Discussion on managing maintenance staff
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Recently, during my inspections, I noticed that the maintenance staff are very lazy – they either sleep inside or play with their phones. What’s even more annoying is that when work needs to be done, they come up with various excuses. Do any of you have any good suggestions to help me out? (The maintenance staff include welders and fitters.) I want to put things in order soon. (I’m the equipment officer, and I don’t want the manager to have to worry about this.)
Evaluations can be conducted on a weekly basis to score fitters and welders based on factors such as work discipline, attitude toward work, technical skill, degree of completion, response time, etc. They are classified as excellent, good, or poor, or assigned scores ranging from 1 to 10, with these scores taken into account in salary assessments.
To boost the enthusiasm of maintenance staff, incentive mechanisms are necessary first, such as offering rewards for repairing and reusing existing materials or making minor improvements, so that they take the initiative to find things to do. If assessments are imposed solely, it will only increase hostility among them...
The treatment is fine; there’s no need to worry about that
I wonder what kind of company you are? If possible, it could be done on a piece-rate basis, with the cost specified for repairing each pump (provided that the maintenance cycle of the equipment in the company allows workers to have enough work to do, and prevents unnecessary repairs of the equipment)
1. Training plus assessment. 2. Work requires hours. 3. It is divided into chief inspectors, assistant inspectors, and maintenance workers. 4. Fitters and welders are not in the same category. 5. Able to understand drawings. 6. Can draw part drawings. 7. On-site management, safety management, equipment management, standard management, and employee competence. Wait
Set a workload, and there should also be assessments. Once it’s completed, you can do whatever you want as long as it’s not excessive (playing cards is not allowed). When the workload is high, it’s fine to get together for a meal or have some drinks； If it isn’t completed, points will be deducted and salary will be cut, and they have nothing to say about it.
Assessments are necessary; don’t view them as a way to impose fines. There should be both positive and negative incentives. The items mentioned on the third floor – such as labor discipline, work attitude, technical skills, degree of completion, and response time – are sufficient, and these aspects should be reflected in the monthly salary. Of course, we need to treat everyone equally
I guess the poster works for a state-owned enterprise, or maybe a large corporate group. Managing large groups is often inflexible, and over time this leads to various drawbacks.