How to Retain Employees in Enterprises —— Taking Haidilao as an Example

How to Retain Employees in Enterprises —— Taking Haidilao as an Example

Taking Haidilao as an example, how to retain employees is an old problem in all industries, especially the catering industry. Some people say that money is not in place, so if everything is kept with money, where does the company get the money? So we should pay attention to the methods of retaining employees. Let's take Haidilao for example.

How do enterprises retain employees? Take Haidilao as an example. 1 A new trick for catering enterprises to retain employees: issuing retention awards and assigning nannies to chefs.

It's going to rain, so the employees have to leave. You really can't stay? The catering enterprises in Wuhan are unique.

The owner of a soup bag shop in Wuhan recently hired a nanny, but this nanny is not for her own use, but for the use of several white case owners in the shop. Usually, I am mainly responsible for the daily life and diet of these white case masters, including the meals of the masters, laundry and cleaning, and dormitory hygiene.

And these owners enjoy independent two rooms and one living room, air conditioning, TV and so on.

It must be hard to have such a boss.

There are also some catering companies that issue retention awards in order to retain people. As long as employees successfully bring in new employees and pass the probation period, they can get rewards from 200 yuan.

Want to keep people, did you do it?

Learn the salary system of Haidilao and see how catering enterprises retain people.

When it comes to Haidilao, many people first think of "service", and Haidilao has achieved the ultimate in service. In management, Haidilao advocates the values of changing fate with both hands, creates a fair and just working environment for employees, implements a humanized and affectionate management model, and enhances the value of employees.

Salary management system

(1) Overall salary structure of Haidilao

Total salary = basic salary+grade salary+bonus+seniority salary+bonus+overtime salary+other-employee fund.

Grade salary: first-class employees +60 yuan, second-class employees +40 yuan, and ordinary employees remain unchanged.

Bonus: 80 yuan/month for advanced employee and model employee, 280 yuan/month for model employee and 500 yuan/month for meritorious employee.

Length of service salary: 40 yuan per month, increasing year by year.

Dividends: Only employees above Grade One can get dividends, and the amount of dividends is 3.5% of the store's profit in the current month.

Others: including parents' allowance (200,400 or 600, to help send them back to their parents' home) and telephone charges (10-500 yuan/month).

Employee Fund: 20 yuan will be deducted from the monthly salary until it is deducted for one year.

(2) the salary structure of ordinary employees

① New employees: total salary = monthly salary = basic salary+overtime pay+post salary+other-employee fund.

② Secondary employees: total salary = monthly salary+grade salary+seniority salary.

③ First-level employees: total salary = monthly salary+grade salary+seniority salary+dividend.

④ Model worker: total salary = monthly salary+grade salary+honor bonus+seniority salary+dividend.

(3) the salary structure of managers

Lobby manager: basic salary+floating salary+seniority salary

Manager: basic salary+floating salary+seniority salary

What we see here is the salary structure of employees. The monthly income structure of an employee is actually divided into at least eight pieces. Does Haidilao like the complicated salary structure? Of course not! These eight parts are the ideas that Haidilao encourages employees to do things.

Basic salary-> encourage employees to work full-time.

Graded salary-> encourage employees to do more or more difficult work.

Bonus-> encourage employees to do higher standards of work.

Length of service salary-> encourage employees to stay in the enterprise.

Dividend-> the overall performance of the company is linked to the personal income of employees.

Overtime-> encourage employees to do more work.

Parental allowance-> Let employees' parents encourage their children to work hard.

Telephone charges-> encourage employees to communicate with customers more.

More work should not stay in thinking, but also look at what the enterprise allows employees to work, design the content of the work and get the mechanism, so as to see the effectiveness of the mechanism. More work should not only stay in the basic salary and commission structure, but also need more detailed division of labor and distribution.

benefit system

(1) employee's family

Pay each store manager's parents a salary ranging from 200,400,600,800 per month. The better their children do, the more their parents get paid. Part of the bonus for outstanding employees.

Sent directly to parents by the company. In addition, employees who have worked in Haidilao for one year are rated as advanced individuals three times or three times in a row within one year, and their parents can visit their relatives once, and the round-trip air ticket company will reimburse them all. Their children will also have three days' escort leave, and their parents can enjoy eating in the store once.

(2) Staff accommodation

The distance between the dormitory and the shop is no more than 20 minutes' walk. Dormitory is a two-bedroom or three-bedroom apartment in a regular community or apartment. The dormitory is equipped with TV, washing machine, air conditioner, computer and internet, and special personnel are arranged to clean the room. The washing of work clothes and quilts is outsourced to dry cleaners. If husband and wife work together in Haidilao, the store will provide a separate room.

(3) employee holidays

All shop assistants enjoy 12 days paid annual leave every year, and the company provides train tickets for returning home. Employees who have worked for more than one year can enjoy marriage leave and treatment; Employees who have worked for more than 3 months can enjoy parents' funeral leave and subsidies; Employees who have worked for more than 3 years can enjoy maternity leave and subsidies.

