Enterprises need single-minded people, not the most expensive people.

Those employees who jumped from large foreign companies to Huawei once laughed at Huawei's "old-fashioned", not only requiring punching in and out of work, but also implementing a low-standard consumption system for business trips.

But Ren has always adhered to these strict systems.

A boss I met in management consulting did a good job in his main business and later invested in a new company. Influenced by some fashion ideas, he adopted a "working" way different from the hard work in the past, rented a luxurious office building in Zhongguancun and hired a group of employees with high salaries. The welfare benefits are very good in all aspects, and there is no need to punch in and out.

Half a year later, I met him at the meeting and asked how the company was developing. His answer was surprising, "The company is dying and closed".

Why did this company go bankrupt?

1

Relaxed and tolerant

It is the biggest irresponsibility to employees.

Once, I met an old subordinate who left his job to work in his hometown and talked about the past. He said, I thank you for your harsh and unfriendly criticism of my management. At that time, I was a little disgusted and thought you were harsh.

Later he resigned and went to a new company. Seeing that other colleagues were scolded by the boss for making the mistakes I made before, I felt a little lucky and remembered your kindness.

Because you are always staring at me and constantly criticizing and correcting me, I can form a good habit of dealing with people, and I will soon be competent for the new company, appreciated by my boss and get a raise soon.

If you are a manager or entrepreneur, and want to be truly responsible for your subordinates, you should assess him, make demands on him, criticize him, set high goals and standards, and force him to grow! Only in this way can we help our employees get a better income and a decent life, which is our responsibility for his future.

If you are a good person with low goals, low standards and low requirements, you will cultivate a group of small sheep, slippery hands and white rabbits. This is the biggest irresponsibility to subordinates!

2

Enterprises need people with one heart and one mind.

Not the most expensive person

In human resource management, the boss is most concerned about whether it is better to raise people with low salary or run enterprises with high salary.

It is not necessarily a good idea to support people with low salary, regardless of the contribution value of employees, because it affects the enthusiasm of employees to create value and may reduce the overall profitability of enterprises.

On the other hand, blind high salary means increasing the cost of enterprises, especially for some start-ups with weak financial strength. An entrepreneur once said that the salary cost can account for about 70% of the total cost, which is also the biggest burden for the company. High costs, including high wages, will be the last straw to crush enterprises.

The least successful way to "do" is to be superstitious about airborne troops. Especially those airborne soldiers who only recognize high salaries, can only share joys and sorrows, and are unwilling to grow up with enterprises, it is difficult to work with one heart and one mind when they come, and it is difficult to stay.

I think we should recruit suitable people who are willing to work together with the company and agree with the company's mission and vision, grow together and cultivate our own talent team. This is much more reliable than digging up a few seemingly shining airborne troops.

Then, make money first and then divide the money, so that excellent employees can get higher income. The fixed salary is not necessarily high, but various forms of incentives can be adopted, such as options, benefit sharing and job optimization.

three

Applaud your efforts.

Pay for the results

Some people complain that they are too tired to work, but at the same time they envy the high salaries of other companies and think that their wages are low. In fact, every result is your own choice. Your income is not high enough because you haven't worked hard enough.

Ma Yun said: We don't care if you work overtime, we care if you care about your work. If you care about and love your job, you will get up early and go home late.

Ali people remember that the benefits must be done by themselves. No one's bonus or income is given to you by others, which is the result of your own efforts. Performance, the market is down, no one wants you, and the results are hard.

We applaud our efforts and pay for the results. If there is a result, we will pay. If you work hard and there is no result, it is also good for us to applaud.

four

Form what you can do today.

Struggler culture

The salary level of Huawei employees ranks first in the country, but the degree of diligence and sacrifice of employees is also first-class. On 20 16, Huawei worked overtime for an average of 3.96 hours.

An article on the internet said that after investigating more than 20 closed startups, it was found that they all had the same feature, and almost no one worked overtime except the boss.

In starting a business, what we need most is to run fast and steadily. The company's resources are limited, and so is its manpower. If you work from nine to five, how much can you do in a day? How did you win in the cruel market competition?

Therefore, fast-growing companies such as Haier and Huawei advocate the struggler culture that can achieve today.

