In the recent past, went to work, in addition to the employment contract worker concluded invisible psychological contract with the employer, the essence of which was that he was guaranteed long-term employment under normal operation and compliance with the rules. One skilled in the company held a narrow professional niche. It was profitable and employee and employer. First - because it's so simple: do what good you can, and do not waste energy on the development of new fields of activity. Second - because specialization employee tied to the enterprise, making it more manageable. This traditional psychological contract, which provides employee employment from school to retirement, making it more of a controlled, secure and predictable cog in the mechanism of the production company.
The changes brought about by globalization, increased competition, constantly accelerating technological progress, destructive effect on traditional psychological contract. Employers becoming increasingly difficult to fulfill their moral obligation to preserve jobs as core competencies, which are the carriers of narrow specialists are increasingly in demand. Employers are no longer able to guarantee employment, and workers lose the incentive to exercise the traditional loyalty and obedience. Formation of a new psychological contract that is acceptable to both parties and reflects the new realities, it becomes more and more important.
The result of greater labor market flexibility, the development of network operators outsourcing and staffing agencies has been the emergence of leasing companies in addition to the permanent staff of two categories of workers: contract workers and employees of companies providers for outsourcers. And trends show a steady decrease in the share of the first group of employees (full-time staff). It is possible that in the near future, these workers will find themselves in a minority, as has happened in some car assembly plants.
Recently, more and more often in employment companies use the concept of just-in-time, borrowed from the practice of carmakers that have implemented the system of delivery of components and modules "just in time". According to this concept, if the desired results can be achieved with a smaller number of employees, all excess should be released without delay. Optimization of personnel should not be delayed for years, as is often the case, and conducted by special order from the top, when the time has already been lost and the company is in crisis.
Accelerating changes compel social partners to form a new psychological contract, where job security are replaced by voluntary commitment of employers to create opportunities for the expansion of professional skills of employees, as demand in the enterprise and those that he needed to get a job outside the firm. As for the workers, they made a moral commitment to quality work and acquire new knowledge and skills that ensure improvement of their professional mobility inside and outside the enterprise.
Flexible generalist has greater survivability, as at the close of his job, he can be transferred to another within the enterprise. The winners and all - including the company itself, as it does not bear the costs associated with the dismissal of the employee and find a professional to fill the new vacancies.
But if you still have a situation where the competence and knowledge of the employee will be unclaimed, he will leave the company with no sense of resentment, with the understanding of the objective reasons for his dismissal. It is important that the process of release of hands went in the atmosphere of openness and trust. Workers with broad competencies tend to have better chances of finding a new job.
The essence of the new concept of employment - is that it is not so much a guarantor of the company, as the labor market as a whole. Proponents argue that the market provides greater protection of worker's rights, rather than one that can provide traditional management.
Your company, like any other, striving to survive and grow in this rapidly changing world, it is necessary to establish an effective mechanism to address two opposite in fact, the problems: the release of excess workers and careful preservation of personnel, making the dismissal exception to the rule. The main way to solve these twin goals is to increase the flexibility of each employee through the expansion of its professional expertise, so that the closure of a workplace does not mean automatic dismissal. A wide range of professional knowledge of each employee makes it possible to transfer him to another location or to another unit.
Anlerninig, or the art of liberation from the shackles of the past
Anlerning (unlearning - unlearning) - Exemption from entrenched stereotypes, erroneous or outdated knowledge and concepts, methods of work, attitudes, relationships, etc.
Surprisingly, most managers tend to ignore the existence of the problem of "anlerninga" and continue to repeatedly step on the same rake. As a result, investment in re-training of staff are often not met, attempts to change work practices and business conduct are inconclusive. The reason for these and many other similar failures is that it is impossible to master the new, not parting with the old.
We tend not to take into account the time, material and other costs necessary for the release of obsolete knowledge, skills and behavior patterns. Do not take into account the fact that this work is often more severe and prolonged than the acquisition of new knowledge and skills. It turns out that people are particularly difficult, and sometimes impossible, to change their behavior because of the so-called "mental models" - the prevailing attitudes, attitudes that underlie behavior patterns. We regret to see that virtually impossible to alter ingrained "bungler." No wonder earlier in job advertisements in retail and in the field of nutrition is often found a note: "Do not apply to former employees of the socialist service department."
Below is a schematic diagram of the sequence of steps that need to be done to change the behavior of business people:
dissatisfaction;
awareness of the need;
substitution of the last new (learning and unlearning);
short-term behavior: development of a new and weaning from the old;
long-term behavior: fixing a new exception and return to the past.
Just learning - only one, and not the biggest step to achieve the desired result. Thus, a person will be ready for a new, when aware of the need to acquire new knowledge. In turn, this sense of dissatisfaction arises in the present situation, relationships, methods used in performing the work, etc.
New knowledge must "push" the old, to take his place. Often, however, the old is in no hurry to give up. In connection with this strategy of liberation from the past includes two more phases are usually very long. First - this is the phase of formation of a new behavior pattern, during which there is often a return to the past. This behavior is due to the accumulation of so-called "innovation fatigue", when unbeknownst to themselves step by step we are going back to their usual state. To avoid this, you should constantly monitor the process of developing a new one.
But even seemingly full transition to the new does not mean that the process is completed anlerninga. In practice, quite often there are cases of "relapse." Therefore, an innovative strategy should include the need for yet another very long stage - "fixing" of the new business conduct. The surest way to this "fix" is "burning bridges" - creating an environment where an employee can not work in the old way, even if he wants to. This can help the technical, organizational and administrative measures, or their combination.
It is important to remember that learning should be accompanied by unlearning and that the solution to the dual task usually requires doubling the allocation of management and other resources.
References
For preparation of this work were used materials from the site http://www.elitarium.ru/
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