提高臨時(shí)工工作積極性的5個(gè)辦法
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親愛(ài)的安妮：今年七月中旬，我被晉升為店鋪經(jīng)理，負(fù)責(zé)一家區(qū)域零售連鎖的兩個(gè)賣場(chǎng)。所以，今年是我第一次在節(jié)日季招聘臨時(shí)員工，以此幫助公司在11月至明年1月期間正常營(yíng)業(yè)。我的目標(biāo)有兩個(gè)：首先，為了應(yīng)對(duì)當(dāng)?shù)氐母?jìng)爭(zhēng)，兼職和臨時(shí)員工必須能提供出色的客戶服務(wù)。做到這一點(diǎn)并不容易，因?yàn)檫@不僅是一年當(dāng)中最忙亂、最困難的時(shí)期，而且我們今年招聘的人數(shù)少于去年。 ????其次，這里是一座大學(xué)城，所以，假期招聘的員工大多是學(xué)生，我希望能鼓勵(lì)這些最有前途的年輕人在畢業(yè)之后，成為我們的全職員工。（我們有很出色的管理培訓(xùn)計(jì)劃。）我如何才能實(shí)現(xiàn)這兩個(gè)目標(biāo)？您和您的讀者有什么建議嗎？——Sal 親愛(ài)的Sal：今年，臨時(shí)員工招聘少于去年的公司可遠(yuǎn)不止你們一家。除了個(gè)別例外情況——比如亞馬遜（Amazon）節(jié)日季新增就業(yè)崗位70,000個(gè)，比2012年增加了20%——多家大型零售商的節(jié)日招聘與去年相比基本持平，甚至有所減少，比如沃爾瑪（Wal-Mart）、塔吉特（Target）和玩具反斗城（Toys R Us）。 ????所以，有幸獲得聘用的人或許要加倍努力，而身為領(lǐng)導(dǎo)者，你的一部分職責(zé)就是盡可能讓節(jié)日季的臨時(shí)工作少些痛苦，甚至更理想的情況是讓它多些趣味?！敦?cái)富》雜志年度“百家最適宜工作的公司”（100 Best Companies to Work For）排行榜的合作伙伴、舊金山最佳雇主研究所（ Great Places to Work Institute）副總裁邁克爾?伯切爾說(shuō)：“激勵(lì)兼職與臨時(shí)員工提供出色的客戶服務(wù)絕對(duì)是可以做到的。關(guān)鍵在于培養(yǎng)這樣一種意識(shí)：‘我們齊心協(xié)力，志在必得’?！?/p> ????具體應(yīng)該怎么做呢？伯切爾曾與同事珍妮佛?羅賓合作出版過(guò)一本引人入勝的新書(shū)，書(shū)名是《不找借口：最佳工作場(chǎng)所是如何煉成的》（No Excuses: How You Can Turn Any Workplace Into a Great One）。最新一期“最適宜工作的公司”榜單中，有十多家是零售商、酒店運(yùn)營(yíng)商、連鎖餐廳和其他高度依賴兼職員工和臨時(shí)員工的公司（尤其是在節(jié)日期間），因此伯切爾和羅賓建議你考慮下面五種做法： ????1. 慧眼識(shí)人。伯切爾說(shuō)：“從一開(kāi)始就要保證，你對(duì)自己尋找的員工品質(zhì)有明確的想法。多專注于文化，而不是具體的技能?！奔寄芸梢酝ㄟ^(guò)學(xué)習(xí)獲得，但熱情與活力卻是與生俱來(lái)的東西。忙碌的節(jié)日季需要團(tuán)隊(duì)合作，所以他建議：“面試中可以要求應(yīng)聘者給出具體的例子，描述他們?nèi)硇耐度?，幫助團(tuán)隊(duì)實(shí)現(xiàn)一個(gè)困難目標(biāo)的經(jīng)歷?！?/p> ????2. 借助全職員工的力量培訓(xùn)兼職人員。伯切爾表示，《財(cái)富》最適宜工作的公司榜單中排在第31位的扎珀斯（Zappos）“在這方面做得很好。這家公司委派全職員工與每一位臨時(shí)人員坐下來(lái)，向他們傳授工作的細(xì)節(jié)，包括對(duì)每一通客戶來(lái)電的正確應(yīng)對(duì)方式和錯(cuò)誤方式。你也可以要求正式員工指導(dǎo)兼職同事，同時(shí)成為你在銷售區(qū)的耳目——尤其是‘發(fā)現(xiàn)表現(xiàn)優(yōu)秀的兼職人員’，并對(duì)他們提出表?yè)P(yáng)?！?/p> ????3. 不要吝嗇說(shuō)“謝謝”。詹尼佛?羅賓說(shuō)：“感激和感謝非常重要，尤其是在當(dāng)前這個(gè)階段。其實(shí)很簡(jiǎn)單——只需要花兩秒鐘時(shí)間說(shuō)：‘干得好！’然而，尤其是在忙碌的時(shí)候，員工往往很難聽(tīng)到這樣的表?yè)P(yáng)。”羅賓補(bǔ)充道，年輕人（比如你所說(shuō)的大學(xué)生）“期望得到更多鼓勵(lì)，如果缺少鼓勵(lì)，他們真的會(huì)變得很渴望。”? |
Dear Annie: I was promoted to store manager, in charge of two locations for a regional retail chain, in mid-July, so this is the first holiday season that I'll be in charge of hiring extra people to help out from November to January. I have two goals here: First, to beat the competition locally, I need to get outstanding customer service from the part-time and temporary employees we'll be bringing on board. This will be tough because, not only is this the most frantic and difficult time of the year, but we're hiring fewer people than last year. ????And second, this is a college town so, usually, many of our holiday hires are students, and I want to encourage the most promising ones to consider coming back to us full-time after they graduate. (We have a great