How to grasp the degree of corporate incentive mechanism

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How to grasp the degree of corporate incentive mechanism

01

At the end of last year, the company had a young The resignation of the product director is actually a normal thing in Internet companies. Job-hopping around the Chinese New Year is also considered by many professionals as the most beneficial time for them. The younger employees of Internet companies are also a common trend. For example, many companies have made it clear that they only recruit employees born in the 1990s. The product director I’m talking about is also a post-90s generation and has only graduated for more than two years.

You may want to ask, if you have become a product director after two years of work and have a strong explanation ability, why don’t you continue to do a good job? Putting aside personal subjective wishes, I think the company is treating this employee very well. Not enough consideration is given to promotion arrangements. This is what my title says: excessive reward is never enough.

First of all, it is not ruled out that people with strong abilities will perform very well soon after starting work and are good at management, and then move into senior management positions. However, such people are rare and the vast majority People still need to practice for a long time to get promotions that match their abilities.

This young product director worked as an assistant to the product manager during his internship, and became a product manager after becoming a full-time employee. More than a year later, he was promoted to product director, while the fresh graduates who entered the department at the same time as him were still junior employees. Therefore, judging from the promotion process of this employee, it is not an exaggeration to describe it as riding a rocket, because other product directors parallel to him at that time may have worked for at least 10 years.

So this young product director chose to resign less than a year after becoming director. What was the reason?

02

According to his own words, he feels less and less accomplished. I think this makes sense. After all, the product director is already a relatively high position, and above him is the general manager of the company. There is indeed no rise in terms of job promotion. possible.

I think another major reason is that the responsibilities he bears may not match the treatment given to him by the company. That is to say, he needs to assume the responsibility of product director, but the treatment may be far from enough. Not in place. Because the company's employee salaries are confidential, it is just a guess at this point, but it is basically close to ten.

The responsibilities you have to bear when you are an assistant product manager are very small, because the content you are responsible for is also limited; the work you have to do when you are a product manager is relatively not very complicated, and you are mainly responsible for your own products, and there are also other things above. There is a product director in charge; but when promoted to product director, he has to be responsible for all products in the team, manage members older than himself, and report directly to the general manager. Therefore, it may seem glamorous, but in fact the pressure may be relatively high. Coupled with the mismatch in treatment, it is better to just pat the butt and leave.

The director himself has the responsibility of managing the team. It is difficult to imagine that a fresh graduate who has just graduated two years ago can manage the entire team well. Maybe only he himself knows the difficulties.

This colleague’s work attitude is indeed remarkable. He often works overtime until late at night. This may also be the main reason why the general manager quickly promoted him. However, what he didn’t expect was that such a rapid promotion resulted in Hastening his departure. This also makes us think about how an organization promotes outstanding employees. Motivation should be timely, but over-motivation and placing someone in a position they are not qualified for may not be a wise move.

03

This reminds me of Li Yinan, who was once successful at a young age and served as vice president of Huawei at the age of 27. At that time, he was extremely popular in Huawei, and the outside world even thought that He is Ren Zhengfei's successor. However, it may also be because Huawei over-promoted him. Maybe he did have the ability and qualifications at the time, but in the end he left Huawei and chose to start a business.

There are many such examples in the entertainment industry. As soon as they debuted in a film, they won the title of Best Actor and Best Actress, but since then they have become unknown and have no outstanding masterpieces. It seems that the film festival recognizes newcomers, but it may also put shackles on newcomers.

On the contrary, those artists who have grown from youth to maturity, relying on film after film to create various characters, and their acting skills have grown step by step, have a longer life span.

Going back to the product director mentioned earlier, his promotion and departure actually had a bad impact on himself and the company.

For the company, his excessive promotion will inevitably cause dissatisfaction among the members who joined him at the same time. The old and older employees who are managed by him may also be psychologically rejected to a certain extent. If he chooses to leave after less than a year as director, it will inevitably have a lot of impact on the entire team's business, and the director's resignation itself will also bring negative emotions to the team.

For him, it may not be difficult to find another job, but the starting point is difficult to say, because generally a mature team is unlikely to appoint a person who has graduated two years as a director. of. Therefore, if his resume states that he became the product director after working for the last company for two years, both HR and business department heads will question the authenticity of the resume. And he himself must have had to make a lot of explanations during the interview, which would inevitably be a bit embarrassing. Recruiting companies may also have difficulty in arranging positions for such candidates, so the final result may still be to start from the grassroots level, so the rocket-like promotion in his previous job will not actually bring any benefits to the next job. Very helpful help.

04

As an enterprise, you can reward outstanding employees in a timely and appropriate manner, including job promotions, but if the speed is too fast and the extent is too large, it may be counterproductive. After all, you will get Rewarding employees who choose to leave on their own is a detrimental outcome for both parties.

I’m thinking if this employee still gives him the position of product manager, but gives him periodic salary increases, and gradually increases his rank level through participation in qualifications, and at the same time lets him be responsible for challenging products, and Instead of promoting his position to the top in one step and suddenly asking him to take on responsibilities and pressures that are not commensurate with his abilities, his sense of accomplishment may last longer. The longer the sense of accomplishment lasts, the longer you can serve the organization and the more value you create.