Joke Collection Website - Bulletin headlines - Original big account or small account, who is smart and who is noble?
Original big account or small account, who is smart and who is noble?
Extreme insights or skills are called brilliant; moral standards higher than ordinary people are called noble - Cihai. Some people around us are wise and some are noble. In the field of business management, there are many brilliant or noble people and deeds. However, the author does not want to evaluate these enterprises and entrepreneurs under the banner of morality, which one is smarter or nobler. I just want to talk about the human resources consulting projects for many years. In particular, some "smart" or "noble" practices seen in salary system design projects, and the relationship between these two practices and corporate competitiveness and market position. Ability and willingness to pay? Who should decide who? In the past few years of working in human resources consulting, I often encounter a situation: the salary design and performance appraisal plan submitted by the project team to the client always needs to be greatly adjusted after it is submitted to the client, otherwise it will not be possible. Get approval from client executives. This adjustment is usually reflected in two aspects. One is that the client believes that the market level of the annual total salary for the position submitted by the project team is too high and needs to be lowered; the other is that among the employees' income, the performance part (that is, the floating salary) The proportion of part) is too low, which increases the company's fixed costs and cannot effectively motivate employees. In fact, when designing the salary system and performance plan for the client, the project team has fully considered the competitive intensity of the client's industry, the profitability of the company, and the problems existing in the human resources management system. It should be said that the vast majority of customers are fully capable of implementing the salary design plan submitted by the project team. When designing the salary system and performance appraisal, we also did a lot of communication with the customer and stated to the customer the measures we submitted. What are the advantages and disadvantages of the design plan and let the customer weigh the pros and cons. Unfortunately, the project team is not the customer after all, and the final choice still needs to be decided by the customer's senior management. This article does not intend to discuss here whether the consultant's plan is correct or the customer's opinion is correct. I just want to use this topic to compare the relationship between salary management of private enterprises, corporate competitiveness and market position, and the relationship between foreign capital and private enterprises. Make horizontal comparisons with peers. Interestingly, after comparison, a surprising pattern was discovered: private companies that are able and willing to pay competitive salaries have a significantly higher market position and corporate competitiveness than those companies that are able but unwilling to pay competitive salaries. At this point, many people may have this question: Does higher paying ability and market position determine willingness to pay, or does willingness to pay determine market position and corporate competitiveness? Before answering this question, let us first take a look at some of the following information: Foreign companies and private companies have two different accounts: I am afraid that when faced with career choices, the vast majority of job seekers will first consider foreign-funded companies, especially large multinational companies. companies, the reason is very simple: foreign companies have high salaries, good benefits, and have good training and employee development mechanisms; compared with private companies, the vast majority of domestic private companies have better performance in terms of salary and benefits, as well as employee training and development. Neither can be compared with foreign companies. The corresponding market performance is also very clear: if the purchasing power allows, people will choose brands such as Mercedes-Benz and BMW when buying cars; when buying appliances, they will choose brands such as Philips, Siemens, and Panasonic; when buying mobile phones, they will choose brands such as Nokia, Sony Ericsson, and Samsung... There are many similar examples, to name a few. The result of this phenomenon is that foreign investors make a lot of money in China and can also enjoy various tax policies; while many private enterprises, especially export-oriented and export-oriented enterprises, on the one hand, have to face the constant cost of raw materials and labor. On the other hand, they have to face the pressure of RMB appreciation and reduced export tax rebates. Due to their lack of overall strategy and innovation mechanism, they almost without exception use price cuts to compete for the market, falling into a vicious development cycle. cycle. There are many underlying reasons for this situation. In my personal opinion, a very important aspect is that the vast majority of domestic private enterprises generally lack real respect for talents and lack respect for equality and the spirit of contract.
Although they keep saying that they are hungry for talent, when it comes to paying money, there are always many "clever" ways to pay as little as possible. Even some private companies have hired consulting companies to redesign their salary and performance systems. But it’s rare for a compensation plan to be passed without modification. On the other hand, foreign-funded enterprises, especially some of the well-known large multinational companies, such as IBM, Procter & Gamble, Unilever, Volkswagen, Novo Nordisk, Pfizer, etc., regularly come through various channels every year (usually at the end of the year). To obtain salary information from the external market, some purchase salary survey reports from consulting companies, while others obtain salary information in the same industry through follow-up interviews with resigned employees. After obtaining salary data from the external market, the salary of all positions is dynamically adjusted at the beginning of each year to ensure that the company's salary can keep pace with or lead the external market. The reason is also very simple. It is not because foreign companies are so noble that they come all the way to China to work for Lei Feng; nor is it because foreign companies are strong and willing to pay competitive salaries and benefits to their employees. It's just that foreign companies don't just calculate the small account of salary, they also know how to calculate the big account of talent acquisition, market share, and operating profit. Looking back at many domestic private enterprises, among the salary consulting projects and salary system design training clients I have served, a considerable number of clients are not concerned with how to set up a scientific and effective salary system to maximize the motivation of employees, but how to Try to control labor costs as much as possible under the premise that employees can accept it - behind these two different demands, there are completely different salary philosophies that affect the huge differences in organizational management and employment methods between foreign companies and these private companies. . These two completely different payment philosophies reflect completely different basic assumptions between foreign companies and private companies, and these basic assumptions directly lead to different market performance and financial performance. The huge difference in salary and benefits between foreign companies and private companies can be summarized in the following three aspects: 1. Foreign companies regard human resources as a long-term investment rather than a concept of cost; while most private companies regard human resources as a long-term investment. Treat it as a cost and regard it as an important means of operating cost control; 2. Foreign companies encourage and affirm employees’ pursuit of personal value and wealth, and are also committed to helping employees grow through sound training and development mechanisms, because employees’ abilities Growth also directly promotes the improvement of the company's performance; most private enterprises only provide employees with investment in training and development as a last resort, because they worry that after the employees' abilities improve, they will use it to blackmail the company for a salary increase; 3. Foreign companies believe in the business philosophy of high investment and high output, and invest heavily in employee investment and product research and development. Excellent foreign companies believe that having excellent employees means having the advantage of talents. With the advantage of talents, there will be excellent and advanced products. With excellent and advanced products, there will be considerable market share and profits; and these Private entrepreneurs require employees not to mention conditions first, but to achieve results before discussing remuneration; for research and development, they will not invest if they can, because it can be solved through imitation. By comparing the differences in salary and welfare philosophy between foreign companies and private companies, we can see the market performance of these foreign companies and private companies in their respective fields: 1. In the IT industry, IBM occupies an absolute advantage in the hardware and service fields. Servers used by almost all domestic commercial banks, insurance companies, and telecom operators are basically IBM products, although IBM's product prices are much higher than similar products produced by Sugon, Inspur, Lenovo and other companies; correspondingly, For employees in the same position, IBM's income is at least twice that of well-known companies such as Sugon, Inspur, and Lenovo. IBM (a Chinese company) invests 1-2% of the company's annual income in employee training (IBM's fiscal year 2007 business revenue Revenue is $28.9 billion), and each IBM employee will receive at least 15-20 days of training per year.
