中财网datagridview查询数据:保持你員工的專注
来源：百度文库 编辑：中财网 时间：2024/05/09 14:00:16
假期的狂熱結合年末（或者季末）的壓力是許多公司的領導的煩惱。在規劃假日旅行，在線購物，以及在職喜悅之中，這些太容易拖延實際的工作直到假期以後。如何讓你的雇員專注于他們的工作職責，而不是假期的美食？這有五條秘訣來幫助管理者培養聖誕節期間的友情，而不至於讓部門失去目標。
Talk About It
談論目標
Wise managers will chat with their teams about the December game plan, making sure that goals for the month are realistic and well-communicated. The month of December vies with the lazy days of summer for the time when concentration among team members drops to an annual low. Clarify your group’s objectives for the month, assign person-by-person to-dos and timelines, and plan a celebration for when the goals are met. That way, your folks can enjoy their holiday merry-making and have a good shot at getting some work done, too.
希望經理們和你們的團隊談論十二月的計劃，確保這個月目標的實現是現實的以及做好溝通。十二月是一年之末，使得團隊成員的專注度降到一年以來的最低點。明確這個月每個團隊成員的目標，分配每個成員任務和完成任務的期限，以及籌畫一場慶功會。那樣，你的雇員就能夠享受他們美好的節日以及完成工作后的一段休息時光。
Be Clear About Gifts and Outings
對禮物和遠足瞭解
For many a corporate supervisor and HR professional, holiday lunch and holiday gift issues cause heartburn, rife as they are with elements of fairness (or perceived unfairness), appropriateness, and the risk of hurt feelings. If your company lacks a gift-giving policy or guidelines on departmental lunches and other outings around the holidays, talk over the issues and agree on a simple and logical plan. If your organization hosts a holiday party, ditto. That way, you can prevent holiday merriment misunderstandings or perceived slights from becoming the soap opera topic for your team in December.Avoid Forced Fun
對於很多公司的主管和HR來說，假日聚餐和假日禮物問題讓他們燒心，要考慮到公平的因素（或者知覺上不公正），合適的，以及傷害感情的風險。如果你的公司缺少禮物饋贈的政策或方針，在假期的部門聚餐和出遊期間，討論問題和制定一個簡單且符合邏輯的計劃。如果你的公司將舉辦一個假期派對，同上。那樣，你可以防止假日欢乐的误解或知覺的轻视，為你的團隊成為肥皂劇的主題。
避免強制性有趣
Compulsory fun is a 100 percent preventable employee-morale virus that rages through the workplace at this time of year. Whatever you do as a manager, don’t mandate or otherwise pressure your employees to participate in any holiday events you’ve dreamed up, from drinks after work to the dreaded Secret Santa exercise. Let your employees decide for themselves which, if any, company-sponored holiday fun they’d like to partake of. If you offer folks a chance to leave the office—for instance, an afternoon at Dave & Buster’s during mid-December—give them the opportunity to go home or go shopping instead.Talk About 2011 Goals
義務有趣是百分之百的可預防雇員士氣低落，在每年的這個時工作充滿激情。作為經理無論你做什麽，不要通過命令或者其他方式來給你的雇員壓力從而讓她們參與你曾夢想的假期活動，如在做了很多神秘聖誕工作后去喝一杯。讓你的雇員決定他們的想要幹什麼，如果有可能，如果他們想要結伴出遊那就一起去。如果你提供雇員離開辦公室的機會——例如，在十二月中旬的一個下午去Dave & Buster’s ——給他們一次回家或者購物的機會。
談論2011的目標
Goal-setting make sense any time of year, but a collective 2011 forecasting process in December is especially timely. Getting clarity on 2012 goals will help your team members focus on the future and on their progress as you wrap up 2010. Having a clear picture of what needs to happen in 2012—beginning with January, right around the corner—will help you avoid the wasted-work-month syndrome that can so easily derail your best-laid business plans.Encourage Discussion About Life-Work Struggles
設定目標對於一年中的任何時候都是有意義的，但是2011年12月的預測過程尤其有必要。明確你2012的目標將幫助你的團隊成員關注未來，當你回首過去的2010。擁有一副清晰的藍圖，關於2012——開始的那個一月份，就在眼前——將幫助你避免懈怠工作的綜合征，以至於輕易的破壞你最完美的商業計劃。
鼓勵討論工作和生活的鹼性。
Holiday shopping, expenses, and logistics can bring major social stress for your team. Encourage people to talk about what’s going on for them, to get issues out on the table and addressed quickly. For instance, if you have a team member who is overwhelmed by his shopping list (three kids and 14 nieces and nephews, perhaps), you could say, “Stan, do you want to spend this morning getting that off your plate? Do your online shopping, and let’s meet at 1 p.m. to talk about the marketing plan.” If “your life stops at the company threshold” is an unrealistic message at any time of year, that time is now. The more you can shine light on and surmount your team’s life-work challenges now, the more likely you are to get your employees’ support when you need it.
假期血拼，費用和物流可能給你的團隊帶去巨大的壓力。鼓勵你的下屬通過和他們談論將要發生的變化，把問題放到檯面上來儘快處理掉。例如，如果你有一個團隊成員受被他的購物清單搞得不知所措（也許有三個孩子和十四個侄子侄女），你可以說，“Stan，你想要花這個早上來解決你的這些問題嗎？那你就在線購物吧，我們在下午一點再來討論市場計劃吧。”如果“你的生活停在公司起點”是不切實際的的消息在每年的任何時候，那就是現在。你能夠更多的給予你的雇員幫助和幫助他們超越對於工作和生活得挑戰，你就越有可能在你需要他們的時候得到你雇員的支持。