Ma Yun once publicly reflected: "What I regret the most is what I said to Alibaba Eighteen Arhats, I said to them: Although you people are very loyal to the company, you can be a platoon commander and company commander in the company at most, because your ability is so much." The commander of our company still has to find it from the world's top 500 companies. ”
Jack Ma didn't just say that, he actually did it. In 2000, after the introduction of SoftBank's investment, the wealthy Jack Ma began to expand his army, hired foreign employees with high salaries, and successfully poached many talents from the world's top 500 companies, making the operating costs superimposed geometrically.
In the end, in order to turn around, Ali had to implement a broken arm layoff, cut 10 branches into 3, and significantly reduce the salaries of all executives, as a result, the company's more than 40 foreign executives ran away from 5 at once. At the critical juncture, it was the eighteen Arhats of the year who stood up and worked together to help Alibaba get through this difficulty.
And now there are many bosses like Jack Ma, who would rather spend a high salary to hire talent from outside to manage the company and lead the team, rather than promote internal employees or increase internal employee compensation and benefits. I only think that "foreign monks will chant scriptures", but I don't know that the position of the executive is more important than the ability, if the loyalty to the company is not enough, then even if the ability is in vain, the company has a problem they will run the fastest, and want to count on them to help the company solve the crisis?
Therefore, if the company wants to develop, the boss must cultivate a group of executives who can highly identify with the company's culture and development strategy, and only by always having one heart with the company, the executives will work wholeheartedly and strive to help the company become bigger and stronger. So how do you build loyalty to the company?
In fact, it is very simple, that is, to start with the design of the compensation mechanism.
For example, the annual salary of executives is fixed, such as a fixed 200,000, or 200,000 12 months = 160,000 hair, not yet assessed. If he is a parallel import, then my 200,000 yuan will be directly lost. Because you later found out that he was a parallel import, you dare not and cannot deduct his salary, because the company has no regulations, if you deduct it, he can go to the labor bureau to sue you at any time. In the end, I found out that the high salary raised an idler, did not lead a good team, and affected the development of the company.
The right design approach:
Divide 200,000 into a fixed salary of 80,000 yuan and a benefit salary of 120,000 yuan.
Then divide the 80,000 yuan of the fixed salary into 30,000 yuan for attendance salary and 50,000 yuan for performance salary.
The 120,000 yuan of the key design benefit salary is linked to 4 indicators:
1. Complete the performance of 1 million, 2000 for each additional 20,000, and 1000 for 20,000 less
2. Develop 5 new markets, add 1 prize of 1000, and reduce 500 for 1 less
3. Cultivate 4 talents, add 1 reward of 3000, and reduce 1500 for 1 less
4. Employee turnover rate, no loss award 2000, loss of 1 minus 4000
It should be noted that each enterprise has different business sectors and different assessment indicators, so it needs to be combined with the assessment indicators of your own enterprise.
Another example is the front desk:
The company hired a front desk and expected a salary of 4,000 yuan, but this job was not saturated for him, could he get a higher salary?
We can quantify his salary, such as 1500 yuan for front desk work, 800 yuan for company attendance, 500 yuan for receiving customers, 600 yuan for part-time customer service, etc., which can also get him some additional salary increases, such as saving water and electricity bills for the company, recruiting people to successfully join, etc., 3 months later, the average salary of the administration can reach about 7000, exceeding employee expectations, and the company has not increased costs, truly achieving a win-win situation.
In fact, being a leader is actually to solve five major problems
1. Manage personnel well and solve organizational problems.
2. Arrange the work well and solve the problem that everyone has something to do.
3. Distribute the benefits well and solve the problem of everyone's enthusiasm.
4. Report the work well and solve the problem of communication with the senior management.
5. Plan the strategy well and solve the problem of what to do.
And as a leader, you should know that the core of management is to solve the essence of human nature.
What is the nature of human nature?
That is, to solve the selfishness of human nature with distribution, to solve the laziness of human nature with assessment, to solve the vanity of human nature with promotion, and to solve the driving force of human nature with incentives.
Ren Zhengfei said: Only "mechanisms" can really inspire people's hearts, because bad mechanisms can make good people bad, while good mechanisms can make bad people good.
Many bosses complain that employees always can't stay on job, refuse to work overtime when they get off work, and don't have the motivation to mess around all day, in fact, it's not the employee's problem, but your company's mechanism is too bad.
If you want employees to be automatic, the boss must be able to design the salary.
I have put the above information on the implementation of a complete set of management systems in the "Salary Design and Huawei Management Law" linked below, and there are more detailed explanations of the practical methods and cases of design
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