The mistake of many Vietnamese businesses is not focusing on establishing and maintaining discipline from the very beginning when establishing a company and when recruiting new people. When employees form bad habits and behaviors, then it is very difficult and difficult to fix.

The root of the problem is still education and Vietnamese culture has not been shaped industrial style even the opposite. Therefore, it is difficult or even impossible for businesses to fix this problem if they do not take drastic action.

SO WHAT'S THE SOLUTION ?

Here are some suggestions drawn from what companies in Korea, Japan and even Vietnam are applying to build industrial style for Vietnamese employees/workers.

1. New business/new factory

Establish and maintain discipline from the outset when starting a company and when hiring new people. Perform regular screening, weeding out those who do not comply with the discipline. Training and communication on disciplinary compliance, using violations and being severely punished as communication materials. An important point is that businesses need to form self-governing teams and team reward mechanisms to maintain common compliance.

Prevention is better than cure is the motto that best reflects this case.

2. For businesses already in operation

For this type of business, many people immediately think of training. This is not wrong, but training is a small part and the effectiveness is not high. The reason is that enterprises have let workers be undisciplined from the beginning and over time, it has become a habit.

An important solution is that businesses must implement a program to tighten discipline, and at the same time communicate so that people understand what to do and the consequences if they do not comply.

In the process of tightening discipline, enterprises must clearly determine that they may have to "change blood" 10- 15% workers because many people who cannot stand the strict disciplinary environment will voluntarily leave or be fired because of violations. frequent offenses. Don't feel sorry for these people because they don't fit the new policy anymore.

Some less violators need a policy of fines and reward cuts. At the same time, businesses need to have policies to encourage and reward individuals and groups who obey discipline and have good attitudes. At the same time, let's start to build industrial style, industrial discipline culture, teamwork (mechanism to reward the whole group if they comply well, punish the whole group if there is one violator).

Example 1: overcome lateness in meetings: Regulations who are late will be fined: fine = number of minutes late x number of people waiting x 1,000 VND or = 100,000 VND x number of blocks 5′ late. This money will go to the charity fund or the company's entertainment/entertainment fund (unofficial) and not the company fund. Leaders must set an example to pay fines without saying the reason. This penalty does not make the fined person uncomfortable because the money is not used for the company's work.

Example 2: do not use the phone during meetings. Before starting the meeting, all members put their phones in one place. Those who have to wait for important phone calls during the meeting must register in advance to be heard, but cannot hold the phone.

(These two examples are unwritten rules – a form of corporate culture that has been successfully applied in many of the companies I consult.)

Enterprises must also establish a system to ensure the maintenance of labor discipline.

Choosing to work in the low season will be better, less affecting production activities. Be fair in assessment and discipline, without favoritism, even family members.

With an already illegal environment, don't expect self-discipline. Only steel discipline can create an industrial style in the factory.

The source: Ngo Quy Nham – Strategy Director of OCD Management Consulting Company