How to manage the employees in the car wash?

Management refers to the activity process in which managers in a certain organization coordinate other people's activities by implementing the functions of planning, organizing, leading, coordinating and controlling, so that others can achieve the established goals together with themselves. It is the most common and important activity in all kinds of human organizational activities. The following is the management method of car wash staff for your reading and reference.

How to manage the employees in the car wash?

The car wash industry has been facing the problem of labor shortage, and the employee turnover is serious. As an operator of a car wash shop, how to retain employees may confuse many investors. Below, for investors to analyze the management skills of car wash shops, ways to motivate and retain employees, and the premise of all kinds of skills is to respect employees.

1, to provide employees with a challenging job.

Step by step work is the best way to kill morale. In order to make employees have exciting performances, it is necessary to make the work challenging. Managers should guide employees to grow in their work and provide them with opportunities to learn new skills.

2, to ensure that employees get the corresponding tools, in order to do the best job.

Anyone who works in a technology-leading company is usually highly motivated. Employees will be proud to have the most advanced tools in the industry. If they can proudly boast about their work, this kind of boasting will have a great incentive.

3, in the process of project and task implementation, managers should provide information for employees to better complete their work.

This information includes the overall goals and tasks of the company, the work that needs to be completed by professional departments and the specific issues that employees must pay attention to.

Employees who do practical work are experts in this work.

Managers must listen to employees' opinions and invite them to participate in making work-related decisions. Frank communication not only makes employees feel that they are part of the enterprise, but also makes them understand the strategy of the enterprise. If this frank communication and two-way information sharing become an indispensable part of the business process, the incentive effect will be more obvious.

5. Establish communication channels in all aspects.

Employees can ask questions, express their concerns or get answers to questions through these channels. There are many ways for the company to encourage employees to speak freely, such as employee hotline, suggestion box, group discussion, and manager's question and answer session.

6. Managers should always keep in touch with employees.

Scholar Glaman said, "I invested the most precious asset: the time to chat with you. This highlights the importance of our relationship and shows my concern for your work. "

7. Understand the practical difficulties and personal needs of employees and try to meet them.

This will greatly arouse the enthusiasm of employees. For example, the company adopts a flexible schedule system.

8. Emphasize that the company is willing to hire employees for a long time.

It should be made clear to employees that the problem of job security ultimately depends on themselves, but the company tries its best to ensure long-term employment.

9. The salary of employees must be competitive.

In other words, employees should be paid according to their value. If employees feel that their labor remuneration is reasonable, they will not just stare at the check, and the company will benefit a lot.

10, ask for their help.

For leaders, seeking the help of other employees may be the most effective way to make them realize their abilities and values. What is the reason for this? The point is that requests make us vulnerable: this means that we have weaknesses or lack the necessary skills. Asking for help from employees is not only respect for their professional skills, but also absolute trust in leaders.

It shows that the company has made every effort to establish an organizational structure for everyone to work. Stabbing in the back, political disputes in car wash shops and low morale will make the most successful people become lifeless.

How to manage post-90s employees?

According to the ten characteristics of post-90s employees, we can formulate the following seven management strategies or methods.

First, let the performance appraisal become as close to the people and more humane as the "little apple".

Let's get rid of the original performance appraisal standard. The previous performance appraisal is very suitable for managing the post-60 s and post-70 s. These uncle-level people are workaholics and there is no need to push themselves. The previous performance appraisal was strict and rigorous, which is understandable compared with the old times (the early stage of the development of domestic hotel industry).

Now, copying the previous standards, many managers often encounter the same dilemma: performance appraisal can't be managed after 80, and it is even more difficult to implement it after 90 (criticize a few words, turn around and leave, "scold, can't manage").

The core function of performance appraisal is to ensure the quality and efficiency of work and make internal management stable and orderly. But in fact, the previous performance appraisal of many hotels is a fixed and rigid appraisal mode, which is contrary to the personality characteristics of young people who don't like to be bound. In addition, the obvious rebellious character of the "post-90 s" will cause contradictions between hotels and employees that are difficult to reconcile simply, and the result is often "breaking up in discord" and recruiting new people.