(4) Employee rights and interests

If outstanding employees are allotted shares, employees above Grade 1 will enjoy a dividend with a net interest rate of 3.5%. It can be seen from here that Haidilao has spent a lot of thought and cost on retaining technical staff. Haidilao has considered four welfare policies: the salary of the manager's parents, the accommodation of employees, the holidays of catering employees, and the dividend income after working for a certain number of years and grades.

The salary system can't solve all the problems of enterprises, but many enterprises do make very serious mistakes in the distribution mechanism of recruiting, retaining and motivating employees. If your enterprise divides the income of employees very simply, then the working status of employees will be unsatisfactory! In fact, behind every mechanism is the idea of whether employees work hard or not. Enterprises can give full play to a person's ability by using the right mechanism!

In addition to saying good things, retaining people is more about meeting the needs of employees. Let them feel that the salary is promising and worth it.

How to Retain Employees in Enterprises: Taking Haidilao as an Example 2 (1) Management Line

Manage the bank, that is, its management channel. Of course, the management channel starts with new employees. As a new employee, after three months, or how long, I will slowly pass the examination, become a qualified employee, then be promoted to a first-class employee, and then be rated as an excellent employee.

Then step by step to become a foreman, lobby manager, store manager, and then it is possible to become a regional manager and a regional manager. This is a promotion channel for management.

(2) Technical route

The technical line is the second line. In addition to pipe passage, Haidilao also has a career plan for technicians, called technical line.

As a new employee, you can be promoted continuously and become a qualified employee, a first-class employee and an advanced employee. But at this time, you will find that there are only these management positions in the technical line, and it is impossible for everyone to become a manager. Therefore, Haidilao has not only advanced employees, but also model employees and meritorious employees in the design of their promotion channels.

So employees are not necessarily managers, but they can enjoy the treatment of managers.

In fact, there is not much difference between the meritorious employees of Haidilao and the managers of restaurants.

In other words, although you are not a manager, you are hired or promoted as a meritorious person, and the salary and benefits are similar to those of the store manager. Although you have no management authority and administrative power, you can enjoy relevant treatment. This greatly encouraged the technicians of Haidilao.

(3) Logistics routes

The third line, the logistics line. This line may have been overlooked by us, and this promotion channel is very similar to the technology promotion channel.

It is also from new employees to qualified employees, to first-class employees, to senior employees, and then to office workers or cashiers step by step, and then to accounting, procurement, technology, development and so on.

The management line is the main line of these three lines. As a new employee, if you are constantly promoted to manager, you will see the hope of management and you will grow into a foreman.

If you take the line of technology and logistics, you may not be a manager, but you will be promoted to a model worker or a model worker, and you can be treated like a store manager.

Therefore, many logistics personnel and technicians in Haidilao are also encouraged, and they see hope and future. It can be seen that Haidilao's multi-line promotion channels let everyone see hope, find their own goals and feel fairness.

How do enterprises retain employees? Take Haidilao as an example: 3 1, caring for life and enhancing sense of belonging.

Haidilao was managed by a "family culture" from the beginning, and its founder Zhang Yong was the head of this family. Every employee who comes to Haidilao feels the warmth and care like at home for the first time.

At present, Haidilao's employees are mostly from the "post-80 s" and "post-90 s" generations in rural areas. Unlike their parents who go to work in cities, they are more educated than their parents, have higher career development expectations, are eager to integrate into urban life, and pay more attention to equality of status, respect of others and social recognition.

But what remains unchanged is their pursuit of a better life and their change of fate, just like their parents. At this point, the values of changing fate with both hands provide the employees of Haidilao with the belief of action, and at the same time, they closely link the interests of employees and enterprises.

Haidilao has only two assessment indicators for employees: employee efforts and customer satisfaction. These two can be summed up in an ultimate goal, which is to satisfy customers. In Zhang Yong's view, the premise of satisfying customers is to satisfy employees. Only when employees are satisfied can they work happily and provide satisfactory services to customers.

Around this concept, Haidilao first provides all employees with various conveniences of food, clothing, housing and transportation to help them quickly integrate into the urban environment and adapt to the fast-paced work rhythm.

Haidilao rents a formal community or apartment to store employees, not the basement where migrant workers often live; All rooms are equipped with 24-hour hot water and air conditioning, as well as televisions and computers.

In addition, Haidilao also arranges a "dormitory leader" for each dormitory, mostly female employees over 40 years old, who are responsible for taking care of these young employees who have just left home.

On the one hand, the dormitory administrator is responsible for the daily cleaning of the staff dormitory and the cleaning of the staff clothes; On the other hand, it also provides these employees with the care of their elders at home, gives spiritual comfort to these young people in foreign lands, and relieves the pressure of high-intensity service.

Only one employee accommodation, Haidilao single store spends more than 500,000 yuan annually.

If an employee is ill, the dormitory administrator will accompany him to see a doctor and take care of his diet and daily life.

