Instruction

Pay special attention to the selection of personnel. Preventing conflict is easier than trying to resolve it later. Of course, professional qualities are important, but character traits must also be taken into account. Even if at the interview the applicant gives the impression of an arrogant, arrogant, aggressive person, then he should be refused a job. Also, do not hire someone who openly declares that at the last place of work he constantly came into conflict with the team.

Try to provide employees with comfortable working conditions. If a person is irritated because of constant troubles at work, inconvenient vacation time, low salary, etc., he is unlikely to be inclined to communicate friendly with the rest of the team. Pay special attention to the arrangement of the workplace. The table and chair should be comfortable so that by the end of the working day, employees do not suffer from back pain. Allow staff to bring things from home that are close to their hearts and arrange their own workspaces. So the office will become the second for employees, and the team will be perceived as a family.

Set up an office kitchen and lounge where employees can socialize in an informal setting. Let the interior of these rooms be cozy and even homely, so that employees can relax and talk not like colleagues, but like friends. Chatting over coffee during your lunch break strengthens relationships and helps people bond.

Be sure to hold common events: celebrate the New Year with the team, employee birthdays and other holidays, from time to time go on hikes or picnics together. Such events should not be turned into boring meetings that it is forbidden not to attend. Let the holidays be fun, and employees visit them with pleasure and of their own free will, and not by order. Design a booth and hang on it the names of employees who will have a birthday in a few days. Colleagues will be able to see this information, prepare gifts and congratulations, which will also help improve the psychological climate in the team.

Tip 2: How to create a friendly atmosphere in the team

Every independent person sooner or later has a job. She may or may not be loved. And relationships with colleagues are different. But in any case, spending working time in a friendly team is much more pleasant than in an unfriendly one.

Instruction

Have a corporate party. If you are in a position, then of course, you need to save face and take yourself seriously. But after all, no one will stop you from hinting to one of the activists that you haven’t celebrated holidays since a long time ago. And if you are not a leader, then you yourself can act as an initiator. It is usually not difficult to find a reason - it can be one of the employees, the approaching New Year, International Women's Day or Defender of the Fatherland Day ... In general, there are a lot of "red days" on the calendar. Involve as many people as possible in the organization, the joint unites and even the most reserved people are more open. By the date of the event itself, the team will already have a friendly atmosphere. But for this you will have to spend some time in troubles and spend a lot of effort.

Try to communicate more with colleagues. During the lunch break, you can have a snack or drink tea together and discuss some topics that are distracted from work. In the women's team, it is not a sin to gossip sometimes - this will defuse the situation. Give someone advice, just listen to someone. Of course, you should never impose your opinion. It is better to express it in a casual conversation. Constant communication will unite you with colleagues. So, it will create a friendly atmosphere.

Avoid conflict. Probably, everyone at work will find people who are able to build a scandal out of the blue. The company of such originals cannot be avoided, but it is quite possible to try to find a compromise. In general, you need to avoid "sharp corners" in relations with colleagues, otherwise it will not work to form a "warm" environment. If you manage to create a peaceful reputation for yourself, then you can become the very "center" around which the team will unite. And you will go to work with joy, knowing that friendliness and understanding await you there.

How to create a favorable climate in the team?

The manager should not isolate himself from the employees, it is important to understand the mood in the team in time. Employee incentives are a great way to create a positive environment and maintain healthy competition.

If employees know that they will be rewarded for their efficient work, they will do their best to fulfill their duties perfectly. Employees should also have the opportunity to discuss important work issues with the manager.

There are many definitions of the concept of "working environment", but in general it can be characterized as a set of conditions in which an employee performs professional duties. The situation in the office, the prevailing corporate culture, the temperament and character of employees, and management affect not only labor productivity, but also the loyalty of employees in the company.

Most employees of Russian companies understand the concept of "favorable climate in the team" as the possibility of implementing knowledge and skills, respect and goodwill of colleagues, as well as encouragement for a job well done by management.

