Every company has some so-called "old fritters" employees, who are neither star employees with excellent performance nor backward employees with no ability. They have a certain amount of experience and ability to do their job, but they like to mess around, are lazy, get by, don't pursue too much, and don't want to change. Therefore, their most common state is to eat the old book, lie flat, and even some people will rely on the old and sell the old, and work against the leader openly and secretly. What's more serious is that the "old fritters" will bring the following four hazards to the enterprise: 1. The enthusiasm of the "old fritters" employees for their work will decline, which will affect their work performance;2. Having worked in the company for a long time is influential, and it is easy to destroy the corporate culture;3. The manager cannot manage the "old fritters" employees normally in accordance with the company's rules and regulations. 4. Loss of company profits. It consumes enterprise resources, forms waste, increases operating costs, destroys corporate profits, and makes management costs rise sharply. It's a pity to abandon it, it's tasteless to stay, and it's chicken!So, how should leaders deal with such employees when they are faced with them?
Today, share 5 tricks to make them afraid to make mistakes and be willing to listen to your command. The last move, in particular, is very practical. Next is full of dry goods, it is recommended to like and collect, and learn Xi repeatedly. The first trick: the Ming system
For these "old fritters", due to their long time in the company, they have a good understanding of the company's various rules and regulations. Perhaps due to the company's previous management mechanism is not sound or imperfect, some old employees will feel that the company is chaotic and has no development prospects in the company. Do a good job and do a bad job, so that over time, there will be more and more "old fritters" who are messing around. In this case, the best way is to improve the various rules and regulations of the company's management. For example, how to punish the most basic late arrivals and early departures, what the company prohibits, what is not allowed to do anything, how to punish if you make a mistake, etc. As the saying goes: the system manages people, and the process manages things. There are rules and regulations to bind them in everything, and they have no loopholes to exploit. After all, in a team, the result is the same if you do well and if you don't do well. 
Then, those employees who originally did a good job and worked hard will eventually become slackers, not to mention those who don't work hard. Only when the company has a clear assessment standard can it stimulate the enthusiasm of employees and make those old employees have a sense of urgency. For example, Huawei has implemented the last elimination system in the process of management. Ren Zhengfei, CEO of Huawei, once said: "Huawei will maintain a natural elimination rate of 5% every year. In this way, it stimulates the motivation and productivity of employees. "For the work of employees, it is better to have quantifiable performance standards. For example, since the ** industry, you can take the number of fans, the number of readings, the number of likes, and the amount of ** as the assessment criteria. For projects that are difficult to assess or cannot be quantified, we will take the time, performance and other standards for assessment, and try to discuss fair and reasonable assessment standards with employees. This can also stimulate the enthusiasm of employees, reward them for doing well, and punish them for not doing well, so that employees have nothing to say. When formulating these systems, you should widely solicit opinions and suggestions, especially the opinions and suggestions of the "old fritters", and strive to fully demonstrate your democracy in front of other subordinate employees. "Old fritters" employees are usually very good at getting things done, and new employees who have just joined the company will be confused by the sleek and sophisticated ways displayed by the "old fritters". At this time, you have to make it clear to them who the people in the company really have the right to speak.
Otherwise, it will be even more difficult for the following people to manage the "old fritters" in the future. 
The system must be implemented after it has been determined that it is correct, and we must not be soft-hearted. Let the "old fritters" enhance their sense of responsibility and urgency under strict system management, and consciously get rid of their own "oil and gas". The second trick: light the red line
The old fritters are the most slippery, they know the company's rules and regulations in detail, and even find a way to exploit loopholes to avoid punishment. They rely on their own qualifications, often go against the yang, and they do it against the leader, and often spread rumors and negative energy, arching other employees against the leader, and destroying the team's working atmosphere. In the face of such behavior, you must not be weak and give in, otherwise they will only gain more inches. Keep in mind one sentence: mercy is not in charge of soldiers, righteousness is not financial management, and love is not in action. The real clever means is to do the following 2 points: Bright bottom lineIn front of the "old fritters", you have to show your bottom line and principles, and tell them your minefield. Set the rules in front, and say ugly things in front, you are contributing to the company, but the company has not treated you badly, the company has already paid you for your contribution, don't take yourself too seriously. It is not enough to have a bottom line with the hole cards, but also to have the means to counter them and make them feel scared. The "old fritters" will be afraid of you if they can't figure out the details of you. The more I fear you, the more I will fear you, and I dare not provoke you easily. Only when a leader really establishes authority in front of the employees can he be able to control people. The third trick: touch the demand
Many times, the "old fritters" get by, just because they can't see the hope of a job and think that they are just here to get paid. The boring work also makes them lose their passion for work. As the saying goes: You satisfy me, I support you. For old employees, it is not only necessary to give enough respect and care, but also to let them continue to "add value" through training and entrusted with important responsibilities, feel the care and training of the enterprise, and feel that their future is still bright. 
Therefore, through job rotation, job promotion and other measures, let employees see the hope of rising, help old employees plan their careers, discover their advantages, so that they are in a position with a clear development direction and can give full play to their advantages, create space for their future development, and enable them to create value. The fourth trick: set an example
As the saying goes, it's better to teach by word than by example. Seek for yourself" Those who can't do it all turn to themselves, and their bodies are upright and the world returns to them. "Reflect first: Did you do or say something offensive to the other party in your relationship, so that they have resentment, and you are doing it against you at work?If there is a misunderstanding between the leader and his subordinates, it will lead to the smooth progress of daily work, which is an unnecessary waste of resources. You can choose to solve it privately with employees, and strive to solve the misunderstanding as soon as possible and jointly create benefits for the company. As the saying goes, "His body is upright, and he does not give orders."His body is not right, although he does not obey orders". The existence of "old fritters" in the team has their own reasons, but it is also related to the inability of some team managers to lead by example. 
As the saying goes, "the upper beam is not right and the lower beam is crooked", managers can't do their responsibilities as leaders, how can subordinates not "oil and gas"?The fifth trick: cut the mess
There are some "old fritters", you have to rely on him if you are sure of it, and if the terms of the system are useless, you must quickly cut through the mess. Cultivating newcomers in the team with great fanfare. Train newcomers, directly benchmark his position, do it if he can, and if he can't do it, someone can replace him immediately, this is the catfish effect, so that these old fritters are in crisis and dare not slack off. Find the right person to Xi learn from him, or simplify his specialties through various means to form an echelon substitute situation. Sweeping the floor and going out to treat the "old fritters" who really can't work together should be like the autumn wind sweeping the leaves. For some old fritters, the company's rules and regulations are not good. For such an old employee, you have to put some small shoes on him. Give them some pressure and give them a bang. If you still don't listen to the command, you can transfer them to unimportant positions, don't assign him any important work, and snub him appropriately. 
Then, at the right time, arrange some important work for him to see if he repents. For the stubborn "old fritters", if they do not change their ways, they can be fired according to the company's rules and regulations, which will also have a deterrent effect on other "old fritters". In the workplace, for the "old fritters" employees, only by doing both soft and hard can they effectively ** these people. However, it should be noted here that although the company system is strictly enforced, it cannot be completely ruthless.
At the time of dismissal, you can give him good advice, provide some employment information or other help within your ability. Write at the end:Do a good job in the above 5 points, under the correct management, the germination conditions of "old fritters" will be gone, and when they have no soil for survival, people will not easily become "oil". 