Support time 第9集 不同位置不同腦袋
這集來信的案例
是一個公司裡的小主管
他們團隊進來了一個新人
在很多事情上讓原PO覺得無語
例如只會一個指令一個動作
不太會思考
也不具有職場上該有的常識
甚至有時手把手的教他
做出來的事情也會歪掉
原PO花了半年時間帶這位新人
覺得很挫折
但公司希望以留住新人為原則
盡可能不要辭退
所以原PO來信尋求解答
其實當我們在職場打滾多年之後
會學到很多社會經驗
這時再回頭看新進公司的菜鳥
就會覺得:
「天啊!怎麼出這麼多錯!
做事時不會多想一點嗎?」
谷阿莫也分享了他的觀點
認為要評估一個員工的能力
至少應該給三年的時間
他們公司裡也有個案例
有個新員工遇到瓶頸期
工作表現不佳
管理層多次討論該如何處理
但沒有打算開除他
最後這位員工克服了困難
現在成為公司內的王牌
所以谷阿莫認為
對待新人要給予更多的時間和耐心
如果給新人的指令會出錯
表示可能需要拆解成更簡單的步驟
或是更多的追蹤和輔導
我在這方面也有些經驗
在一間公司裡面
隨著職位高低的不同
需要給的指令詳細度也不同
對於基層員工
例如助理或生產線人員
就需要有標準流程
詳盡地告訴他們
每一步該做什麼
而對於高階經理人
老闆只需要告訴他們
一個模糊的目標或願景
他們就得思考規劃整件事怎麼做
(雖然有時候他們也會抱怨老闆太模糊!)
而在中間階層的經理、副理、團隊主管
隨著職位高低
需要的指令詳細度也會不同
這可能是為什麼
每間公司在徵人時
除了助理等基層職位以外
都希望新人有幾年的工作經驗
具有一些工作上的”常識”
在職場上
當上司傳達指令給下屬時
太過模糊或太過詳細
都是常見的狀況
通常我們可以透過討論和回饋
來進行修正
而不要期待上司是個完美的上司
如果是新進職場的新鮮人
用心和態度是很常被提到的
這指的是努力去觀察和思考
怎樣讓工作進行的順利
而不需要別人主動提醒
懂得這樣做的人
在職涯發展上會比較順利
畢竟如果你的下屬
只會一個指令一個動作的話
要照顧他也是件很辛苦的事情
(某些行業例外)
題目參考來源:
谷阿莫烙跑離開第一份工作，他也曾是一個什麼都聽不懂的蔡逼八｜莫名其妙EP195
https://www.youtube.com/watch?v=3RAJ2E8Tj7s
–English version–
Support Time Ep9. Different Roles, Different Mindsets
Today’s letter comes from a manager at a company who is feeling frustrated with a newcomer on their team. The newcomer only does what they’re told and isn’t sensible, and doesn’t think ahead. Even when the writer guided the newcomer step by step, mistakes were still made. After six months of mentoring, the writer felt frustrated. However, the company wanted to retain the newcomer, so the writer sought advice through this letter.
After working for many years, we unconsciously learn a lot of experience. So when we look at fresh graduates, their mistakes can be surprising, and we wonder, “Can’t they just think a little more?”
Mr. Gu shared his perspective, believing that evaluating an employee’s talents requires at least three years. He cited an example from his company where a member, initially not performing well, eventually overcame difficulties and became excellent. Mr. Gu emphasized that we should be patient with newcomers. If they make mistakes, it means we need to break down instructions into smaller parts, provide more details, and continue to check in and support them.
I also have experience with this. In a company, different roles require different mindsets, meaning the complexity of instructions they can handle varies. For entry-level employees like assistants or operators, we must provide every step to build a Standard Operating Procedure (SOP). In contrast, senior managers need only a vague goal or vision, and they will figure out the rest (though they sometimes complain that the directives are too vague!).
For people in intermediate positions, such as junior managers, assistant managers, or team leaders, the complexity of instructions needed depends on their roles. This may explain why companies prefer to recruit employees with a few years of experience, except when hiring for entry-level positions.
In the workplace, when a supervisor gives an order to their subordinates, it’s not surprising if the instructions are either too vague or too detailed. Usually, these issues can be resolved through discussion, rather than expecting a perfect supervisor.
If you’re a fresh graduate, you’ve probably heard a lot about attitude and initiative. This means you need to pay attention, observe, and think about how to complete tasks smoothly without constant reminders. Mastering this will benefit your career, as nobody wants to babysit an employee who only does what they’re told (except in specific jobs).