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It is important to create such an atmosphere that each employee understands the importance of his contribution to the work of the whole team. The manager should hold meetings at least once every two weeks, where any employee can express their personal opinion on solving a problematic issue or improving the production process.

From time to time, a human resources officer, in-house psychologist or externally hired expert should conduct an anonymous survey of employees in order to determine job satisfaction.

The manager should encourage respectful, trusting, fair attitude of employees to each other. It is also necessary to ensure that conflicts and problems are resolved constructively. When people feel that they are recognized and encouraged in the company, this forms a positive attitude towards the organization, their work and colleagues.

Dedicated to builders of special climatic zones…

The sight of a concerned manager coming to work causes nothing but nausea among employees.

It sucks if in the morning you have nothing to talk about with employees, except for work, or you grind out topics for such a conversation.

Is there a wheel to walk in front of employees? To poison jokes?

You can't motivate people without talking to them CONSTANTLY.

“Why should I love employees? That's why I have a family."

For seven years I managed a St. Petersburg company "House-Laverna". It is one of the leading retailers of goods for renovation and interior design. The company's stores operate in the premium price segment, presenting their customers with wallpapers and decorative fabrics, sanitary ware and bathroom furniture, ceramic tiles and mosaics, flooring and lamps.

In seven years, I managed to do a lot, but I consider my most important achievement to be that I managed to create something in the company that is the most inconspicuous of all, something that managers, as a rule, do not pay attention to at all, but without which the effect of the most recent managerial " toys” is significantly lower than planned. I'm talking about the ATMOSPHERE. About the very atmosphere, the presence of which makes a person go to work with a smile and work without losing a good mood.

The presence of such an atmosphere a few years after the start of my stormy activity was noted by all the people who came to our office. Our colleagues even called it (the office) a sanatorium, although we worked no less than they did. So what is a positive atmosphere, why create it and what to do for this - I tried to write about this here.

So you go to work. What is your mood? If you enjoy your work, the mood is usually upbeat. And the closer you get to your place of work, the better your mood. And it does not depend on the feeling with which you left the house. Perhaps there (at home) something upset you or annoyed you, but the closer you are to your place of work, the better your mood. This is the case, of course, if you like your job (if you don’t like it, quit, because there is nothing more regrettable and dangerous for business than a manager, especially a top manager who doesn’t like his work).

So, you like your job and you're happy to go to... Well, I don't know what you're going to, let's call it the strange word "office." You open the door, enter and ... see your employees who came to work before you. Your mood rises even more because you see faces that please you: the faces of people who work shoulder to shoulder with you every day (even if they are not your direct reports), the faces of people, most of which (if not all) you personally were hired. Dear faces.

... how do you not know?

Don't you know that this girl was going to the theater yesterday, and the guy left to meet his mother?

You ask: how could you know this, because these are not your direct subordinates ... You left work so late yesterday ... You had such a difficult day yesterday that you simply had neither the opportunity nor the time to get information about the plans of your employees who (you emphasize again) and are not your direct reports.

Shit...

It really sucks if in the morning you have nothing to talk about with employees, except for work, or you grind out topics for such a conversation. It is very bad if you do not know the interests of your fellow workers. Oh, you know what hobby your CFO has! You know that the logistics director is great at bowling and the commercial director is a stamp collector! Well, my friend, if you don't know that...

I insist that the top manager MUST be aware of the interests of his employees. Preferably everyone, not just the closest. And how are you going to create an ATMOSPHERE in the office without such knowledge? I appeal only to those who intend to create it. Is there a wheel to walk in front of employees? To poison jokes? Even if you really go and poison, this is not enough to create an ATMOSPHERE.

More than 40 people worked in the central office of Dom-Laverna. I responsibly declare that I knew about the attachments of each. Naturally, about those attachments that people considered it necessary to tell me about. But after all, no one requires total digging in the heads of employees. If a person shares information about his hobby with you, this is already good. But not enough for complete happiness. It is necessary to remember this information and carefully use it to create a feeling of comfort at work for each specific person. After all, if you know that the management is not indifferent, if you know that your interests are not indifferent to the management, you want to work in this particular company with this particular leader more.

