A letter from FSK employees to the President (1)

1. Does the company's current management policy conform to the current situation?

In the past, the company had a salary increase and promotion in April and June at 5438+00, but now the salary increase in April will be postponed to August, while the salary increase in June at 5438+00 has become a special report given by the supervisor, only for a few people. Moreover, the salary increase now is far less than before. For example, in the past, a teacher was promoted to a second-class teacher, at least 500 yuan. Now, with an increase of 100 yuan, it is not as good as the number of people who have not been promoted. Since the propaganda policy of human resources is: "Those who can work harder will be promoted." But why don't those who get promoted and those who work hard get more rewards? Over time, people who are overworked will complain, and may fall into passivity, which will lead to a talent crisis. In serious cases, it will become a new force for competitors and affect the company's development. People with the same qualifications, just recruited from outside, generally have higher basic salary than those who have worked in the company for two or three years. This is nothing, the key is that people recruited from outside are not as capable as those who have worked for two or three years. Even after three months, half a year and a year, it's still like this, with high salary and nothing to do. Over time, some people will inevitably be unconvinced. From the beginning, dissatisfaction accumulated into resentment, and venting these grievances to work will definitely bring losses to the company.

At present, it is circulated in the company's intranet that Foxconn will implement the "six-day and six-hour system" in June+10, 5438. I think it's good for IE colleagues to put forward this idea from the beginning, which can save costs for the company. However, can it really be promoted in the group? Not necessarily, because Foxconn's inherent nature doomed this proposal to be stillborn. Foxconn's salary structure has determined Foxconn's work characteristics-overtime! Because the salary composition of Foxconn's internal peers and external competitors (Flextronics, BYD, etc.) is different. ), the basic salary of external competitors is generally higher than that of Foxconn1-2,000 or more, (of course, this comparison is aimed at professional technical engineers in the company, mainly concentrated in the first division to the third division). Therefore, overtime has become an indispensable work content. Do people really like to work overtime instead of five days, eight hours and six days and six hours? The answer is no, everyone is actually willing to work 40 hours a week, but there must be a premise: the basic salary needs to be basically balanced with other external competitors, how much you do, how much you can take, how much you pay and how much you return. However, it is very difficult for Foxconn to complete the transformation in a short time, because the internal division of labor is too thin, there are too many departments, the organization is bloated, bureaucratic, and the process is cumbersome, and Foxconn mainly makes OEM products. In order to save costs, the equipment must run 24 hours a day, and operators and professional technical engineers must also produce with the line. Therefore, it is impossible for production units to implement the six-day and six-hour system.

As an EMS factory, the main competitiveness lies in quality and cost! Improving quality and doing it well the first time is the best way to save costs. The lower the cost, the more competitive the company will be, the more orders the company will get, and the better the company's benefits will be. To improve quality and reduce cost, the most important thing is to rely on a team of professional technical engineers, that is, the company's talents. Therefore, improving the skills of employees is the key factor to solve the current problems. As long as the ability of engineers comes up, the company can carry out vertical integration, reduce cadres, eliminate people with poor ability, retain talents and enhance capable people. Adding the basic salary of some eliminated people to the basic salary of those who stay, the salary level of talents has risen, which can reduce the pressure of life. Naturally, you can choose not to work overtime, so the company can save a lot of overtime pay. Slowly, the company's salary structure has changed, the company has gradually transformed, and its core competitiveness (talents) has also been enhanced. At the same time, the company can merge some departments in the same department and reduce the number of department heads, especially those who use the company's resources for personal gain. In this way, the cost of the company will naturally come down. At the same time, with the improvement of engineers' ability, the manufacturing ability and quality will also increase, and the quality will naturally get better.

2. Should the retention policy keep pace with the times, and should the company give employees a sense of belonging?

The company strives to cultivate talents into talents, but talents choose distant places because they cannot become human wealth. Those who leave are not necessarily the best, and those who stay are definitely the worst. Then why can't the company keep talents? Most of the reasons are as follows: a. The conditions offered by competitors are better than Foxconn, such as treatment, welfare and development space; B. those who can work more may not be promoted and raised; C. The company gives its employees a poor sense of belonging, and they don't feel at home.

As the old saying goes, if the company really cares about employees, cares more about their lives, understands their difficulties, and then solves these problems for them respectively, I believe employees will be grateful to the company and the boss and will work hard for the company in the follow-up work. If the company treats its employees well, employees will naturally like the company, have a strong sense of belonging and feel at home. Who doesn't want to do more for the family, do more construction and create more happiness? In fact, the company has done a good job in this regard. Every holiday, it will hold a party for employees to enjoy after work, often hold some meetings for you, and often organize employees to hold collective weddings. But these are aimed at a few people, and most people don't feel it. So what can be done to increase employees' sense of belonging to the group? Here, I recommend some practices of other small companies: you can ask the heads of various departments of the company to take turns to choose a time and go to the staff canteen once a week (generally, each department has several managers, such as engineering, quality assurance, testing, material control, etc.). Once a week, almost once a month), have dinner with the employees of the department, understand the living conditions of the lowest-level employees, and take time to exchange ideas with the following employees one-on-one, so that you can have a home. Appropriately help employees solve some difficulties in work and life, and I believe the following employees will definitely report it. The power of the masses is enormous. As long as we make good use of this power, I believe it will bring great wealth to the company.

The benevolent is invincible, the benevolent has no boundaries, flies thousands of miles, rivers enter the sea, and Fuji is healthy! There are thousands of buildings in Ande, and there are a lot of people in the world who are willing to talk. Finally, I wish the President good health, lots of talents come forth from Foxconn, and Foxconn's career is thriving, and it will enter the top 100 of the world as soon as possible.

I am here to convey

Salute!

The wind is raining and it is very cold.

2008/9/ 1