When talking about Huawei's achievements, Ren once said, "We have no better advantage than others except drinking less coffee and doing more."

Enterprises should also give high returns to employees with high investment and high performance. Ren divides Huawei employees into three categories:

The first category is ordinary workers;

The second category is the general struggler;

The third category is effective strugglers.

It is a voluntary choice to be such a struggler. Huawei signed a struggle agreement with employees. Employees who voluntarily sign the Struggler Agreement can share much more rights and interests than ordinary workers, and enjoy high bonuses, dividends, share allotment and promotion opportunities.

However, the conditions for becoming a struggler are: voluntary overtime, giving up legal holidays and paid annual leave, and non-compulsory overtime pay.

These strugglers have formed a relationship with Huawei with the same fate and become the locomotive and engine of Huawei's rapid growth.

five

Pretend to be a high-performance company

They are all dead.

What is "pretending to be powerful"?

First, the pursuit of high-end atmosphere in office conditions and living welfare.

Many startups have entered a misunderstanding, how to retain talents? Enthusiastic and high pressure, Baidu's office, Netease's canteen, Ali's gym. The office must be the most magnificent, decorated with colors, afternoon tea is indispensable, and it is best to have an Apple computer.

The second is to pursue the fashionable management concept.

Don't use KPI, engage in loose and flat management, and even let employees set their own working hours. On the premise of completing the prescribed tasks, they can leave if they want. But in fact, these "production" methods have brought many problems.

These companies think they are learning Google's management model. In fact, the real Google culture is not only cool office design and nifty work style, but also has a world-class talent group, a mature culture that is user-centered and pursues the ultimate, and a strict OKR performance management system that leads the world trend.

Do you think that Google doesn't want KPI, which means it doesn't want management? People have changed a set of management methods that are more suitable for them and that they think are more effective and stricter.

The real high qualification is that the startup team has what mark zuckerberg said, "When I founded Facebook, I didn't want to start a company. I want to solve a very important problem. I want to connect people "mission, * * * knowledge and passion, and, to survive before development, can work hard, unite and struggle for a long time.

With these spirits, even if you start a business in the garage, you can be full of energy and inspire generate. Like the previous Apple entrepreneurial team and HP entrepreneurial team, they all started in a simple office and living environment.

Without these profound skills and entrepreneurial spirit, only superficial kung fu, "loading high energy", is it really suitable for you? Make money? Is it efficient?

As a result, everything becomes unrealistic, wasting expenses and burning money.

So, these companies that pretend to be high-energy are all dead.

six

Tolerance is a gentle knife.

Cut off high salary

Why do some people progress slowly or even stagnate, while others grow rapidly? I think there are two different factors at work.

One factor is the "low growth period".

Some people don't make progress, don't learn new things, challenge themselves for a long time in their jobs, and do messy repetitive work, so they make little progress and enter the so-called "low growth period".

Another factor is "positive growth".

This kind of positive growth people take the initiative to contact new jobs, think about how to improve their work every day, analyze excellent competing products and industry cases, take the initiative to read books, attend classes, learn to recharge, and reflect on and summarize their work. People who take the initiative to grow will make continuous progress.

Of the four college students, M and L have the biggest wage gap after work. M now works in a foreign company with a salary of nearly 20,000 yuan, while L works as a translator in a private enterprise with a salary of more than 6,000 yuan.

Back to three years ago, when I just graduated, L was the envy of my classmates. I just joined the work, and my salary is more than 5000, which is high among several people. The point is that she has no pressure to go to work.

According to her, she met a "very good" boss and was tolerant of her. For example, what mistakes she made in her business, the boss never criticized her, just explained to her euphemistically, and talked more during her internship. After she became a full member, she basically left her alone.

L said that I feel free and stress-free at work, and the translated manuscript can have its own style. Going to work from time to time, the atmosphere is relaxed and the salary is ok.

In contrast, M is much more bitter. She met a perverted boss bluntly. When she first joined the company, she worked as an assistant. His boss always criticizes her PPT for being featureless, unfocused and blunt. Although it took her three days to make it, it was completely rejected by her boss.

Once, because she wanted to use her PPT the next day, she was temporarily denied by her boss. M stayed up all night and revised it again, which was very hard.

