What the? There is such a good company in the world that will build a process to win the trust of employees, which is probably the process that all employees dream of. In fact, it is difficult to have a perfect company unless you can say that the company never leaves the company. Employees' dissatisfaction with the company is actually dissatisfaction with managers or business owners. But there is a company that has been doing a lot of things that treat employees as manual laborers in the past. The company's restrooms are rudimentary and dirty, there is no canteen, no recreational activities, and it is 48 hours a day, six days a week, but no amount of saving or extending the working hours of workers can change the nature of the company's declining sales and constant layoffs. This company is Gameza, Mexico, a company that produces cookies and desserts. Cost savings are obviously a highly effective measure that can quickly see results, but simply reducing costs becomes a dangerous game. Focusing only on costs will lead to an increase in gross profit, but it will not add value to the customer, and even damage the value of the customer. As a result, there has been a constant hostility between the company's management and its employees. Until a new CEO came along and he was determined to change that. But he didn't know how to change until he saw a customer eating the company's cookies, and this customer was named Juanito. He believes that as long as employees understand that their job is to provide joy and nourishment for Huanito, workers can come up with many valuable ideas, and to change labor relations, companies need to respect employees' ideas and not just act on their own. So he decided to create a "process to gain the trust of employees". So the management asked for advice on the reform, and at first the employees were afraid of retaliation for speaking ill of the company or the leadership, and were reluctant to speak their minds. But with the company's sincerity, this concern eventually disappeared. Employees put forward a number of suggestions, including improving restrooms, increasing the number of soccer fields, raising wages and reducing working hours.
But if these ideas are put into practice and determine the success or failure of the process of gaining employee trust, if not implemented, employees will perceive it as nothing more than a management ploy and that the company is simply squeezing their value at no cost. To deliver on these commitments, the company is calling on employees to come up with more ideas on how to be more productive and to fund the realization of those ideas. Sure enough, the employees were willing to help, and the company continued to disclose the results of the implementation of the process, and in the end, the cost savings contributed half of the money to the new football stadium, and the company took the other half. This is very similar to the Shang Dynasty's transformation of the law of the Migration of the Wood Lixin. This allows the company and employees to start trusting each other. So the company asks employees to come up with ideas to make the company more profitable: what do we need to do to make it more profitable, so that the company can give you a raise and invest in business growth. The employee's answer was: Let's work without distractions. This makes the company take a risk, handing over critical tasks such as quality control, safety, and maintenance to employees. Employees work for themselves. The CEO who succeeded him continued to do so. This shows that reform takes time and needs to be consistent. As a result, the number of plant managers dropped dramatically, while quality, safety, and maintenance standards improved, and cost improvements were evident, making Garmesa a highly profitable company. And they have not stopped winning the trust of employees, who trust the company and naturally want to own shares in the company, and employees work for themselves. After that, employees have embraced a variable compensation system, where employees' salaries are linked to team indicators such as efficiency and quality, and they know their own assessment indicators, and they will take the initiative to meet to analyze performance and develop improvement plans for each shift, so as to obtain higher compensation. As the "Earn Employee Trust" process matured, employees were able to decide how to come to work to meet production demands instead of having to work six days a week, and they found ways to compensate for seasonal off-the-job employees who made sacrifices for the company. Jamesa successfully reduced the ratio of managers to employees from 1:12 to 1:55, and changed the fixed salary to 100% fixed salary. But the company's output increased by 50%, labor costs decreased by 12%, profits increased by 15%, quality doubled, and real wages of employees increased by 160%. 
A great process is to see the real results, and at the same time to satisfy the enterprise, employees, customers, shareholders, and society, as long as we are sincere in wanting to improve the results, and can achieve fair distribution according to the results, no one should just be regarded as the object of exploitation, and no one should feel that what is earned is his. Only everyone is the owner of the enterprise, but some people are investment, some are management, and some people are labor, and everyone is just different in the division of labor. That's what the process of earning the trust of your employees is all about.