私たちは、このブラックリストのメンバーが、改善の機会もなく、即座に解雇されるべきであると考えているわけではありません。会社の雰囲気を悪くしているのはどんな人たちなのか、よく考えてみてください。その人たちに対して、ニンジンとスティックを用意する。
劇団員
これらの人物は、ゴシップ、陰謀、非難、陰口、当てこすりなどを通じて、同僚に頭を叩かせ、専門的に対立を煽り、その対決を最前列で見守る。このような破壊的な脚本家は、会社において社会的に負の役割を担っており、彼らの活動の結果、多くの従業員の生産性や業務への関与が著しく低下しているのである。
The main problem when searching for leverage for the playwrights is that they are almost impossible to tame legally. Even if the company practices the policy of refusal to gossip, bringing the legal basis for this taboo is difficult. Detailed documentation of incidents involving "playwright" and what happens in the office is the most effective solution. Impose the first and final notice and if it does not help then fire the employee.
被災者の方々
オフィスの雰囲気を悪くする最も厄介なタイプの一人がここにいます。こういう人は絶対に無理だ。自分の怠慢や無能さについて、いつも涙ぐましいほどもっともらしい言い訳を見つけるだろう。罰から逃れようとするとき、彼らはお涙頂戴の話をし、同情心を前面に押し出す。信頼性に欠け、ストレスに対処できず、常に助けを求めてくる。
従業員-被害者の亜種のひとつに慢性患者がいる。彼らはくしゃみが出ると家に引きこもるきっかけにする。経営者は、職場に心気症患者がいないことの本当の理由を突き止める能力を持っているとは限らない。しかし、病気のローファーが会社に与える損失は、現実のものよりも大きいのである。
欠席者に対処するために、厳しい（しかしやり過ぎない）懲罰手段を用いることができます。これは、例外なくすべての従業員に適用されるべきです。先生のペットやお気に入りは禁止です。各従業員には、責任範囲を細かく文書化し、すべてのプロジェクトやタスクにおける確実性とタイムラインを設定する。患者」の復職は、医師の診断書がある場合のみ許可する。何も変わらない場合は、警告を与えるか、その従業員を解雇する必要があります。
反乱軍
There are rules in every organization. In some, the discipline and the dress code are stricter, in others — easier and softer. However, there is always someone for whom "rule" equals "control" and, therefore, it should be avoided in any way. "Rebels" are against all rules, both simple and complex.
Any attempt to bring these people to senses ends up with even greater resistance. There are cases when such rebels attract other employees to their side, thus creating an office opposition. In a worst-case scenario, "rebels" become the leaders, leave the company and take the best employees with them.
According to experts, in most cases, you do not need to fight the "rebels". Typically, they are strong, independent individuals who know how to defend their position and are not afraid to swim against the current. So why not to try to force the rebellious spirit to produce some positive energy? Training or learning new skills would be welcome. Let the "rebels" try themselves in the field, where they will have to defend their opinion and try to express themselves: for example, in negotiations or PR.
会社の規則や要件は不可侵であり、反対する社員も含め、すべての社員が尊重されるべきものです。基本的なことである。ゲームのルールを受け入れない者は、フィールドの外で勝手にプレイすることができる。
アンタッチャブル
The "untouchables" are strategically important employees and managers who are harmful to the performance of the company and its atmosphere and staff. The lack of professionalism, lack of knowledge and understanding of corporate ethics, emotionality, impulsivity, and a rich collection of complexes makes these employees the real office Cerberus: they intimidate, manipulate, humiliate, irritate, and de-motivate. Pacifying “the untouchables” (and ideally, of course, to fire) can be done by someone who is taller, smarter and stronger than them - a business owner or the person occupying a higher position in the company. It would be great if you could find this axis of evil early on. In this case, the outcome might be more favorable.
信者でない人たち
If a person does not believe in something then he or she will not achieve any result and all the work will be reduced to a waste of time. This statement applies to all areas of human life and activities. "Non-believers" bury dreams and criticize ideas. They are inert and never get anywhere. They do not allow serious mistakes, but also never win. They are the gray background on which it is impossible to draw anything memorable. They only rejoice sincerely when their bank card balance replenishes.
These employees do the most damage in start-ups, developing projects, young companies looking to reach a higher level of development. "Non-believers" can rarely be influenced. Even if they change, it is usually for the worse. Why bother spending time on them?
知ったかぶりをする人
It would seem that an expert on all issues and a walking encyclopedia cannot hurt a company? Rich experience and diverse knowledge help them to quickly solve problems and find a way out of difficult situations. However, that is why such employees are harmful, primarily for growing business and companies creating new products and services. The best innovators are not experts but students. The original and successful solutions come to those who are not afraid to take risks, act intuitively, examine the strange, and implement illogical and irrational. During all this, the "know-it-all" will keep saying that the venture will work out and back up his or her words by hundreds of scientifically based arguments and examples from world history.