It is even better if you share the interests of your employees (a group of employees) or, moreover, share your interests with them, not only talking about them, but also inviting them to participate.

For example, I am very interested in ceramics. Not collecting, but making. With my own hands. I like to come to Oranienbaum in the House of Anzhu to my good friends Karlykhanov and sculpt something from clay together with the same “ceramist artists” like myself. It seemed to me that such a pastime might be interesting for my employees, and I invited them to go together one weekend. The result exceeded all expectations. People really liked both the process and the result. And it didn’t hurt to look at each other in an informal creative atmosphere. In such unusual circumstances, you always notice something new in your comrades, something very good, which you have not seen and, perhaps, could not see in a routine working environment. And they notice something new in you...

I am proud that on the desktops of some employees of Dom-Laverne there are still products made by their own hands in the wonderful Anjou House.

Another example. Despite my not volleyball growth at all, I really like to play volleyball. And I managed to infect almost half of the office with this game. Moreover, everything was professional, with a coach, in an adult way. After a couple of years of general classes, of course, the majority stopped walking: the gap in the class of the game began to form too significant. But the fact remains: both during the total passion for volleyball and after it, all the people who participated in this process felt unity not only because they were employees of the same company.

When you understand what a thrill it is to create an ATMOSPHERE in your own office, when you yourself begin to get a thrill just from the very fact of being in such an atmosphere, you will definitely want to expand your “zone of influence”. After all, for many of you, business does not end only with the central office. There are also remote units. In my case, these are stores dear to my heart. Stores that still employ wonderful people, the most wonderful of which are the directors. They are 100% "my people". Each of these charming women (and Dom-Laverne stores are now run exclusively by women) is brilliant at creating a wonderful climate in her store. And I am proud that I myself played a significant role in creating this climate, especially at the beginning (2002-2004). I went to the shops as to the front line. After all, it is there that the sacrament of turning our goods into buyers' money takes place. It is there that our goods become the property of the buyer, and the buyer's money goes to the company's cash desk. This is the quintessence of the work of the entire company. Of course, I do not belittle both the role of preliminary preparation (search for a product, its selection, negotiations with the manufacturer, etc. etc.), and subsequent activities for the delivery of the product to the buyer and its installation (if necessary). I am in no way belittling the role of the so-called "service departments", which are not involved either in the process of product distribution or in the implementation process (for example, accounting or financial and analytical department). But it is in stores that the main event takes place: the exchange of goods for money.

Therefore, a large amount of time myself and my more advanced colleagues in the field of personnel management, Nina Kiryukhantseva And Oksana Servatovich, devoted to creating an ATMOSPHERE in stores. Our efforts have been rewarded a hundredfold.

We really, together with the directors, managed to create TEAMS. Teams of like-minded people aimed at achieving a GENERAL result, which is extremely difficult in such a trading system, where, in fact, each seller works for himself.

I know a large number of stores in different areas of retail, where sellers treat each other as competitors only. I know of networks where top management specifically, purposefully pursues a policy of "divide and conquer" in relation to the sales staff. Where competition between vendors is cultivated and enforced, if you will. In D-L stores there was and is an element of competition between sales managers. Otherwise, it is impossible in such a sales system, when the manager "leads" the customer's order from the moment of acquaintance with him until the moment of the actual transfer of the goods. They are together: the buyer and the sales manager go through long and sometimes painful stages:

1. actually choosing a product or a group of products, often selecting them from catalogs, which imposes increased responsibility on the seller, since in this case the buyer does not see the product itself, but only its image;

2. ordering the selected product at the manufacturer's factory or supplier's warehouse (of course, the commercial department specialists who contact manufacturers and suppliers take the most active part in this process, but the sales manager and only he is responsible for the result to the buyer);

3. delivery of goods to the company's warehouse, checking its quality and completeness;

4. delivery of goods to the store for transfer to the buyer or directly to the address of the latter.