The previous performance appraisal was stiff and rigid, and some of them violated the relevant laws and regulations of the country. At that time, employees, either forced by employment pressure or limited by education level, often chose to keep silent and submit to humiliation. For example, how much will they be fined for being one minute late? Overtime is not counted as salary, etc.

The new performance appraisal should be more humanized, not rigid, and find a balance between quality+efficiency control and humanization (draw a red line, stress principles, violate principles, and "kill without forgiveness"); Small mistakes, more training, more guidance, less yelling and less punishment)

Second, more emotional communication, more praise, more encouragement, less reprimand and less punishment.

There used to be a management motto: using system management and process management may be suitable for managing the post-60 s and post-70 s. Over time, management also needs to keep pace with the times in order to operate steadily and create benefits.

In daily management, the author believes that the following three points should be achieved as far as possible-

1, communicate with them as much as possible to understand their inner thoughts and views on working methods and work contents.

Timely and correctly guide their unconstrained thinking and give full play to their intelligence.

2. Praise as much as possible.

Even if there are individual people, there are many shortcomings and few advantages. Smart managers are always good at discovering the advantages of their subordinates and appointing corresponding jobs according to their advantages.

3. Encourage as much as possible.

Due to the personality characteristics of the post-90s generation, they often lack independence, have dependent thoughts, and cannot face setbacks bravely. To this end, managers need to encourage more, guide more, scold less and punish less.

Third, give space to give full play to your talents and less follow your ass to supervise the work.

In contrast, the education level and IQ of the post-90s generation are higher than those of other generations. Most of the knowledge in the hotel industry is not high-tech knowledge (except engineering). Therefore, it is necessary to create more opportunities, give them room to give full play to their personal talents, and less follow the ass to supervise the work (which will make them feel unrecognized and untrustworthy). Their achievements often dazzle managers, surprise gift.

Fourth, shape dreams and set goals.

Shaping dreams is not shouting slogans, but telling all employees about the dreams and goals of the hotel, so that everyone can participate and struggle together. To realize their dreams, we can't give up any group. Even the grassroots workers of the post-90s can capture more hearts of the post-90s, make them feel more involved and fulfilled, and shape their sense of collective honor.

Five, more unified thinking, more unified implementation.

In view of the shortcomings of the post-90s generation, in addition to daily training and supervision, managers need to unify their thinking and work implementation at work and meetings, because no matter how the supervision mechanism changes and according to the characteristics of the post-90s generation, there is a core principle that cannot be changed-efficiency and quality cannot be reduced to cater to the post-90s generation.

Sixth, cultivate more learning role models who dare to take responsibility and be responsible.

The "post-90 s" often encounter difficulties and setbacks and choose to escape. In terms of responsibility, people of all ages are decreasing: "post-60 s" >; "post-70s" > post-80s > "post-80s" is a bad phenomenon brought by social and economic development. As a "small society", hotels have a wide range of work. At many critical moments, someone needs to stand up and take responsibility. If there is a fire, it is impossible for hotel staff to escape alone regardless of the customer's life and death. In daily work, managers need to set more positive learning examples that dare to take responsibility. Repel negative energy with positive energy.

7. Create a dream, responsibility, efficiency, quality, integrity, fairness and justice working atmosphere.

The working attitude of a hotel employee can reflect its internal working atmosphere! Quality service always comes from the heart, is active, and has little to do with academic qualifications and work experience. The quality of service under high pressure is neither long-lasting nor attentive.

The author once spent more than five years studying, researching and thinking-the secret of mobilizing all employees to work and serve actively, and then found the answer in a hotel. The working atmosphere in this hotel is very harmonious and relaxed, and employees don't have to fight for interpersonal relationships. Hotels have the same dream, everyone stresses responsibility, dares to take responsibility and strives to improve service and product quality. The hotel has a mature and perfect promotion system and corporate culture.

Therefore, in terms of management, we can't give up the post-90s generation because of their differences. They are gradually becoming the main force in the hotel industry. Managers should be good at adjusting measures to local conditions, teaching students in accordance with their aptitude, acting according to people, and actively managing in a changeable management environment. This is the way to win.