Shenzhen, Guangzhou, Shanghai and Beijing, countless people flock to these cities with high-rise buildings and rapid development every day, with their colorful youth and dreams; At the same time, countless people were thrown out of this dazzling and cold concrete forest, dragging their shriveled and scarred bodies and bitter bags. For many years, cities have been like "juicers" of youth, building today's prosperity with the sweat and wisdom of countless people. Finally, when the demographic dividend is no longer 80, 90
After gradually becoming the backbone of management and the core employees of enterprises, people find that the extensive management in the past can no longer adapt to the new era.
Then, for many small and medium-sized business owners, can building a caring "family culture", creating a growth ladder and an all-round incentive system really help them bind core talents and achieve lasting success?
Massage the mind has a miraculous effect.
From Foxconn's several jumps in the past few years to the recent "three-line resignation letter contest" widely circulated on the Internet, many private enterprise bosses often lament that employees born in the 1980s and 1990s with distinctive personalities are difficult to manage. In fact, the new generation of employees is not difficult to manage, they just need more care and room for growth.
Many export-oriented private entrepreneurs have accepted Korean-style management and desktop management. When they start a business, some people actively promote "family culture", pay attention to employees' feelings and help them grow, while others unconsciously follow a simple, rude and even condescending management attitude.
Kazuo inamori has always emphasized the importance of attaching importance to employees' "mind". If an enterprise only pays attention to the body and ignores people's thoughts, then employees will leave sooner or later. It is not only applicable to the new generation of employees, but also to the old employees of enterprises to keep close to the hearts of employees with caring "family culture" and give full play to their wisdom. Everyone is eager to realize the stage of personal value. A few years ago, the post-60 s and post-70 s employees were easy to manage, not because they didn't need to be respected, but because they sacrificed a part of their self-esteem and personality and exchanged opportunities for survival and development in the seller's market with few job opportunities and fierce competition at that time.
In Shenzhen Qicaitong Company, Chairman Yang Xiuquan gave employees a stage and opportunity to show their talents through the "amoeba" model, so that every employee could become the protagonist, create a passionate group, achieve business goals by virtue of healthy competition, and let the enterprise continue to grow and develop.
Joint resources 3A
Dr. Liu Chengyuan, the consultant chairman and expert, believes that traditional industries can be built forever as long as they are done with heart. Dr Liu's friend Hu Dong is the owner of a printing and dyeing enterprise in Mianyang, Sichuan. He thinks he is a big brother and treats his employees like brothers and sisters. He always uses all kinds of brains for the growth of employees and the happiness of his family, and adopts all kinds of methods to combine hard and soft to make employees form good habits. He asked employees to take part in sports after work, invited the PE teacher to play Tai Ji Chuan at six or seven in the morning, and played ball games for half an hour after work in the evening. At first, everyone was ungrateful Hu Dong can only guard at the entrance of the dormitory to urge, and even write personnel regulations to force employees to attend. After employees get into the habit, they don't exercise or play ball, and they feel uncomfortable. He "forced" the employees who smoked to fill out the application form for quitting smoking, and then asked the employees' wives and children to sign the application form and be responsible for supervision. No matter how stubborn the "smokers" are, they all handed over their weapons and were well received by the employees' families. In addition, due to the limited scale of the company canteen, it is necessary to eat in batches. The company arranged for front-line employees to eat first before it was the manager's turn, and Hu Dong lined up to cook for himself. After a long period of persistence, a harmonious and warm "family culture" has gradually formed.
"The management of skilled employees should be people-oriented." Lu Qun, chairman of Great Wall Huaguan, said: "Both the founder and the senior management team sincerely respect each of our employees and have a very harmonious relationship. Usually everyone is talking and laughing in a good atmosphere. When you respect people in your bones, you have all kinds of respect measures. I think corporate culture is more important than money and equity incentives. " The Great Wall Crown not only provides employees with the best office environment, space and atmosphere, but also gives young employees opportunities for training and development. There is no seniority, intrigue and complicated interpersonal relationship in the company, so that employees can work with 100% peace of mind. Lu Qun believes: "If an enterprise has good values, it will have a people-oriented corporate culture."
Equality, respect and humanistic care are the core of family culture. It is not difficult to create a warm atmosphere and a "family culture" in the enterprise. The key depends on whether the boss does it with his heart. For enterprises with less than 100 employees, Dr. Liu suggested that the boss interview at least 20 employees every month, instead of talking about work performance, so that employees can talk about family, life and work problems, understand their dynamics, help them solve problems and do "spiritual massage" for employees. If there are a large number of enterprises, interview can be regarded as a compulsory course for middle and senior managers. Through "mind massage", not only useful information can be collected, but also employees can often spit and dump "garbage" to eliminate negative emotions. You can also find hidden dangers in management in time through employees' discerning eyes and solve them as soon as possible, so as to avoid the ruin of the ant nest.
