I would rather pay 654.38 billion yuan than dismiss more than 7000 old employees. Why?

202 1- 12-22 15:09

Ren once felt that he would rather pay 654.38 billion yuan than dismiss more than 7,000 old employees. These old employees are all over 35 years old. Why is Ren, who has always been kind and close to the people, so "cruel"?

How "solid" is the background of Wolves captain Zheng Fei? Uncover his little-known growth process

At the end of 20 18, more than 7,000 old employees of Huawei submitted their resignations. The card numbers and ID cards of these old employees were cancelled, and even the founder Ren Zheng Fei had to change his job number.

This is arranged by Huawei's internal organization. After resigning, employees can compete for posts, and their posts and benefits remain basically unchanged. However, all employees who leave the company can get compensation from Huawei, totaling 65.438+0 billion!

Why bother to spend 654.38 billion+0 billion to arrange this competition for old employees? The reason is simple: wolf nature can't be destroyed!

Think about it carefully, if employees of a company have worked in the company for 8 years, or even 10 years, then they will have a kind of psychology of "relying on the old to sell the old". If you have the heart, you will not take the initiative to train them, but sit in the office "on paper" or even "sit in an empty seat" and so on.

If old employees fool around every day, this trend will spread and the company will surely go far. Therefore, Ren is determined to implement this "competition for posts", because if the company loses its wolf nature, it will only be eliminated!

Ren once said: If the internal team of an enterprise lacks fighting spirit and can't keep up with the unarmed soldiers on the battlefield, how can it win the battle?

If soldiers want to keep fighting spirit at all times, they need to establish an incentive mechanism so that employees can see and feel it, and they will naturally keep their enthusiasm and take the initiative to worry about their performance. As long as the money is given in place, people who are not talents will become talents.

Jiumaojiu, the parent company of Taier pickled fish, is the biggest example.

1995, Jiumaojiu Hainan opened, mainly engaged in Shanxi Xiaomian, at the price of 10 yuan. But the boss worked hard for more than ten years before he expanded more than 20 stores nationwide, which not only developed slowly, but also didn't make any big money. I began to learn the "partner model" of Haidilao. Until 20 15 broke out, there were 142 stores in China, with a profit of 65438+25 million for half a year.

In the past, the founder of Jiumaojiu found that employees lacked enthusiasm, because the company mechanism was outdated, and employees were given dead wages every month, which inevitably led to no motivation for work, bad customer service attitude and no motivation for performance goals.

As a result, Jiumaojiu re-launched the design of employee compensation, so that the monthly income of employees is closely linked to the performance of stores. At the same time, the store manager is no longer recruited from outside, but selected from the old employees within the company, so that the income of the store manager is linked to the store performance.

In this way, employees and store managers will inevitably take the initiative to worry about the performance and keep fighting spirit when they see that the performance of the store is tied up with their own income.

At the same time, the company also launched a set of "internal entrepreneurship mechanism". As long as they are employees of the company for more than 5 years and have the idea of starting a business, they can apply to invest in the expansion of the store in partnership with the company. After becoming a store manager, you can not only get a monthly profit dividend, but also get a talent incentive mechanism.

As long as the store manager takes the initiative to train new people and make them have the ability to undertake a store, then the old store manager can get the profit dividend of the new store.

The biggest advantage of this mechanism is that resources can be enjoyed and won. The talent fission was realized, the store expanded easily, and the company also reduced the cost of talent training and cash expenditure.

One bamboo is easy to break, but three hemp ropes are hard to break. The era of going it alone is over. Only when the boss learns to empower employees and dare to decentralize profits can employees and bosses stand on the same front and work together to make the cake bigger.

If an enterprise wants to stand out in this rapidly changing digital Internet era, the core of becoming a leader is the incentive mechanism!

So how to design a perfect and scientific incentive mechanism, so that employees can keep the motivation of execution at all times and even attract more talents to enter the company?

First, the re-incentive mechanism for exceeding performance. In addition to project commission, the company can also reward teams that exceed their performance.

For example, the performance target of Team A is 500,000, but the performance target of 6,543.8+0,000 is actually achieved, including a profit of 200,000, so the team can get 50% of the profit share.

Second, the horse racing mechanism is adopted internally. There will be a game between teams every month. If the team ranks first, it can get 3% of the performance profit as a reward.

On the contrary, if the team ranks last, it will not only be unmotivated, but also be punished. For example, eat bitter gourd, lemon and push-ups.

Third, the employee salary floating system. For the salary of employees, the company can no longer use the system of "basic salary+commission", but should use an elastic mechanism.

For example: basic salary+personal performance commission+project commission+team performance commission+performance+year-end dividend. It is necessary to refine the salary of employees and let them know that there is no upper limit. If they do more, they will get more.

Fourth, establish an equity incentive mechanism. For some senior management cadres, the company should know how to use equity incentives to promote them, so as to retain some core talents and ensure that its team is getting bigger and bigger.

The core of this "partner model" is: encouragement, empowerment, * * * enjoyment and * * * win-win. Nowadays, the competition among enterprises is the competition of talents. Only by retaining talents can enterprises do well.