Having these parameters, each of the people working already in pleasure needs motivation. Monetary motivation, as practice shows, does not carry potential, it follows that building a team should be motivated by small “amenities” - these can be both sweets and, for example, I have a gong for the “Back end” department (after hitting the with him, a team lead, everyone goes to dinner together).
Another equally important point. Follow staff. No, not for their work, it only distracts. Keep track of how they feel, if people have problems outside of work, you can help solve them. This will add productivity to work, increase confidence, and add you a “+” to karma. Do not be afraid to be interested in other people's "problems", they all have, but not everyone can solve everything, not to the detriment of work. Being interested in and helping the team outside of work, people enjoy returning to it, conduct dialogues, and work on.
Just one of the points that helped me a lot:
To the extent that the composition of the mind is “creative” and “exact”, it is usually difficult for them to be in the same room, or to be friendly to each other. If the team can not find a common language, there are a couple of simple techniques for the Republic of Kazakhstan:
1. Corporate - everyone loves him, without exception. This basic thing is very forging mutual understanding between people.
2. Work in different branches of the office, or even in different offices. I have the second option, because RK is essentially two.
3. The team decision of some issues. Let it be a Skype conference, or a discussion at the table.
4. Presentation, or mini-lectures after the working day. Every day / week someone else will present what he has learned in recent times. What inspires him and what can help the work of the team!
And in conclusion, I will say that changes to the team are usually a long process, do not rush, introduce the “news” gradually, interactively. As the inspirer of many S. Jobs said - “success in details”
Source: https://habr.com/ru/post/297534/
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