In the case of imperfect medical insurance, in addition to commercial insurance, Dr. Liu also suggested establishing an "employee serious illness fund" within the enterprise. Deduct 5 yuan from employee's income every month? 10
Yuan, the company will regularly supplement some funds. "Everyone collects firewood and the flame is high." This fund can play an unexpected role when employees or their families suffer from work-related injuries or major diseases. Even if the fund has not been used, it is also a guarantee for every employee.
Building a growth ladder Many bosses and executives of manufacturing enterprises whose factories are far away from the city center are puzzled: Why is it difficult to recruit ideal core employees? Why do the recruited airborne troops work for a short time, make no achievements and walk quickly?
Although talents are the core competitiveness of enterprises, most business owners have more management consciousness than the management mechanism of cultivating talents, and always emphasize ROI (return on investment), that is, the short-term input-output ratio of employers. However, the business operation cannot be in a state of fire fighting forever, and the boss will get more and more tired until he gets down.
How to make good use of airborne troops?
Regarding the dispute over whether the company's core employees should be trained internally or recruited externally, Wang Wei, CEO of Zhanlveda Consulting, thinks that it depends on the stage of enterprise development. Some enterprises are developing rapidly, and there is no talent supply chain inside. The more talents are used, the less they can be supplemented by external recruitment. However, foreign talents need a long running-in process in terms of culture, loyalty and complementary ability with the original personnel. If you don't run in well, it will become "torture".
When recruiting core employees, the boss must be prepared in the following three aspects: first, improve his leadership, give more time and space, and help airborne troops better integrate into the enterprise, instead of blindly forcing them to get immediate results, which is neither realistic nor fair to airborne troops.
Second, we can't just blame the airborne troops. Before complaining about the uselessness of airborne troops, the boss should reflect on the problems of his own enterprise. Why can't this big tree live when transplanted into your soil? Maybe it can survive in other enterprises?
Third, entrepreneurs should not only have strategic awareness of management, but also focus on the long-term, especially for the phased echelon training of talents, which should become a strategic task. In the medium and long term, it is necessary to train these talents through internal recruitment.
Yang, general manager of Shenzhen Glass Products Co., Ltd. shared a successful case. When the boss of a construction enterprise invites paratroopers, let him come in as an ordinary employee, get familiar with the situation first, and then promote him to be the marketing director. However, the salary has always been paid according to the director's level, and the final result makes everyone very satisfied.
How to cultivate talent echelon?
In the case of urgent need for employment, external employment is essential, and the comprehensive calculation of this recruitment cost is definitely higher than that of the talent training echelon. The boss should strengthen the hematopoietic function of enterprise talents, gradually train the students who have just graduated from school into the backbone, and then lead the team manager, from the manager to the director who manages the business. Each stage of training is different, and the ability is also different. If this mechanism is not established, the talents of enterprises will be less and less used.
To improve the management ability of core talents, we can send them to business schools for further study or internship at work. According to the survey data, 56% of professional managers want to improve their management ability systematically, and 34% think they can learn management by doing.
Because of the need of cross-regional business expansion, many enterprises continue to transport promoted excellent employees from headquarters. If they have not received proper training before changing jobs, this person is likely to fail to meet the company's expectations because of lack of ability. It brought a lot of trouble to the company, but it also caused great economic losses. When training talent echelon, we should have forward-looking intervention means, such as job rotation, or transfer to deputy positions in advance for practical exercise.
When training core executives, Wang Wei suggested that the most practical thing is to establish a rotation system. If you want to promote a technical R&D manager to be the general manager of the branch, the enterprise should put him in the sales department for two years in advance, so that he can enhance his business awareness, master the sales point, establish the overall concept, and complete the empowerment and role transformation with less cost.
Companies with a certain scale can recruit some high-quality management trainees from undergraduate and business school MBA graduates every year and put them in rotation in various basic positions.
After the year, a group of core executives and backbones with strong ability and high loyalty were trained and selected. Only with flowing water from the source can we establish a talent echelon. Nowadays, many family businesses train successors in rotation.
Just as Wal-Mart's employment principle from "acquisition, retention and growth" to "retention, growth and acquisition" is not a word game, it truly reflects the changes in the company's employment guiding principles and pays more attention to cultivating and selecting outstanding talents from the original employees. Although it takes a relatively long period to establish a talent echelon, the loyalty and stability of employees are greater.
