Treat employees as adults -- not children.Work rules are important. As in society, rules are important to protect the safety, comfort and serenity of individuals from each other. But they should be adult rules. Physical and verbal abuse are clearly verboten -- because they affect the safety and comfort of others. But so are unplanned absences and tardiness. These cause unnecessary stress for those who have to pick up their workload and cover for them.Whatever the rules, they should be clear, precise -- and minimum. They must be uniformly administered -- applied as equally to your star engineer as to the new-hire on the assembly line. They should be documented in an "employee handbook" (which need be no more than a few sheets stapled together) which should be given to each employee and all new hires. And each rule should include not only the rule but the "why". Keep in mind that the primary purpose of these rules is to protect the safety and comfort of your employees -- only secondarily to protect your company. Before freezing the handbook, talk over the rules with your employees. If they have trouble with some of the "whys", either convince them or let them convince you.Avoid paternalism.Almost every beginning entrepreneur falls into the paternalism trap. Your company's growing. You're starting to build up some extra cash -- and you want to share your success with your employees. That's cool. They've contributed to that success and they should share in it. What's not cool is then starting to believe that since you shared with them, they "owe you".All an employee owes you is a good day's work for a good day's pay. Nothing more. Nothing less. You can't "buy" warm-fuzzies like loyalty and devotion -- even at 20 times the going wage!If you want to share the company's success with your employees, do so with random bonuses when you have extra cash. And be certain that that extra cash cannot better be spent in "growing" your business. You'll be doing your employees a much greater favor by expanding your business -- creating more challenges and opportunities for them -- than by simply doling out cash -- if the business can be reasonably and safely expanded.Avoid timed bonuses. All "Christmas" bonuses after the first will become not "bonuses" but "expecteds". And distribute the bonuses in equal amounts or, at worst, proportionate to pay. Any taint of favoritism will not only obviate any good-will you intended -- but drive it firmly negative.
參考答案:成年人对待员工--没有孩子. 工作规则很重要. 在协会的规则来保护重要的安全、舒适与安宁的人相处. 但成人应规则. 显然体力和辱骂verboten--因为影响他人的安全和舒适. 但我觉得,原计划延误. 这对那些造成不必要的压力上升,掩护他们的工作量. 什么规则,他们应该清楚、准确--与最低. 要统一管理--同样适用明星工程师为你新聘请的流水线. 应记载有"员工手册"(不需要多张数及机),应给予每一个员工和新员工. 不仅应包括与每个规则的规定,但"为什么". 记住这些规则的主要目的是保护职工的安全和舒适,你--只有类保护贵公司. 在手册冻结、规则与员工对谈. 如果有麻烦的次"为什么",或者是说服他们,让他们相信你. 家长避免. 几乎每一个企业家开始落入陷阱的统治. 贵公司的成长. 你开始建立一些额外的现金--你想和你的成功与员工分享. 那凉. 他们帮助我,而且要分享它的成功. 什么也不是那么冷自认为与你分享,他们"有你". 所有雇员有一天你是一个很好的工作,好一天的工资. 事情就是这么简单. 做到这一点. 你不能说"买"暖如忠诚、奉献fuzzies--甚至会在20倍工资! 如果你想分享该公司的成功与员工,这样做随机奖金等你有余钱. 与肯定,更不能动用额外的现金"越来越"生意. 这样你就会有更多员工扩大自己的企业青睐--创造更多的机会和挑战--不是现金,甚至干脆--如果能够合理和安全业务扩展. 宜避免奖金. 所有的"圣诞节"后第一次奖金将不会成为"奖金",而是"expecteds". 奖金分配和等额或在最坏的情况下,适度缴纳. 任何污点看好不但排除任何善意的你--但它坚决否定驱动.