Three years later, L is still working in that company, carefree, but his salary is rising slowly, with little change.

M, who was abused by his boss, grew rapidly and became a middle-level company, and his salary also increased several times. Now, she is very grateful to the boss who is not tolerant of her at all.

M's progress in the workplace has greatly surpassed L's, because she was lucky enough to meet a "perverted boss" who abused her, and this boss has been pushing her, making her afraid to relax and "actively grow".

But l's superior leader is a tolerant and good man.

Except for a few excellent people, most people, including L, are inherently lazy. Without external reminders and spurs, they will easily fall into a "low growth period". The "low growth period" is often a "comfort zone" in which people are trapped.

The boss's tolerance made L lose an opportunity for external help and fell into a "low growth period" for a long time. This kind of tolerance is like a gentle knife, which virtually cuts off L's high salary.

seven

An intolerant boss

Just hate iron not to produce.

Last year, Huawei spent a total of 9465438+79 million yuan on employee salaries, and the number of Huawei employees reached170,000. From this calculation, the average annual salary of Huawei employees is about 63 1 1,000 yuan. Are you envious?

However, Huawei's big boss Ren is a ruthless leader with a big temper and has never been tolerant. The essence of his intolerance is high standards and strict requirements. It is this intolerance that has made Huawei's first-class performance and first-class salary today.

Ren is also very strict with senior cadres. Once, a cadre prepared an outline for the next day's report. Ren picked up the manuscripts prepared by several vice presidents, read only two lines and fell to the ground with a bang: "What did you write!" " So I scolded him for half an hour, and Yan Huimin, director of the principal's office, cried at that time.

In my early years, when I was doing a consulting project on Mengniu's corporate culture with Oriental Eagle, the founder of "Leap-forward Development Theory", I was particularly impressed by a sentence said by Niu Gensheng, the founder of Mengniu, who said that "management is serious love".

The more critical your boss is, the more diligent you are, and the more demanding you are on yourself, instead of dealing with things casually. Over time, professional ability will remain at a high level, and salary increase is just around the corner.

Jobs called this management style with high standards and strict requirements for subordinates "reality distortion field":

On the one hand, it can make employees break through the inherent thinking framework, stimulate the greatest potential, make the impossible possible for the company and create a business miracle.

On the other hand, an intolerant boss will make you constantly challenge yourself, change, grow and gain. This process is a painful and happy process.

Smart and far-sighted employees will regard the intolerance of their superiors as "hating iron and not turning into steel" and serious love and external motivation. This understanding is the first step for a person to grow and succeed.

eight

So-called intolerance

The goal is to build a "wolf" team.

20 13 after Shi Yuzhu resigned as CEO, he was in a semi-retirement state. Three years later, he returned to the leadership position, and said in the Weibo that his giant network has become a "rabbit nest" and will implement the "wolf pack" transformation plan. "Wolf culture" has four characteristics:

1, the wolf has a sense of crisis.

The same is true for enterprises. Only when they are always prepared for danger in times of peace can they really feel safe.

2. Wolves have a keen sense of smell and strong initiative.

We should be as good at discovering and discovering market opportunities as wolves. In daily work, you can't simply rely on your superiors to assign and arrange your work, but you should find your own work goals and breakthroughs.

3. Spontaneous attack and perseverance.

Once attacked, they don't need the education and urging of wolves. Attacking is their instinct. Don't be afraid of difficulties, and don't stop until you reach your goal. Rabbits are different. They are not aggressive and have no indomitable spirit.

4. Teamwork.

Wolves rely on groups, teamwork and tacit cooperation.

Shi Yuzhu believes that "as long as it is a great company, there is nothing but a wolf culture. Rabbit nest culture is doomed to failure. Especially the Internet, the competition is so fierce. If it is not a wolf culture, it must be a dead end. "

He realized that ninjas were allowed to die, but not to live. It is decided to implement the elimination system of 10% for the cadres and employees of Giant Network every quarter, so as to force rabbits to become wolves, and those who cannot change will be eliminated. In order to let more employees hold shares and concentrate on "Wolf" employees. Because he is worried that rabbits are popular and easy to get away with, he intends to personally monitor the array until the "rabbit nest" becomes a "wolf pack."