Click the image for details Many distributors report that after finally recruiting a few new employees, they quit within a few days, and even those who stay often have many bad habits. Why is this? Many distributors are deeply troubled. Due to the nature of my work, I come into contact with a large number of distributors every year. In my work, I have found that the reasons most distributors cause the above problems are as follows: First, some companies adopt a unified training method for new recruits. They believe that unified training is more economical than individual training, so for convenience, they adopt centralized training. Collective training for new employees can only teach them some general knowledge and give them some basic experience, but because this training is not conducted in a working state, it cannot directly teach them how to work. Even if collective training is comprehensive, because there are many trainees, it cannot correct each person's bad behavioral habits and ways of thinking. Second, some companies, after recruiting new employees, let department heads or veteran employees train them.
- It may be that department heads and veteran employees are busy, and often only assign them miscellaneous tasks. For new employees, "do this, do that" is like doing odd jobs. Since they are not properly taught and are left to their own devices, new employees will "do as they think; if they follow their own ideas and fail, they easily lose confidence, thus hating the job and quitting within a few days. Even if they stay, they unknowingly develop many bad habits, which will be very troublesome in the future." 2. It may be that these training supervisors themselves are problematic employees, and they speak carelessly in front of new employees. Since new employees are like blank paper, they have no defense against bad behaviors and ideas, resulting in new employees either quitting after a few days or becoming problematic employees themselves. So how should distributors "train" new employees? First, let's understand what "training" means. So-called training is about changing new employees' habits, abilities, and attitudes. If the new employees' "habits, abilities, and attitudes" have not changed, then it is not "training new employees." The "change" here, of course, means guiding new employees to develop in a better direction. 1. Training is about changing the other person First, correct bad habits. Correct their bad habits and behavioral patterns until they are rectified. For example: lack of communication, poor teamwork, neglect of timely reporting, etc. These bad habits are numerous. Generally, new employees do not know these behavioral norms, so they must be taught. If they don't know, repeat teaching until they can do it naturally without thinking. When they are new employees, they can quickly grasp these behavioral norms, but as time in the company increases, the process of correcting bad habits becomes slower. What's more regrettable is that when they become backbone and leaders, due to lacking these essential qualities, they may not gain trust and may be isolated. Even if they are very capable, they cannot exert their abilities and will not be welcomed by everyone. Many problematic veteran employees in companies today are created this way. Second, change abilities. From the day new employees enter the company, give them opportunities to develop abilities. That is, what they couldn't do last week, they must be able to do after this week's training. Within the shortest possible time, let them gain confidence and a sense of achievement. Additionally, new employees hope to increase their salary every month, so they must continuously master new knowledge and skills. The criterion for judging whether they have mastered new abilities is "whether they are confident and whether their superiors recognize it." Third, change attitudes. Changing attitudes refers to whether their way of thinking and work attitude have changed. For example, some people used to work without any plan, just charging ahead, but recently they have become good at preparing in advance and have made detailed plans; some people used to say "I can't" and hesitate when encountering work they haven't done, but recently they have become proactive in facing challenges. If we understand "training new employees" as "changing new employees," we will clearly know whether we are "training new employees." Now ask yourself, "Is your company training new employees?" 2. Methods for training new employees Every new employee enters the company with hope. They have no social experience, they learn quickly, but they have no defense against bad behaviors and ideas. Like a blank sheet of paper, these new employees start a new life in the company. They will be influenced by the superiors and seniors they first meet. Whatever kind of people those superiors or seniors are, they will become. Therefore, be cautious when selecting the "training" supervisor for new employees. After selecting a good training supervisor, the specific training steps are as follows: Step 1: Demonstrate to the new employee. In principle, demonstrate the work. For example, when visiting clients, let them observe how you post promotional materials, do product displays, and your communication methods and skills with clients. After returning to the company, answer their questions. Step 2: Let the new employee do it. After they grasp the essentials, accompany them to visit clients and let them play the "leading role." Step 3: Evaluate the new employee. Praise and reward what is done well, repeatedly remind and help correct problems in work, and praise after correction. For example, if an employee has 3 or 4 problems, adhere to the principle of "correct one at a time," meaning after correcting one problem, move on to the next. Step 4: Open the new employee's heart, listen to all their worries, and give constructive advice. Because new employees are nervous in a new environment and may encounter many problems, some may feel depressed and troubled. Therefore, after work, communicate with them as friends to keep them energetic for work. This method is important as it allows new employees to quickly experience the joy of work, enhancing their confidence and sense of achievement. If left to their own devices, they may not know the methods and fail, easily losing confidence, feeling work is boring, and quitting due to frustration. Even those who stay may unknowingly develop bad habits, causing trouble later. 3. The order of training new employees—accuracy first, then speed When training new employees, if the initial stage of "demonstrate, let them do, evaluate, open up" has passed, the next important thing is to make them do things accurately and correctly. In the initial stage, do not require processing speed or quantity. Requiring new employees to work fast from the start puts a heavy burden on them because accuracy will be sacrificed, making the work meaningless. In the initial stage, focus on accuracy; it's okay to be slower. Once accuracy is handled, then require speed. Guide them on how to handle problems to achieve greater quantity, with quantity improvement based on ensuring accuracy: when their speed reaches a certain level, gradually give them work of senior employees, and the new employee will become an independent and qualified new employee. First require accuracy, then speed, to do better. This is the "basic of training new employees." In summary, "training" new employees requires "agricultural thinking": plowing and watering to let seeds sprout well, shielding seedlings from wind, preventing them from setbacks when weak, and letting them grow into sturdy trees after experiencing wind and rain. New employees growing into sturdy trees can make your company develop better and make your future brighter, but it requires long-term and arduous efforts. This article is excerpted from Teacher Shi Shunkuan's "Eight Ability Improvement Strategies for Managers." Click the image for details The 3rd (CFIC) China FMCG + Internet Conference will be held in Chongqing in October 2017. The conference will closely focus on the theme "New Forces, New Ecology," inviting domestic 1000+ distributors, 500+ brand owners, 200+ B2B platform founders, and 100+ investment and financing institutions to jointly explore new chapters of cross-border integration! Core topics of this conference:
How can the FMCG industry leverage B2B to achieve new growth opportunities
How to build the new supply chain behind new retail
How can intra-city logistics help B2B achieve leapfrog development
Highlights of this conference:
The industry's first "2017 China FMCG B2B Industry Competitiveness White Paper"
Case sharing of excellent transforming distributors
Conference + exhibition upgrade, Hall 6 Internet Technology Exhibition strengthens docking
Alibaba Retail Link, Puhua Finance, Eternal Asia Supply Chain, Best Store Plus, Yijiu Pai, Unilever, Haiding Technology, Yunmei Shares—leaders from various fields will deliver speeches and share pioneering views.
October 17-18, 2017 Chongqing International Expo Center Registration is now open. Long press the QR code below or click "Read Original" to register. Early bird tickets before September 15 enjoy a 30% discount! Add friend and note "Conference Registration" Click the links below to review the highlights of the 1st and 2nd FMCG + Internet Conferences: 2016 "FMCG + Internet" Summit Forum 2017 (2nd) China FMCG + Internet Conference Click the links below to review the highlights of the 1st and 2nd FMCG + Internet Conferences: 2016 "FMCG + Internet" Summit Forum -END-