Luoyang salary issues

1. Personal treatment.

In terms of remuneration, of course foreign companies offer the best. In 1994, my annual salary at a listed company in Guangxi was about 12,000 yuan. Later, at a power engineering company in Hubei, if I did not travel at the headquarters, my annual salary was about 18,000 yuan, but the benefits were relatively high, including annual pension insurance, provident fund, and medical care. The personal account has about 5,000 yuan. If you are at a construction site, it will probably double (3,000 to 4,000 yuan/month).

The current salary in foreign companies is about RMB 80,000-100,000 per year. There are also pension insurance and provident fund, commercial medical insurance and coordinated medical insurance. Overtime pay is three times the usual rate. The “four insurances and one fund” are about three times the average in Wuhan.

My monthly salary at Chutian Laser was 1,500, and after the probation period it was 1,800.

Only those who are officials in state-owned enterprises can fly and sleep in soft sleepers on business trips. In private enterprises, they can fly in soft sleepers as long as their bosses agree. In foreign companies, everyone can fly in soft sleepers. Officials in state-owned enterprises can get big houses, ordinary people can get small houses, and young people have no houses. None of the private and foreign companies have houses, but the leadership and some key personnel of Chutian Laser share houses. State-owned enterprises share fruits and oil at the end of the year during the holidays (those who purchase these items inevitably get kickbacks), while foreign companies rarely share the goods, but they do get year-end bonuses (10,000-20,000 yuan).

2. Work intensity.

The most tiring ones are private enterprises, and the easiest ones are state-owned enterprises. I have held technical positions (technician, project specialist), secretary to the general manager and management positions in a state-owned enterprise (by the way, my major is machinery manufacturing). However, working in a technical position in a state-owned enterprise is very tiring, the salary is the lowest, and you have to bear a lot of responsibilities, so you are under a lot of pressure. But management positions are very easy. Working as a technician in a private enterprise is the most tiring, uncomfortable and stressful job.

Working in a foreign company is not as tiring as imagined. Maybe European companies are more humane. I heard that Japanese and Korean-owned foreign companies have high labor intensity. I’m not sure, I just heard. The nature of my job requires frequent business trips, and I usually work 250 days a year. Almost all of the others can take time off or arrange their own hours. The difference between foreign companies is that each person's position is given relatively greater power and a great degree of freedom. For example, I work in after-sales service. One person has to do everything related to the equipment on site, including acceptance, equipment processing, on-site hiring, equipment debugging, etc. When it comes to funding issues, you can generally make the decision yourself, and you just need to report it. This is different from most state-owned enterprises. It is difficult for state-owned enterprises to deal with funds. In state-owned enterprises and private enterprises, it is usually "one pen". There are 2,000 people in my state-owned enterprise, so the boss has to sign a lot of things every day, which is really tiring. The unwillingness to delegate power may be the biggest difference in management between foreign companies and private and state-owned enterprises.

3. Employee relations.

The relationship between employees of state-owned enterprises is the most complicated. I joined the power engineering company through recruitment, but most people in the power system got in through connections, or are internal disciples, so people recruited into the company are often people who do things, but if they don’t have connections or are not good at handling interpersonal relationships, If so, chances of promotion are very few. State-owned enterprises are extremely busy and have a lot of fun. When I first joined the company, I had to do almost everything. I had to do almost everything as a worker, technician, and quality inspector. It was very tiring. After a few years, you can ask the people who came in later to do it and play by yourself, which is called being an apprentice. But one good thing about state-owned enterprises is that no matter how bad or incompetent you are, no one will dare to fire you. Sometimes in order to divide the house, ordinary workers can break the leader's head. Our state-owned enterprise manager's head was broken because of unfair housing allocation.

The relationship between employees of private enterprises and foreign enterprises is very simple, and there are also intrigues, but it is not as complicated as that of state-owned enterprises. The relationship between employees in foreign companies is better and simpler. Family trips are organized every year and gatherings among employees are organized. When encountering difficulties, everyone helps each other, unlike private enterprises where each has its own business and ignores others. Neither private companies nor foreign companies know how much their colleagues earn per month, at least not the details.

4. Trade unions and employee rights.

This is my deep feeling about state-owned enterprises over the years. It is sad to see the current situation of state-owned enterprises in Wuhan. Even the Wuhan-branded enterprises such as Wuchuan and Wuguo, which are currently acceptable, are actually just doing work. Their profitability is very poor. I often see some of my projects After subcontracting many times, it fell into the hands of Wuchuan. The profits can be imagined, and it is just to support people.

There are currently two types of foreign companies established in China. One is an export processing plant established to take advantage of China's cheap labor force, and the other is an enterprise established to value the Chinese market. Most of the latter only focus on sales and services. Such foreign companies do not recruit many employees in China, but they make considerable profits. As I know, Beijing Philips Co., Ltd. has about 100 employees and an output value of about 1 billion. As for profits, it is much higher than related domestic industries. (There is a problem where foreign companies increase costs by importing parts from foreign companies of our group. I will not go into details here. If factors that maliciously increase costs are deducted, the profits of foreign companies will be higher). Why the profits of foreign companies are so high is because of technical barriers. Foreign companies have mastered the key technologies and there is nothing they can do about it. These technologies are not as mysterious as imagined. Many private enterprises in China have mastered them through various means, but there are legal obstacles. Lawsuits involving private companies infringing the patent rights of foreign companies occur from time to time.

