Why does the boss prefer to recruit new people with high salary rather than raise the salary of old employees?

There is a strange circle in the workplace. Bosses are more willing to recruit new people with high salaries than to raise the wages of old employees in the same position to the same level.

This is a heavy topic. On the one hand, the company encourages employees to be loyal, encourages employees to develop together with the company, and sets up qualification awards or similar benefits as encouragement; On the other hand, the boss keeps spending more money to recruit new people from outside, which makes the old employees sigh that "foreign monks can recite scriptures"!

There are several theories about the reasons behind the dispute between the old and the new:

Cost theory

Many HR think that recruiting new employees has low cost and short training period. It takes time and energy to train old employees, but it may not be effective. This statement is somewhat untenable.

Recruiting a new person, the cost of recruitment, the cost of probation and the cost of replacing old employees may be worse than training old employees. The difference is that people naturally recruit new people, but the same money to train old employees is regarded as an investment, not to mention what kind of money is used as an annual salary adjustment.

Ability theory

Some enterprises advocate utility, technology can be used, resources can be used, and talents can be used.

Recruiting high-energy talents is indeed a convenient way to acquire talents. Old employees can learn from new people their lack of ability, companies can integrate fresh blood, and talents get high salaries because of job-hopping. This seems to have its own place and the best of both worlds.

However, the author would like to remind that the key to the sustainable development and management of enterprises is the competition of talents, and this "talent" is based on the same values.

management theory

Some managers bluntly say that employees are disgusted with "seniority", especially those who encounter problems with the excuse of "I can't, I can't do, I can't learn". At this time, managers would rather recruit a new person, use it easily, or shake the mountain. Of course, it's not a stick that hits everyone. Many old employees are really treasures of the company.

From the deep-seated reasons, it is a measure of value. The boss thinks that recruiting a new employee is more valuable than raising the salary of the old employee; For employees, this is a measure of the value of staying. This paper only discusses the former.

From the perspective of organizational ecology, the value of employees in the organization depends largely on the approval of the boss.

From the boss's point of view, there are five categories of employees, which can be divided into five categories: colleagues, sharing worries, sharing work, distracting attention and distracting attention.

For an enterprise, it is actually run by a few like-minded people. These people are called core teams or key talents, and they are the same people for the boss.

There are also some employees who can help the boss solve problems and eliminate hidden dangers. This is the sharing of worries.

Division of labor is a more alienated relationship. Those employees who push and shove and give orders mechanically are more like the hands and feet of the boss. The mentality of such employees is to be a monk for a day and muddle along. Really not, there are other places to "hang orders". The employees who are distracted and distracted belong to the company's bad resources, but to different degrees. The former is that the mud and sand can't help the wall, and they refuse to grow when given the opportunity; The latter is afraid of chaos and make trouble.

The workplace value of employees is reflected through the carrier of enterprises. You can choose not to work in this enterprise, but you must choose a company to add value. Doing a good job and reassuring the boss is the only way for outstanding people in the workplace to appreciate themselves, and it is also a manifestation of high self-discipline. In addition to the salary paid by the company, everyone in the workplace has a second salary, which is invisible and often appears as troublesome, difficult or even "unworthy". This is an opportunity for the company to give full play to your strengths.