At Great Wall Huaguan, employees at different levels have their own career plans. According to everyone's situation, the company arranges corresponding training plans at Huaguan College. The course is divided into four levels: new employees, ordinary employees, management cadres and senior management cadres. There are courses such as automobile R&D management and enterprise R&D technology every week, and senior executives participate in strategic training. With such a unique training mechanism, the talent echelon project is perfect.
How does the boss improve leadership?
After many small and medium-sized business owners are eager to learn management, they constantly recharge their batteries and improve their leadership by participating in various salons, forums and trainings. According to the survey data, more than 70% of the bosses interviewed spend more than 1 10,000 yuan on personal training every year, 48% of business owners hope to improve their leadership systematically, and 39% think they can learn management while doing.
After Yang participated in the coaching management training, he asked questions in the interview with employees through coaching, so that he could understand what he really wanted, and then quantified and decomposed the goals, and the communication effect was immediate.
Wei Wang pointed out that the founders of enterprises, whether from technology or sales, have management shortcomings to some extent. In addition to introducing executives with complementary abilities when forming the core team, they also hired CEOs with rich management experience.
Counseling is the most direct and effective way to improve leadership. Through this kind of interaction, feedback and guidance with the coach, the boss's decision-making ability and strategic awareness can be improved in a short time.
Equity +n all-round incentive
Wealth is scattered, wealth is scattered. "Niu Gensheng, the former chairman of Mengniu, shocked the bosses of many large and small enterprises. When "equity incentive" becomes a hot word in the mouth of bosses of domestic large and small enterprises, 20 13
At the end of the year, "World Manager" specially launched "Do you want to own the equity of the company? The online survey attracted the attention of nearly 5000 professional managers and business owners, and more than 1000 qualified questionnaires were collected.
Results More than 80% of professional managers answered "Yes". They hope to bind their own development with the future of the company through equity or other means to create a lasting spiritual Covenant.
"shareholders' rights"
Drive) is an incentive way to give business operators certain economic rights by obtaining company equity, so that they can participate in enterprise decision-making, share profits and take risks as shareholders, thus serving the long-term development of the company diligently and responsibly. Simply put, it is to let employees change from migrant workers to partners to participate in the company's development, think with managers' thinking and serve the company wholeheartedly.
Huawei's virtual equity incentive is regarded as a successful case of private enterprises in China entering the top 500 in the world, which makes many private enterprise bosses eager to use equity incentive to retain core employees in order to achieve rapid development. In the survey, 76% of the bosses indicated that they are willing to consider or are making reasonable plans to retain core employees through equity incentives.
Professor Douglas Cruise and Professor Joseph Brash of Rutgers University in the United States have a correct view of 105.
The analysis of listed companies that allocate stock options to at least 75% employees shows that the average annual production capacity of these companies has increased by 65,438+07%, the return on assets has reached 2.3%, and the salary of employees is about 7% higher than that of similar companies that have not implemented the plan. Another survey also shows that sharing shares is the most effective way for American companies to attract employees to join new companies or stay in existing positions.
However, the existing options and employee stock ownership systems in China are highly regulated in many aspects, so it is difficult for small and medium-sized private enterprises to formulate equity incentive schemes suitable for their own development. The incentive plan of the Great Wall Huaguan was drawn up three times in ten years before it reached the expected incentive goal.
An executable equity incentive plan must comply with the current national laws and regulations such as the Company Law, the Securities Law and the Labor Law, and at the same time, it must be connected with the company's internal management system such as salary and performance appraisal system. It is also necessary to have an executable system design, especially a perfect exit mechanism and risk control system, so that core employees can feel safe.
Equity incentive is essentially a material incentive. When it is combined with salary, bonus, various benefits, paid vacation, pension plan, etc., it can attract core employees, reduce staff turnover, and improve organizational morale and performance. For example, a company in Nanshan, Shenzhen recently used 10.
A Mercedes-Benz rewards outstanding employees and inspires their material motives. However, the needs of core employees for personal growth, personal potential and personal ideal are more dependent on non-material incentives.
Tie up love, keep people and keep hearts. Equity incentive is not a specific medicine. If business owners just want to use options and equity incentives to reduce costs, it is difficult to do so. Instead of drawing cakes for core employees, it is better to care about their real needs as much as possible. Everyone's needs are different, and the incentive methods are also very different. Money is not the only solution. Only by combining material incentives with non-material incentives, and combining medium-and long-term incentives with short-term incentives to create an all-round incentive system can enterprises embark on the track of healthy development.