In my opinion, the quality of workers in state-owned enterprises is still very high, and the quality of technical personnel is not bad either. The only difference lies in management. Let me tell you a funny thing. The electric power company where I used to work also passed the ISO quality system certification, and this set of documents was actually written by a quality management engineer. That person had never even been a technician because he was a woman and could not I studied engineering and took the exam for an internal auditor certificate while sitting in an office. Such an important matter came out behind closed doors like this. Such documents must be waste paper with only format and no content. It’s okay not to accept such ISO system certification. Good things were ruined by state-owned enterprises. In fact, that state-owned enterprise is not empty of people. I used to have a colleague from a state-owned enterprise who is now doing business management consulting and certification in China. He created the management system documents of many well-known enterprises, but he was forced to leave. Many of the backbones of the now famous desulfurization companies came from my original power construction company.

Documents like this in the foreign company I work for are generally drafted by department managers. The drafter must understand every aspect of management, technology, etc., and his overall quality must reach a considerable level. Ordinary employees of foreign companies usually only know the system documents of their own department. In fact, it is enough to know this. Interface issues with other departments will be described in the document. In this way, a business department and an after-sales service department can independently become a complete ISO quality system, and management loopholes can be continuously improved through the operation of the system.

Private enterprises feel to me like a foreman who comes to the city to contract earthwork. They are short of money but have policies, but I believe that some of them will make a fortune and even become the backbone of national industry. Many private enterprises develop very quickly, and of course they sometimes use unscrupulous means. For example, many companies are copying our company's equipment, all of which are made by private enterprises. However, this is the current situation in China. It is backward and there is no other way. After 100 years of R&D and improvement in other countries, China cannot wait 100 years. Both state-owned enterprises and private enterprises are in the WTO and ISO, but I think they have ignored some of the most basic management rules-decentralization. The state-owned enterprise where I used to work has still implemented a one-pen approach to finance. In a unit with 2,000 people, it’s really hard for the leader. He has to sign countless words every day. A company that doesn't delegate authority won't be able to do much even if its managers are exhausted. Private enterprises also have the same problem. Reluctance to delegate power will inevitably affect corporate efficiency and employee motivation. In the foreign company where I work, almost every employee has different levels of signing rights. For example, if I sign, I can purchase small accessories on site, if I sign, the department manager can agree to borrow reserve funds, and if I sign, the general manager can agree to fund department activities, etc.

8. Boss.

In ten years of working in a state-owned enterprise, I have had five boss changes, one every two years on average. The first one was a welder, and the second one was in office for three years and stayed in Wuhan for less than a year. I heard that he spent most of his time working as an official in Beijing, and then he actually went to Beijing. The third and fourth ones were also transferred away.

I have never met the owner of a foreign company. I heard that he is a British Chinese, but he cannot speak Chinese. In fact, he is not a real boss, he is just a professional manager hired by shareholders and the board of directors. But leaders in charge and department managers often interact. The leader in charge is a foreigner who has stayed in China for 10 years, and the department manager is Chinese. They are all good. In fact, everyone is working part-time.

The owner of the private enterprise (Chutian Laser) is Sun Wen, a famous private entrepreneur in Wuhan. He is a very shrewd person. Don’t be fooled by his honest appearance when you first meet him. But it still feels a bit petty. In particular, the prices offered to employees are too low, and they like to hire retired engineers and employees with some problems (such as disabilities). I don’t think it’s because they have good intentions, but mainly because the prices for such people are not high. However, this also shows the difficulty in the growth of private enterprises. They not only lack money, but also lack core technologies, talents, and policies. But it developed very quickly. When I was studying, I rented a house in front of the school and started a company. Now it is the largest laser equipment manufacturer in the country.

9. Business performance. When I was in the state-owned enterprise, there were 1,500 employees in the company and 1,300 retired people. The output value in the best year was 600 million. The profits were declining year by year. When I left, the profit was 2 million. When I was at Chutian Laser, we had about 300 people, an output value of 100 million, and no clear profit. Currently, the foreign company where I work has 500 people, with an output value of 2 billion and a profit of 100 million in 2005 (because foreign companies like to transfer profits, this number is not only empty, but the actual number may be much higher than this).

I personally feel that the gap between state-owned enterprises and foreign companies is - "quite" big (Quotes from celebrity Baiyun). It is difficult for 500 people to produce an output value of 2 billion by themselves. It can only rely on management. "Only management-type enterprises can produce benefits." At present, many foreign companies in China are management-type and have very few employees. Only in this way can we obtain benefits. High profits are also the reason why domestic supporting capabilities are strong. If foreign companies import everything, their prices will not be competitive. I have always believed that if private enterprises can master core technologies, their profitability should be better than that of foreign enterprises, because private enterprises understand China's national conditions better. Many foreign companies have actually failed in China, and the reasons for their failure are almost the same - a thorough understanding of China's national conditions, and what is in line with economic laws may not necessarily be in line with Chinese rules. Projects that can make money in any country may not necessarily make money in China. Projects that can only make a small amount of money in other countries may make a lot of money in China. Because China is too special.

When dealing with state-owned enterprises such as "Wuchuan" and "Wuguo", I feel more and more that if our once glorious state-owned enterprises do not change their development ideas, they will have no choice but to work for others. ’s share. The high end of the market lies in brand, technology, management, not production. If China becomes the world's factory without its own brand and technology, the final result will only be low wages and low efficiency.

Our national policy is the most favorable in the world for foreign investment, which is more favorable than national treatment. The high profits made by foreign investment in China surprise even themselves. Many foreign companies in China import parts at high prices and even support the supporting foreign companies.

Only when China's private enterprises rise can they withstand the strong offensive of these foreign enterprises - I have no hope for state-owned enterprises. When I was in Zhejiang, I saw that there were several imported processing centers in a small town. There was a nationally famous food machinery factory there. All the parts could be completed by self-employed people in one town. The private economy there was more active than I had ever seen before. According to the imagination, a small town is equivalent to a large processing factory, but it is an individual economy. When such individuals form a community and form a large industry, the competitiveness will be huge.

May China’s national industry become stronger as soon as possible!