All this time, it is the sales manager who is responsible for ensuring that the buyer is satisfied with the quality of the selected product, the delivery time, and the communication process itself. Since the sales manager for the buyer is an extraordinary and authorized representative of the entire Dom-Laverna company. He is the face of the company. According to him, according to his professionalism, accuracy, clarity, responsibility, goodwill, the buyer will judge the company as a whole. That is why I think it is absolutely fair that the salesmen at Laverne House are called MANAGERS. But, it is quite clear that such an “individual” sales system in itself generates a number of conflicts. Someone "got" a rich buyer, one complex order of which allows the manager to fulfill the monthly plan. Such a buyer cannot meet someone in any way, and he is forced to process hundreds of orders in order to fulfill this notorious plan. Someone is "lucky" and an expensive product ordered by the buyer is in the supplier's warehouse in St. Petersburg or can even be sold from the exposition. And someone will wait for the goods of “their” customer for three months, sometimes receiving conflicting information from different authorities about the status quo of this product, while remaining obliged to keep the buyer aware of where and in what condition his thing is. There is still a lot of reasons for conflicts and envy, which in the end can lead (and in most retail structures known to me leads) to, to put it mildly, an unfriendly attitude between sellers.

This hostility has been avoided. On the contrary, we managed to create teams of professionals aimed both at fulfilling their own plans and (and this is above all!) And at fulfilling the plan of the entire store. What did it cost?

Dear…

I think Nina Kiryukhantseva and Oksana Servatovich will someday write their own books about how we did it. I don't know of any company that has been so fussy (sorry for this word, but it very accurately reflects the process) with the staff. In which such a number of trainings would be held both for ordinary sales managers and for middle management (administrators of trading floors, commodity experts). And Nina and Oksana, in my opinion, did not part with the directors of the stores at all.

Perhaps many of you reading this article will say that it's all about the motivation system of store employees. Like, it all depends on the weighting factors: this is how you set them up - the seller will focus on the implementation of an individual plan; if you set it up differently, it will go out of your way to achieve the fulfillment of the plan by the entire store (help those who are lagging behind, for example). In fact, the motivation system is really extremely important. But I warn you against overestimating its importance. Essentially, all of these retail weights come down to one simple truth: the better EVERY salesperson performs, the better the store performs. Everything is simple and there is nothing, especially, to fence the garden. The subject of my pride is the creation of TEAMS in each store. Teams headed by directors, and consisting of all members of the team. Each trading floor had both star managers and trainees. But they were all part of a TEAM. The stars became mentors to the trainees and genuinely rejoiced (it's true!) when the trainees turned into even brighter stars than their teachers. Moreover, we managed to build such a system in which the stars demanded (!) That an intern be “attached” to them. We managed to build a coherent system for transferring successful sales experience. We made full use of the fact that the stores were not disparate retail outlets. We had a SYSTEM of stores, so the transfer of best practices, seminars, trainings were carried out at the system level. That is, the positive experience gained, say, in a store on Veteranov Avenue, almost immediately became the property of employees of all other stores.

In addition to the variable part of the salary, which depended on the implementation of the plan, all managers had salaries. Salaries, in turn, depended on the category. The highest salaries were for sales managers of the 1st category, the lowest - for managers of the 3rd (not counting the trainees, of course). The manager received the 3rd category if he successfully passed the probationary period and passed the appropriate tests on the knowledge of goods, the ability to communicate with visitors, and demonstrated sales skills. To obtain the 2nd category, it was necessary to fulfill an individual plan for at least 6 months, plus perform a few more feats. The first category was awarded to units that were not just real sales stars, but also brought up successful managers from interns.

The categories were assigned by the attestation commission in the interview mode with the applicant. I know that a similar rating system exists in many networks. I know that the general directors of networks are often mandatory members of such commissions. I also know that not all the top officials of companies and not always take part in the work of such commissions.

In my seven years at Dom-Laverna, I never missed a single one.

