Chemical Production Control Room

Compile the materials that employees need to learn into a booklet, which serves as standard operating procedures that employees are required to master; thereafter, assessments and checks are conducted. Those who meet the requirements can receive their normal bonuses, while those who do not will have part of their bonus deducted. After that, all new employees must master the operational requirements before they can take up their posts.

Select employees who perform well and are eager to learn* for positions with favorable conditions and key responsibilities, rather than assigning roles based on personal relationships

In fact, similar situations exist in various factories. We also adopted an evaluation system in the past, giving rewards to those with high overall performance and offering no rewards to those with the lowest scores. However, problems arose during implementation: employees considered this money to be additional income beyond their salary, so they didn’t care whether they received it or not, and as a result, the evaluation system became a mere formality. Later, it was also tried to have the best learners in each team teach others in order to foster competition, but the results were mediocre. Following the large-scale layoffs this year, it is possible that the remaining employees will be transferred to work on other projects, which has sparked interest in learning*. To put it simply, reward systems are not very useful; measures will only be effective when they relate to one’s own immediate interests: such as fines! !

Here, those who don’t perform well in their studies or exams have their salaries directly linked to their performance; the salaries are divided into four categories, and so are the assessment results – that’s all there is to it. If it’s only the bonus that differs, it really isn’t that useful.

There’s nothing to do; they didn’t keep a proper watch at the entrance! How can you expect someone who didn’t even do well in school to be trained in a factory?

I fully agree with the summary on the attitude towards employee training given by the person on floor 5. Nowadays, employees born in the 1990s don’t take rewards or penalties of just a couple of hundred yuan seriously; it’s only by, as suggested by the person on floor 6, categorizing employees into three or four tiers based on their learning abilities, work attitude, and daily performance that we can boost their motivation and sense of responsibility. However, first of all, the boss and managers need to pay attention to this matter, consistently supporting and overseeing employee training and education. Secondly, the assessment and supervision systems need to be improved; otherwise, it will be very difficult to enhance employees’ capabilities.