How to manage senior employees who are uncooperative at work
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Will people encounter senior employees who act on their own, respond in a negative manner, and openly challenge authority? How should one manage such employees who refuse to cooperate?
It’s hard to manage; there’s no initiative left, and it’s useless to turn to anyone. You can turn to your supervisor, but you shouldn’t do so for every issue; moreover, supervisors don’t like it when their subordinates cause them trouble. To understand the root of his problems and address them appropriately is the only way to cure them.
I think the first is respect, and the second is mutual understanding. . . . . . . . . . . . .
It’s very simple: when there is work to be done or areas that need improvement, and it’s necessary to assign someone to carry out that work, ask a certain employee for their opinion and suggestions, and then have them take responsibility for assigning the right people to complete the task. (Fully respect senior employees as well as their skills and experience)
Hurry up and develop new talent, give him some free time so he can also think things through
Why bother with him? He has different opinions; let him carry out the work according to his own ideas. If he does it well, he will be rewarded; if he makes mistakes, he will be punished. Gradually, he will start to think carefully about things. Factories have rules and regulations, and the managers’ ideas aren’t necessarily always correct
For employees in the team who are capable but do not have strong performance, the only solution is to ask them to leave! What if I don’t leave? Stay on the sidelines; no work will be assigned to you, unless you have a strong mind (enough nerve), in which case stay there.
Based on what the original poster said, this senior employee should have a certain level of technical skill. When I encounter such people, if what they say is correct, I just let them take charge of handling the matter； If his objections are incorrect, then just ignore him; the world will keep spinning regardless, and things will go on as usual.
If it comes to talent, try to give them reasons to express themselves, showing that they have the capability to compete and practical experience; make an effort to incorporate their experience. If you’re mischievous and ignorant, get lost right away!
Focus on the actions rather than the individuals; experienced employees, having been there for a long time, can become more cunning, so performance should be used as a criterion for evaluation.