First, the work (and not just the presence) of the CEO in the certification committee emphasizes the importance of the ongoing event. Importance for everyone: both for applicants and for other members of the commission. Our obligatory members of the commission, along with the general one, were: the director of the “certified” store, the director of another store, a representative of the personnel service and the head of the product line that the person being certified represented (sales managers were divided into product lines, because it is impossible to know the entire range by heart "Dom-Laverna" and be able to equally successfully sell wallpaper, and plumbing, and lamps, and floors, and tiles).

Secondly, it was interesting for me to assess whether the level of this or that sales manager really increased or it only seems to him (I could appreciate this, because I knew almost all of my salespeople personally).

Thirdly, it was interesting for me to see how a person behaves during certification, that is, in a stressful situation, because he must work daily in a similar mode (imagine choosing a product with a buyer for several hours, and sometimes several days - this crazy stress!

Fourthly, I was generally interested in everything! I loved my job and my employees. And I did not consider that at the certification of "simple sellers" I wasted my precious time, which I could have spent more profitably, dealing with issues of intergalactic importance. I thought and still think that the most important issues for a top manager are those related to motivating people. And you can't motivate people without talking to them CONSTANTLY.

So, there were often certifications in which sales superstars did not receive the first category just because they did not care about the team. Less often, but there were events when a sales manager of the first category lost his star category and returned to the second one because he began to deal only with himself, only with his own sales, spitting on helping the team, on educating newcomers. And this is not socialism, not the imposition of equality. This is support for the team spirit, the development of which we paid great attention to. That is why it was possible to create an atmosphere in stores in which people worked smiling.

I don’t overestimate my personal participation in creating such an atmosphere and in general in working with the store staff, but somehow Ekaterina Stankevich, who at that time worked as the director of two Dom-Laverna stores on Nevsky Prospekt, jokingly called her team “Fan- the Tsivina Club. And this assessment is worth a lot.

I know that many managers are somewhat wary of friendships between employees. I have never been against such friendship. If someone thinks that friendship creates the prerequisites for possible abuses (conspiracies, etc.), then I assert that it is exactly the opposite. I affirm not from scratch. I started my career at the Uniland company, known as the "forge" of personnel, as vice president of loss prevention. Therefore, I know firsthand what fraud is, what paths lead to it. So friendship (friendship) is the longest path to fraud. Especially the friendship of employees working in the same TEAM. I guess it's easy to see why. And if it's difficult - ask me, I'll explain in person.

Conclusion: we create a warm, bright, friendly atmosphere, not only because it is more comfortable for us to work in such a unique microclimate. And we create it:

As a guarantee of business security (the atmosphere of cooperation creates obstacles for fraud);

As a guarantee of high efficiency of employees' actions;

As a guarantee of creativity. Such an atmosphere encourages courage in making decisions. Creativity is unthinkable without courage. And without the creative approach of everyone, it is extremely difficult to achieve a high result in general.

However, the main internal “driver” of a manager who creates a friendly microclimate in his team is always not common sense and sober calculation, but love for people. In conversations about work with my wife, I often referred to my younger workmates as “my children.” Not in the sense that he equated their mental abilities with children's, but in the sense that he treated them as his children. And in the opinion of his wife, even better than to his own child.

I know one manager who says: “Why should I love employees? That's why I have a family." I know how this man is treated by his employees. I don't want to be treated like this. Love people. Do not close in your top-management group meeting. Take an interest in the lives of others and then

You will discover a lot of interesting, sometimes unexpected things,
You yourself will become more interesting to others.

So, the ATMOSPHERE is created by the leader if and only if he:

Himself in a good mood, and willingly shares it with others;
Knows about the interests of a large number (ideally - all) ordinary employees;
Himself “lives interestingly”, has one or more hobbies;
Shares his interests with employees (not only with the closest subordinates, but with the maximum number of ordinary employees);
Involves them in his hobbies, and allows himself to be drawn into their hobbies;
He takes an active part in organizing and holding corporate events from a banal trip out of town to New Year's Eve parties;
Something else? Add yours.