Haidilao has also established a special fund for employees' medical treatment to pay for employees' hospitalization expenses. The care and convenience in life provide support for the hard work of Haidilao employees. A series of system designs, such as grass-roots empowerment, fair promotion and pragmatic incentives, have built a channel for Haidilao employees to change their destiny with their hands.

2. Empowerment brings service innovation.

Contrary to the traditional top-down and control-oriented management thought, Zhang Yong, the boss of Haidilao, boldly authorized his subordinates. In Haidilao, the authorization at all levels is clear: according to the nature of business, the management's approval authority is different, ranging from 300,000 yuan to 2 million yuan. Not only does the store manager have the approval authority of 30,000 yuan, but the front-line employees in Haidilao have much more power than their peers.

From entering the store to leaving the store, the waiter has been dealing with the customer. Whether the customer is satisfied with the service or not, the front-line staff knows best. Therefore, Zhang Yong believes that trusting employees and giving the power to solve problems to front-line employees can meet customers' needs fastest and most accurately.

3. Fair promotion and pragmatic incentives.

Empowering every employee in Haidilao has more decision-making freedom than their peers, and also gives every employee the opportunity to grow up quickly and take responsibility independently. In order to ensure that all employees can exercise this right correctly, Haidilao has adopted a unique cadre selection system and pragmatic incentives to promote it.

Haidilao plans the career development path for employees and clearly shows the development path and treatment to employees. Except for the engineering director and chief financial officer, all management basically starts from the first-line waiters at the grass-roots level.

Through this training system, many junior high school graduates are gradually promoted to management positions. Compared with foreign airborne troops, these managers have a better understanding of the psychological needs of their subordinates and have also been recognized by employees. At the same time, the rich experience accumulated by front-line services can help these managers quickly judge cheating in the use of power such as free of charge.

Haidilao has a very strict assessment of management positions. In addition to business, it also includes innovation, employee passion, customer satisfaction, and training of reserve cadres, and each content must meet the prescribed standards. Even if the store managed by the manager is profitable, if there are loopholes in other issues, such as employee efforts and customer satisfaction, it will be eliminated.

Step 4: no problem

Haidilao not only cares for employees themselves, but also extends "family culture" to employees' families. These employees of Haidilao have become "migrant workers" from rural areas to distant cities. The biggest helplessness is to be separated from your family, too far away, and take care of your parents and children.

For lobby managers and above who have worked in Haidilao for one year or senior employees who have been employed for two years, the company will provide them with a home leave, and all round-trip air tickets will be reimbursed by the company; Employees and their immediate family members enjoy a half-price discount when dining in Haidilao;

If an employee's parents, spouse, children and grandparents die, the employee can enjoy funeral leave and subsidies;

Maternity leave and subsidies for employees are higher than the national standards; If the husband and wife work in the same area, as long as one of them has worked for half a year, according to different regions, 520 yuan can get a monthly rental subsidy; The children of the store manager can enjoy a monthly subsidy of 1000 yuan when they are three years old, and the children of employees in the north, Guangzhou and Shenzhen can get a monthly education subsidy of 5,000 yuan.

In order to encourage employees to accompany their children, the store manager enjoys 12 extra days of parent-child leave every year. In order to make employees' parents proud, Haidilao also gives parents subsidies to outstanding employees, and the expenses are paid directly to parents.

5. Food safety: responsibility under crisis

Founder Zhang Yong once said: "There may be two ways to die in Haidilao: one is management problems. If it happens, the death process may last for several months or even last year;

Another problem is food safety. Once it happens, Haidilao may be closed the next day, which is a matter of life and death. "This sentence tells the lifeblood of the catering industry.

In order to better improve the food safety management system, Haidilao has established the Food Safety Management Committee and formulated the management system of the Food Safety Committee, which will report directly to the board of directors on a regular basis. At the same time, every store in Haidilao has one or two employees responsible for food safety.

Haidilao has also established a supplier management system, which regularly evaluates suppliers and conducts field visits.

6. Challenge: Scale and Efficiency

"Changing fate with both hands" is not only the company's promise, but also the belief that Haidilao employees work hard. The mentoring system in Haidilao provides an institutional guarantee for employees to realize the hope of "changing their destiny with both hands".

Tutorial system is like simmering soup, which requires employees who are "masters" to pay enough time and energy to pay attention to the progress of "apprentices". This personalized talent training method can give timely guidance and feedback to individuals, which is of great help to personal growth, but it is inefficient for organizations with expanding scale.

Haidilao also tried other ways to train talents, but the results were not satisfactory, and finally returned to the mentoring system.

This institutional arrangement has effectively strengthened the relationship between stores, but it is not perfect. Haidilao is further exploring the overlapping responsibilities of family leaders and group leaders.

With the vision of hot pot restaurant opening to the world, Haidilao will face more challenges and opportunities in the future. On the one hand, how to ensure consistent quality and service while maintaining rapid scale; On the other hand, as Haidilao enters different countries and regions, how to better develop localized products according to local conditions is particularly important.