Liu Qiangdong, founder of Jingdong, pointed out in a speech that the pay incentives of the enterprise to determine how fast the enterprise can go, and the creation of culture will determine how far the enterprise can go. There are several types of people in the enterprise must be resolutely dismissed, due to the destructive power of the corporate culture is too great.
However, the core of the company's management is to manage people, the core of the management is how to choose people, how to use people, how to keep people, how to avoid "big business disease", to ensure that the information is fluent, to reduce departmental tug-of-war.
In fact, the boss and employees are the same purpose: to make money!
1, the state of bad employees do not empty out, the state of good employees can not come in.
2, an employee easily leave the team, can not be entrusted with heavy responsibility.
3, eager to make quick profits, but disregard for the value of the company is more inappropriate to stay.
4, over the bridge employees can not be grateful heart, do not stay.
5, to create profits is the core value of the existence of employees, mixed people can not stay.
Then how to train? Jingdong in the internal establishment of a set of three-dimensional training program.
As far as the e-commerce industry is concerned, the welfare of Jingdong's front-line employees should be one of the best, as evidenced by their daily service.
Jingdong every year to all the grass-roots employees pay raises, grass-roots employees pay raises of no less than 10%, supervisors, managers and employees of no less than 20%.
Liu Qiangdong said: employees are their brothers, only to make employees satisfied, the enterprise can maximize profits.
Why every double eleven, double twelve, 618 after the big promotion, Jingdong's courier brother will take their families to help together to send express delivery, just because earn a little more money? Family members help, while family members are not paid to take. Jingdong brothers do this, surely Liu Qiangdong employees as brothers, employees Jingdong as a home, will be so hard, so pay!
Liu Qiangdong's love for employees is to minimize the pressure of life for them. He said, "We are now more than 70% of the entire company's employees are from rural areas like me, these employees who work in Jingdong for more than five years, the vast majority of them can buy a house in their hometown."
Jingdong years of unprofitability had been ridiculed by many people. He had blown himself up, Jingdong if a year to save the express employees of the five insurance and gold, you can make a profit of 1.7 billion.
But Liu Qiangdong believes that this is a shameful amount of money.
Liu Qiangdong firmly believe that good for employees and good management is not a conflict at all:
The core competitiveness of enterprises lies in the talent, the development of enterprises rely on employees to implement, no talent all strategic plans are unavailable, so, every year to the staff processing capital is basically an irreversible trend, the wages are set in stone, all the talent will be away from you, the enterprise will be from the closure is not far away.
Applicable objects: the second line of basic positions, operators
Applicable objects: the second line of basic positions, operators
1, more work, more pay: let the employees for their own work, do more and more good, the income should be relatively higher;
2, a special multi-talented: in the possession of a skill based on the basis of a main role, so that employees can simultaneously Undertake more work roles, play a greater value;
3, composite value: according to the workflow and workload, in order to efficiently as the goal, the merger of the department, the duties of the job function, 3 people do 4 or even 5 people's work, through the optimization of the human efficiency, to give employees more opportunities to improve their ability to increase income.
Basic salary + results value + results value + special incentives + year-end awards
Basic salary: to protect the basic life of employees;
Results value: do something to do the value of doing the results, such as doing this thing, how much money to give;
Results value: the value of the contribution to the transformation of productivity: to do the job, according to the sales of this thing value by a certain percentage of the commission;
Special incentives
The basic salary is the basic salary of the employee.
Special Rewards: Recognition and reward for special contributions.
Liu Qiangdong: value employees, to respect human nature, so that employees are satisfied, small and medium-sized enterprises should do so!
Summary: Pricing valuable work for pay, encouraging employees to actively do things to do the results, and do more than their share.
Liu Qiangdong: valuing employees, to respect human nature, so that employees are satisfied, SMEs should do so!
Liu Qiangdong: value employees, to respect human nature, so that employees are satisfied, small and medium-sized enterprises should do so!
As the saying goes, more people have more power, more people work better. For the leadership, the number of employees is a little more, the work is well organized and well deployed. The leader's greatest fear is that the manpower is small time tight task. Also, cost saving is the boss and the financial affairs, how much it has to do with the leadership. Even if you give the preparation and budget, the leadership will find all kinds of reasons to apply for an increase in the number of posts.
So, when the leaders at all levels do not have the true will to save costs and control the budget, the best ideas can not operate, operate soon.
If the post is a fixed pay model, this proposal may be reduced to empty talk. Employees will say, processing salary is supposed to. Why do so much work? And, because the employee motivation is not sustained pull up, the work results are not good, the employee initiative can not be stimulated, and soon the enterprise will have to add back to the reduced people.