Therefore, whether they are outstanding foreign-funded enterprises or outstanding private enterprises such as Huawei and Mengniu, they know that employees are mortals rather than saints. They all clearly understand that employees have material and spiritual needs, so they respect and do their best. Meeting the material needs and growth needs of employees also results in employees’ hard work and loyalty. The reason is also very simple. The vast majority of people and employees are mortals. They all have needs to pursue material, reputation, status, and growth. On the other hand, among the private enterprises that talk about dedication and awareness every day and use slogans everywhere, it seems that none of them has yet become one of the best or even the top ten in the industry. Presumably, this may be because the bosses of these companies really think that their employees are saints, and they can find many clever ways to reduce salary expenses every time they pay money. There are always many ways and explanations to reduce personnel expenses. For the sake of it. The reason why Mengniu and Huawei have achieved today's status and glory is not that they don't know how to settle small accounts, nor that they are noble, but that Niu Gensheng and Ren Zhengfei truly understand human nature, respect and understand business laws, and lead by example consistently. As a result, It also gained the employees’ understanding. For a company like this, with a boss like this, it would be strange if it failed! Postscript: This article has been the longest and most revised one for me. The reason is very simple: First, the current economic recession has affected many industries in the country, and the most talked about topic in the business and academic circles is how to reduce costs and reduce costs. Survive the harsh winter. During this period, the main themes of various newspapers and media were layoffs and salary cuts. It is really inappropriate to write this article, but I always insist that the harsh winter is temporary, but growth is an eternal topic. Compensation and benefits are a topic that every company and every entrepreneur cannot avoid. Secondly, Mr. Niu Gensheng has received mixed reviews from academia, the public, and the business community. Writing this article seems to be a scapegoat. But I still think that the flaws are not hidden. No matter how you evaluate Mr. Niu Gensheng, he has built a company from zero to tens of billions in less than ten years, and the employee compensation and benefits are significantly higher than those of his peers. This is an iron-clad fact. Don’t criticize it in the name of morality. Third, I always believe that high investment in employees may not lead to high output of the company, but low investment or no investment will definitely not lead to high output of the company. The hearts of employees are the hardest to win over, if the employees no longer love the company; the hearts of employees are also the easiest to win over, if the boss can be more sincere and caring, and pay more salary within his ability. Successful bosses are actually not smart, but they are more noble than failed bosses because they understand and abide by the business ethics of equality, contract, and sharing; most failed bosses are actually very smart, but they think they have calculated employee costs. This small account can enable the company to grow rapidly, but it cannot be considered as a big account for the healthy growth of the company. Personal profile of Yang Gang Teacher Yang Gang, 34 years old, is a graduate student in management, a human resources consultant and training lecturer. He has six years of experience in management consulting. He has served as senior consultant, project manager, partner and other positions in many large domestic management consulting companies, focusing on organizational design. and the field of human resources. Teacher Yang Gang has provided human resources, corporate culture and organizational consulting services to many large domestic enterprises and listed companies. The industries that Teacher Yang Gang focuses on include: equipment manufacturing, clothing industry, consumer goods and retail, real estate, and energy; Teacher Yang Gang’s lecture style is systematic, logical, practical, and interactive with students, and is an advocate of consultative training. who. For management training, Mr. Yang also creatively combined the characteristics of management consulting, combined with six years of management consulting experience as well as the operational characteristics and human resource management priorities of various industries of all sizes, and specially developed five training programs for consumer goods, clothing, real estate, manufacturing, and electricity. Industry-specific human resource management courses are highly targeted. Teacher Yang Gang is also a special contributor to the review section of Sales and Marketing magazine, and has published many articles involving organizational management and general management.
- Related articles
- Warmly welcome the scrolling screen at the factory gate. Do you want punctuation at the back?
- Contents of notes on earthquake escape.
- Life and green embrace, human beings and ecology coexist. How do you say this in English? Or please provide some green and environmentally friendly slogans in Chinese and English. Thank you very much
- Children's winter safety tips
- Duties of Dongfeng Road Office in Hohhot New District
- Mid-Autumn Festival greetings for kindergarten children
- 5 summary of labor competition activities
- Is there any good place to propose marriage in Changsha?
- The latest news of yutian county epidemic prevention and control in Tangshan in 2022: the risk level of yutian county epidemic in Tangshan, Hebei Province.
- Five planning schemes for Chinese Valentine's Day activities in 221