5 rules should be abolished immediately if you want to retain good employees

When a boss makes mistakes in management, good employees will often leave first, because they are the ones with the most choices. If you can't keep good employees, you won't be able to keep the excellent staff even more. That's for sure. However, this does not mean that you can lay down regulations that lack grounds to establish order.

I understand the temptation. As the company grows, I have also encountered difficulties in maintaining standards. Especially there are situations, some employees have erroneous and habitual behavior, I set new rules to apply to everyone, not just them. This is the time when many companies have fallen into "traps".

In most cases, when we look carefully, we realize that setting up new rules to solve problems is a very passive way and ruins the spirit of work. Mostly, managers need to control these situations by meeting in person. When companies create unreasonable rules to prevent abnormal behavior of some individuals, it is a mistake in management. This makes the problem even worse.

Here are a few ridiculous rules that many companies set out when they can't find other ways to manage their employees. What needs to be emphasized here is that we cannot change their attitudes by creating such rules.

1. "6 months" rule

Many companies do not allow employees to be transferred or promoted until they are at their current position for 6 months. However, the risk is that if the capacity of the employee is suitable for a higher position but you continue to "confine" them in the same position, this is not beneficial for either party. On the one hand, they must not promote their strengths, lose inspiration and work inefficiently. On the other hand, as soon as they see career opportunities at rival companies, they are ready to "get rid of their clothes" instead of waiting for 6 months at your company.

The solution is that managers need to be flexible in deciding when an employee is eligible to be promoted or given a new position.

2. Requirements for time of attendance, departure and leave

Employees are paid for what they do, not for the time they sit at the office. If you make a loud noise just because the staff is late for 5 minutes while they often work overtime and devote themselves to work even on weekends, you convey a message that the company is heavy on rules. more work productivity.

When a company asks for documents such as a medical examination or a proof to prove a reasonable leave, this means, you don't trust your employees. After all, if the employee falsifies documents to get leave, in the management role, will you still see this policy effective?

3. Do not allow employees to express themselves

Many companies strictly control employees to track their behavior at the desk. Even the boss set out rules such as how many photos a worker can hang, whether they can use a personal water bottle and how many objects are put on the table. If so, it's best to hire robots to work!

The same is true for dress requirements. Hire professional staff and they will have to dress professionally. When someone violates this rule, managers need to have problem solving skills directly. If not, they will want to work elsewhere because the boss is too clumsy in handling sensitive situations.

4. It is strictly prohibited to use the Internet

It is not unreasonable to prohibit employees from accessing Facebook or sensitive websites. However, if regulations make it difficult for employees to find information online, then you are clearly hindering their work.

5. Apply the bell curve (Bell Curve) and rigid work productivity ranking system

For talented employees, the manager can apply natural bell curves (born talented and thanks to my training, their abilities become even better), however, with efficiency work is not. When you force employees to follow an established ranking system: (1) you will incorrectly evaluate their performance, (2) scratch with all personnel and ( 3) makes employees under "standard" feel insecure and unhappy due to fear that they will be fired.

About the author : Dr. Travis Bradberry is the co-author of the bestselling book Emotional Intelligence 2.0 ( Emotional Intelligence 2.0 ) and the founder of TalentSmart - a company specializing in providing training programs and homework tests The world's leading emotional intelligence, currently serves more than 75% of Fortune's 500 companies. His bestsellers have been translated into 25 languages ​​and available in more than 150 countries. At the same time, Dr. Travis Bradberry is also a regular writer sharing articles in famous magazines such as Newsweek, TIME, BusinessWeek, Fortune, Forbes, Fast Company, Inc., USA Today, The Wall Street Journal, The Washington Post and The Harvard Business Review.