Work performance of Starbucks and Haidilao

“I went to eat Haidilao a while ago. I was very angry after discussing with my friend that I had just lost my iPad. When I checked out, the waiter asked for my address and said that he wanted to mail me a small gift because I was in such a bad mood. And then today An iPad was brought! "

Okay, we seriously doubt this is just a joke, but you can enjoy free fruit, free Internet access, shoe shine and manicure while waiting for the meal. It is an indisputable fact that they provide poker and checkers to pass the time, help guests park their cars, and sometimes even clean their cars for free. Haidilao's attentive service is unheard of and unseen, so much so that many consumers don't want the hot pot, but just want to experience the service.

The marketing topic of "Humans can no longer stop Haidilao" is not part of today's main discussion. As early as 2006, Yum Group or other catering companies began to conduct field research on Haidilao, and even expanded it to the entire service Industry and related fields, major companies may be more interested in another management topic - what makes Haidilao have an employee turnover rate of only 10% in the context of the labor shortage in the catering industry, and its wages are not far from those of its peers. Why can employees achieve such attentive service? Can Starbucks and other similar companies, which have been named "MLM-style recruitment" by the industry, rely on this method to dominate the world?

Proficient family management and hard-working employees

The basic template of the so-called "Haidilao Ti" is that one day I was eating hot pot in Haidilao and accidentally said something during the dinner (including but Not limited to wishes, emotions, complaints, opinions), wishes come true during checkout, and appease emotions (such as sending home-made tortillas, greeting cards, gifts, free orders, etc.). In fact, what we are concerned about may be on another level. Why can Haidilao employees be dedicated to thinking about customers?

There is another catering company that also surprised its colleagues. China is Starbucks' largest overseas market. Starbucks' ambition is to open 1,500 stores in China in 2015. In order to quickly replicate and grow based on the current more than 570 stores, it is said that it will open an average of 3 new stores every day and recruit Hired 300 employees. However, among the Starbucks that are springing up one after another, the salary of its employees is only 2,000-3,000 yuan, and the store manager is only 5,000 yuan. However, a considerable number of employees still enjoy it, which makes outsiders sigh - Could it be coffee? Is there magic in it?

“I firmly believe that everyone is different, but everyone needs a sense of belonging. At Starbucks, everyone is respected, whether they are the CEO or the lowest-level employees. Remind entrepreneurs who want to succeed, Don’t show your employees what you know, but tell them that you are always paying attention to them.” Starbucks CEO Schultz, who has 130,000 employees, even plays the family card at the recruitment sites of major universities in the country.

It is said that there is a small detail within Starbucks - there is no so-called title of leader or colleague. We are all "partners". Some people may not agree with the change of title, but those who like it believe that it conveys a concept invisibly, and others set it as "MLM-style recruitment" (people in the circle are extremely happy, and firmly believe that the benefits of the circle can be broken by the unity of one heart). To outsiders, it seems that this group of people are not sober and can work so happily with a salary below the subsistence line).

Haidilao founder Zhang Yong (Weibo), who wants to expand from more than 60 branches to 2,000 stores, obviously agrees with Schultz, and is also on the list set by critics. within the concept. In addition to having a university named after the brand like Starbucks and providing detailed and standardized training for employees, Haidilao's family brand can be said to be reflected in all aspects, which can be seen from the recruitment notices for ordinary employees. Dormitories are provided free of charge, and bedding is provided. They are equipped with air conditioners, TVs, computers, washing machines, clothes and shoe cabinets, and dedicated cleaning staff. Is it difficult to get home during the Spring Festival? After working in Haidilao for three months, the train ticket home will be reimbursed. Is it difficult for young people to buy a house? If either spouse has worked at Haidilao for half a year, he or she can enjoy the couple's room or couple's housing subsidy provided by the company. It may only be a drop in the bucket, but who can not applaud this measure? Lack of care for left-behind children? Children of employees who have worked at Haidilao for three years can enjoy education subsidies ranging from 2,000 to 5,000 yuan per year.

Not only benefits, but also power. It is said that the store manager of each branch can make the decision for expenses below 300,000. Even ordinary employees who shuttle back and forth can decide to give away fruit plates or snacks. Once customers express dissatisfaction, they can even directly discount. , free of charge.

Change the monitoring method to win people's hearts

In 1927, George Elton Mayo, the founder of the interpersonal theory, accepted the invitation and organized a group of Harvard professors to set up a research group dedicated to An experiment to study the impact of welfare on productivity broke many of people's taken-for-granted ideas. The purpose of the "welfare experiment" is to find factors that more effectively control and influence employee enthusiasm. After summarizing the experimental results, Mayo and others basically ruled out the following four points: First, improving material conditions and working methods can lead to an increase in output. , secondly, arranging work breaks and shortening working days can relieve or reduce fatigue, thirdly, work breaks can reduce the monotony of work, and fourthly, individual piece-rate wages can promote the increase of output. What's the conclusion? Changing the methods of supervision and control can improve interpersonal relationships, improve workers' work attitudes, and promote increased output.

It seems that as early as the 1980s and 1990s, entrepreneurs had to admit with frustration that simply improving the working environment, raising wages, adopting a competitive performance system, or even enriching their spare time could not make them successful. It has a positive correlation with increased production. Experimenters believe that relationships in business are at the heart of everything.