In conclusion of this article, I must warn the builders of the atmosphere: attention! Do not overdo it! In everything you need to observe a sense of proportion. You create the climate in the team, and you must precisely regulate it. Everything that I said above does not negate subordination, discipline, exactingness and firmness. Don't forget that shareholders don't pay you money for creating a friendly atmosphere at work, but for achieving concrete results. The atmosphere is not a goal, but another means to achieve such results.

Good relations with employees should not be allowed to turn into familiarity and familiarity. In no case should you curry favor with subordinates, seeking their location. This is even more dangerous than constantly yelling at them.

At work, an adult spends most of his active time and constantly increases the number of working hours. According to the annual report of the Organization for Economic Co-operation and Development (OECD) on work and employment, in 2017 each working resident of our country spent an average of 1980 hours at work, which is 6 hours more than in 2016. Imagine, a third of the almost 6 thousand hours a year that are not occupied by sleep, we work. The task of any employer interested in attracting and retaining professional employees is to create such a working atmosphere in which the team will work comfortably and efficiently, achieving the business goal. How to do it - Natalya Fefilova, Development Director of 404 Group, told and shared her experience

One of the main principles that guides us in the company says that everyone should be satisfied with themselves and their work. We do not just want to see excellent professionals in the company - it goes without saying, we strive to ensure that people are satisfied and happy in their jobs. By implementing this principle, we strive to create a comfortable atmosphere, providing conditions for growth, development and self-realization. We use four main ways to improve the atmosphere in the team.

1. Lead by example

The atmosphere is created by people, first of all, these are leaders. If you want to see lightness and optimism in the team, but you yourself walk around gloomy and drooping, then nothing will work out. Ideally, a leader should lead by example in everything from public behavior and professional competencies to solving non-standard situations. No wonder they say that a good leader shows how to do it, and a bad one only tells. Thus, the boss himself must take the first step towards creating a comfortable environment. The actions of the leader will not go unnoticed in the team - his goodwill will positively affect their behavior. Of course, we all have different leadership styles, we use different tools in working with employees and in different ways achieve our goals, however, our openness, our willingness to contact, the ability to give feedback and high emotional intelligence allow us to create an environment in which comfortable for each of our employees.

2. Know your needs

The basic law of marketing is: find the customer's need and satisfy it in the best possible way with your product or service. The same law applies to employees.

Listen to what people want, understand what is important to them, analyze their requests. An employee whose needs are satisfied will always be satisfied and will work in your company for the longest possible time. Get more feedback from the team.

In our case, the team consists mostly of young IT specialists. One of the important needs is professional development. They can be offered interesting tasks, select mentors, use an adaptation system, offer training. That is, to do everything to make it interesting for them to develop and apply their knowledge in practice.

If a person wants to move to another department and try his hand at something else, then you need to help him change his specialization. In this way, low staff turnover is achieved, and the employer receives an established team in which everyone is comfortable with each other.

3. Set the rules

Another indispensable attribute of a good environment is transparent rules of work. Every person should know and understand them correctly. When we work in a single information space, when we understand exactly what is possible and what is not possible, this creates inner comfort and allows us to avoid difficult situations. These can be oral rules that are passed on to new employees from supervisors and mentors, or formalized rules, for example, in the form of a memo. When an employee knows what is expected of him, it is easier for him to work.

Practice shows that well-established communications are one of the indicators of a truly comfortable environment. Everyone knows each other, understands the work processes. One of the good tools for improvement is the regular release of a corporate edition, especially for large teams.

4. Improve conditions

And the last item on the list of creating a comfortable environment at work, but by no means the last in meaning, is the office space, which should be advanced, modern and comfortable. Plus, additions to the office in the form of a kicker, game consoles, fruits, coffee and tea, gyms with showers and other “amenities” that were not previously associated with business, but in just a few years took their rightful place in offices. Startup culture is increasingly infiltrating big businesses that strive to create the most homely environment in their offices, providing employees with everything they need in one place: from lunch and breakfast to yoga trainers.

Creating an atmosphere of drive in the team. The psychological climate in the team: what is it. Formation of a favorable climate. Be loyal to your employees