The salary of new employees is higher than that of old employees. What if the old employees are unwilling to take their apprentices?

The old employees took the apprentice seriously, and found that the apprentice's salary was higher than his own, and his psychology was seriously unbalanced. It is not uncommon for the wages of old employees and new employees to be "upside down". This is a common phenomenon caused by the relationship between supply and demand in the recruitment market and the post market price.

For example, you will understand. Suppose you want to jump ship and don't give you a 30% salary increase, will you jump ship? There is a high probability of not jumping ship. Therefore, if a company recruits a new person, the salary may be higher than that of the old employees, because if the price is not reached, people with the same conditions will not be recruited.

Even in the campus recruitment market, the asking price of fresh graduates is very high. It is difficult for an old employee to earn more than ten thousand yuan a month after ten years. However, college students now expect a starting salary of 1 10,000 yuan, otherwise, they will not come. Moreover, when recruiting new people, enterprises should not only look at their current quotations, but also look at their development potential. For example, the starting salary of 10 thousand seems not worth it. If they have development potential, their ability will be worth 10 thousand in a year or two. In order to recruit "potential stocks", it is normal for enterprises to recruit new people with high salaries, and the starting salary is higher than that of old employees.

Our company is like this: if the company wants to recruit a famous student who graduated from 1985, his starting salary must reach more than 10 thousand yuan, otherwise there will be no outstanding talents at all. If the company doesn't pay this price, competitors may take away the excellent talents. Therefore, the company can only recruit outstanding talents at a "high price" first, expecting their contribution to exceed the value of a monthly salary of 10 thousand in one or two years.

Undergraduate students who joined our company ten years ago have a monthly salary of less than 10 thousand. These old employees are not convinced of the high salary of new employees. There is nothing they can do. If they want to change jobs, their salary is expected to increase by more than 30%. Otherwise, they have no motivation to jump ship. As a result, this phenomenon of upside-down wages will occur. The salary of old employees is not as high as that of apprentices. Old employees certainly don't want to take apprentices. In the final analysis, it is psychological imbalance.

At present, old employees generally have three kinds of mentality:

The first is a positive attitude.

They know that the asking price of 985 freshmen is higher than that of their previous year, and they won't come if their monthly salary is less than 10 thousand. Since the salaries of these newcomers are higher than mine, it shows that they have the potential to cultivate, and they will be the pillars of the company in the future, and they will soon be able to take the leadership positions of the company. Old employees are willing to pass on their experience without reservation, so as to accelerate their growth and make greater contributions to the company.

The second is the mentality of investment.

Old employees know that high-priced fresh graduates are often potential stocks and reserve cadres of the company. They may succeed in the future, be their good teachers and deal with their relationships well. After they are promoted and reused, they will miss my old love and take care of me in the future. So some old employees are willing to take apprentices in order to "invest" potential stocks for a long time.

The third is the objective mentality.

Whether the old employees bring their apprentices or not depends on their mood. I will teach those apprentices who are sensible and filial to their master. I don't wait on my nostrils and look down on my apprentice.

To sum up, the establishment of a "mentoring" mechanism for enterprises, bringing old employees with new employees and realizing the replacement of old and new employees are the source of power for enterprise development. Old employees are reluctant to bring new people, which is a problem for enterprises. It is not only a question of culture, but also a question of mechanism. Old employees are psychologically unbalanced. How can they take their apprentices with peace of mind? The apprentice wishes he could not change his master immediately, and the master is also worried that the apprentice will starve to death. Therefore, enterprises should construct a mechanism from psychological counseling and interest balance, for example, give a certain subsidy to the master, give a certain reward to the apprentice, and resolutely put an end to the phenomenon of "teaching the apprentice to kick the master", so that the "mentoring" culture can be passed down.