This way of explaining what Haidilao and Starbucks are doing today seems to have a long-standing theoretical basis. Everyone wants to have the ability to do more with less, but it is difficult for a clever woman to make a meal without rice. Enterprises that understand the core truth are actually doing the business of "a clever woman can make a meal with little rice".

"If you are good to your employees, your employees will be good to your company and your customers." Zhang Yong's philosophy is very simple. Two professors from the Guanghua School of Management at Peking University conducted in-depth research on Haidilao for more than a year, and even sent people to be "undercovers". They were surprised to find that Haidilao's waiters had a much higher sense of professional identity than the MBs they brought. A student. The turnover rate of 10,000 employees has remained around 10, which is far lower than the average turnover rate of 28.6 in the domestic catering industry. Even after Zhang Yong made such a public promise - "Even if he works as a store manager for only one day and then resigns, he will be given a resettlement fee of up to 80,000, and if the regional manager leaves, he will be given a hot pot restaurant." The churn rate is almost negligible.

Of course, it is not just Haidilao. How to mobilize the enthusiasm of employees has become a topic of concern to more and more business leaders, and the measures taken can be described as squandering and becoming more and more eye-catching. Google's Magic Kitchen is no longer a new topic. Both the chef's skills and the combination of dishes are quite ingenious. Some people even say that the level is comparable to a five-star hotel. Maybe this statement is an exaggeration, but free meals for employees, diverse cuisine, and fresh ingredients are unmatched by other companies. Although the free kitchen is no longer free since then, it has created many followers such as Facebook, and it can be said to be the pioneer of the trend.

P&G is the first choice of foreign companies for many graduates. Although the treatment is not as luxurious as "five-star", it is still quite extraordinary. In addition to the entertainment and fitness facilities provided internally, its medical welfare system is also quite comprehensive and thoughtful. The long-term savings plan of the relevant welfare department also gives every employee the opportunity to become a shareholder. L'Oréal believes that neither good daily benefits nor salary are more valuable than giving young people a platform to express themselves, so it attaches great importance to the combination of employees' "labor" and "strength". When employees achieve one achievement after another with the dreams of poets and the hard work of farmers, L'Oreal's incentive mechanism will give fair and timely recognition. L'Oréal China President Gaipolo is an Italian who loves racing. He likes to use various opportunities and occasions to communicate with employees. He personally participates in every new employee training to encourage them to realize their dreams at L'Oréal.

Benefits have significantly exceeded expectations

Li Hongxu, a management consultant at Zhenglue Junce, analyzed to Nandu reporters that employee benefits such as Haidilao and Starbucks do not cost the most, but they are the most effective. The best, mainly because in terms of needs, they include physiological, safety, social, respect, self-actualization, etc.

"Material incentives mainly work on lower-level needs such as physiology and safety, which most legal companies can achieve. Today's employees expect companies to have humane management and social interaction, respect, and self-realization. and other higher-level satisfaction.”

Li Hongxu said that in recent years, new welfare projects such as child care plans, elderly care plans, health service plans, and children’s scholarships have gradually emerged to meet the needs of the one-child policy. Employees’ special personal, family, etc. needs. "Especially as the post-90s generation enters the workplace, they are more concerned about a good working environment, personal discretionary holiday time, respect for individuality and release of hobbies, and a humanized work atmosphere." He believes that in view of the characteristics of the post-90s generation, the company It can focus on providing a good working environment, various holidays, holiday condolences, travel, health service plans, consulting services (employee psychological assistance plan, financial consultation, marriage consultation, psychological consultation, etc.), etc. Just like Zhang Yong's assessment of the success of his employees, "Maybe they don't care about the 200 yuan reward, but they need a dormitory with a computer where they can chat with their lovers online."

In Li Hongxu's view, the company is Efforts to improve employee benefits are all aimed at improving employee motivation. “Compared with the industry level, the company’s welfare expenditure level can be roughly divided into leading type (the level of expenditure exceeds that of most companies in the industry), following type (close to the industry average level), and lagging type. (Lower than most companies in the industry), hybrid (different welfare strategies for different positions). "Huang Tieying, author of "Haidilao Can't You Learn" and professor at Peking University Guanghua School of Management, also pointed out that there have been many problems in Haidilao. Some of this is due to the fact that it provides employees with incentives that exceed expectations, including proper and thoughtful arrangements for food, clothing, housing and transportation, as well as a complete promotion system. Similarly, the paradox of Haidilao’s governance that cannot be understood by many management scholars or entrepreneurs who think they are good at management practices does not violate management science, “because in addition to well-known scientific principles, management science also involves psychological aspects. The principle of reciprocity. ”

“Haidilao’s model is a successful model with Chinese characteristics. It manages its employees who are migrant workers through humanization and affection, and impresses consumers through its passionate and sincere service. Professional managers have been managed through mentoring and effective authorization, and first-class product delivery has been ensured through the construction of a modern distribution system and production base." Li Hongxu said that Haidilao's experience is worth learning from, but it does not mean that it can be copied. This welfare model is suitable for Haidilao at the current stage. As management becomes more refined, its welfare model can be further optimized to meet the needs of different employees with better personalization. "Excessive emphasis on welfare will increase the company's burden. A balance should be struck: if the growth rate of welfare is lower than the company's per capita sales revenue and per capita profit growth, it is benign."