management-training program.) Do you and your readers have any suggestions for me on accomplishing both of these goals? -- Sal in Santa Barbara Dear Sal: Your company isn't the only one bringing on fewer temporary helpers than last year. With a few notable exceptions -- like Amazon (AMZN), which is adding 70,000 seasonal jobs, a 20% jump from 2012 -- holiday hiring at many major retailers, including Wal-Mart (WMT), Target (TGT), and Toys R Us, is flat or declining. ????So the people who do get hired will likely need to put in extra effort, and a big part of your job as a leader is to make that as painless as possible or, ideally, even fun. "You absolutely can inspire terrific customer service from part-time and temporary employees," says Michael Burchell, a vice president at the San-Francisco-based Great Places to Work Institute, Fortune's partner in its annual 100 Best Companies to Work For list. "The key is creating a sense that 'We're in it to win it.'" ????How, exactly? Burchell is co-author, with colleague Jennifer Robin, of a fascinating new book, No Excuses: How You Can Turn Any Workplace Into a Great One. Noting that more than a dozen of the employers on Fortune's current list are retailers, hotel operators, restaurant chains, and others who rely heavily on part-timers and temps to produce great results -- especially around the holidays -- Burchell and Robin suggest you consider these five practices: ????1. Hire smart. "Make sure at the outset that you have a clear idea of what qualities you're looking for," says Burchell. "Focus more on culture than on specific skills." Skills can be taught, but enthusiasm and energy, for example, can't. Since the holiday rush will require teamwork, "ask in interviews for specific times when the candidate had to pitch in and help to achieve a difficult goal," he suggests. ????2. Enlist your regular staffers to help train part-timers. Zappos, No. 31 on Fortune's Best Companies list, "does a great job at this," notes Burchell. "A full-time employee is assigned to sit with each temp and teach them the job, including going over details about what went well with each customer call, and what didn't. You can also ask your regular staff to mentor their part-time peers and be your eyes and ears on the sales floor -- especially in 'catching people doing something right' and praising them for it." Which brings us to the third point ... ????3. Say "thank you." A lot. "Appreciation and thanks are always important, but especially at this time of year," says Jennifer Robin. "It's so simple -- it only takes two seconds to say, 'Great job!' -- yet, especially when things get busy, it tends not to happen." Robin adds that very young people in particular (your college-student hires, for instance) "expect a lot of reinforcement, and they really miss it if it isn't there."? |
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