So, this practice will be discontinued after a period of time, because under a fixed salary, there is no way to quantify this "work", and it does not incentivize the initiative and creativity of the team.
Some companies use a gentle natural elimination method, when an employee leaves, no more staff, the work of the post will be transferred to other employees responsible for, and then give him a little increase in wages. This approach seems to be very feasible and has some practical significance. However, in the operation will encounter a lot of practical problems:
Therefore, when the enterprise to implement a simple and crude pay model, and then good thinking may not be able to achieve good results.
A catering company of a cashier position, the work content is to answer the customer call booking, checkout to buy a single, invoicing, and do a good job of the daily billing table. Originally, it is an ordinary post, take is also absolutely fixed salary. But this cashier, always complaining about the workload, low wages, high risk (counterfeit currency, customer complaints), the customer call booking service attitude is also very general. What to do?
The following picture is the new PPV pay program we designed for this cashier:
Liu Qiangdong: valuing employees, to respect human nature, and make employees happy, SMEs should do this!
This time and share with you this real case, this year in Guangxi, a home appliance enterprise counseling performance change, encountered a real case: they are a well-known brand of home appliance agents, due to the home appliance market environment is not good, the company has been three consecutive years of losses, in the face of the past in the first half of 2017, they don't know how to incentivize employees to achieve profitability, the enterprise has really been unable to afford to lose!
Liu Qiangdong: valuing employees, to respect human nature, so that employees are satisfied, small and medium-sized enterprises should do so!
This company has a turnover of tens of millions of dollars a year, why would it lose money?
After in-depth communication and research, found that there are mainly 2 reasons:
Appliance industry by Gome, Suning and e-commerce, homogeneity is too strong, the competition is very large, each home appliance sales book is almost 0% gross profit, mainly relying on the policy and rebate to achieve a small amount of profitability;
Liu: pay attention to the staff to respect the human nature, so that employees are satisfied with small and medium-sized enterprises to do so! Do!
(1) office **** 10 people
The most important thing is that the workload of each office second-tier employees is less than 3 hours a day;
(2) sales employees are not motivated enough for two reasons:
In the face of the above problems, we have made the following adjustments
2017 second half of the year goal of the whole company has only one goal, and that is to Stop Loss Profit;
(1) Solution 1: KSF pay performance model
All managers use KSF broadband pay method, according to the strategic objectives at the beginning of 2017, to find out the corresponding indicators and incentives for each manager, through the convergence of interests, so that all the managers and the enterprise goal is the same - -stop loss profitability;
(2) Solution 2: salesman diversification incentives
We decided to break the traditional practice of not employing people by post, but by workload!
To this home appliance company to develop the program is as follows: we designed a PPV quantitative compensation model for second-line grass-roots employees, all of the work of the nine second-line employees are listed, and all pricing based on the market (internal), the results we were surprised to find:
We then according to the law of time allocation, found that the original work of nine people only need three people, so we decided to optimize 6 people for the transfer process.
Facing the sales department and management
1, balance point-oriented incentives
For example: sales (output value salary of 5,000 yuan). 2016 full-year average monthly sales of 5 million, 5 million as the balance point, higher than 5 million, every higher 100,000 incentive of 100 yuan, such as lower than 5 million, every lower than 100,000, less than 80 yuan.
2, commission point-oriented incentives
The above case: can also be designed this way: sales of 10,000 = 10 yuan, or sales commission rate of 0.1%.
3, incentives oriented to the requirements of the standard
The above case
4, set the range of flexible incentives
For example: the wage cost rate indicator. the average wage rate in 2016 was 26%, the highest when it reached 38%, and the lowest when it reached 22%, and the data fluctuations are very large. After calculations, 25-27% was selected as the middle ground of not awarding impunity, higher than 27%, every high 0.1% less than $10, lower than 25%, no lower than 0.1%, awarding $15.
5, positive incentives and negative incentives
In the design of the assessment incentives is, be sure to measure the level of positive and negative incentives. From the overall point of view, positive incentives should be greater than negative incentives. From an individual point of view, the appraiser can not fully control the indicators, operational indicators, positive incentives to be relatively greater than the negative incentives; the appraiser can be fully controlled by the indicators, positive incentives and negative incentives can be comparable; and for the management of the indicators, in particular the responsibility of the sex, the requirements of the indicators, negative incentives can be greater than positive incentives.
Liu Qiangdong: a good pay system model to make the company progress!
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