Let's take a look at the ways in which Haidilao touched employees.

In Haidilao, many phenomena I saw surprised me, because these things are legendary stories about successful enterprises that can only be read in books. The manager held a regular meeting and said that the head office was building a pension apartment for loyal employees. Within a few minutes, every employee was encouraged, just like Kōnosuke Matsushita was giving a speech on the "251-year plan". As long as it is time to go to work, all employees will not stop to have a rest-security inspectors (whose duties are equivalent to electricians) serve dishes during the peak hours; The vegetable delivery man always brings back a basket of dirty dishes after a trip; Before the closing of the market, the delivery staff, waiters and security guards all went to the dishwashing room to wash dishes and wipe dishes-this efficiency was only found in McDonald's; The store manager, lobby manager and backyard manager always appear in the busiest places, and they are more efficient than many skilled employees.

Many times we sigh: What kind of enterprise is this? They are simply creating miracles! What surprises me most, even puzzles me, is that after long and intensive work, employees can still keep happy and even smile. Haidilao employees are doing well because they are doing it with their heart; I am not tired because I have passion for my work. And the reason why I care, the reason why I have passion, is because I was moved. Moved by colleagues, by the hot working environment-and most importantly, by enterprises and leaders.

first, why should we move employees?

there are two reasons why we use "touching every employee".

firstly, I was personally moved by the leaders and colleagues in the store every day of my internship in Haidilao. It is no exaggeration to use the word "moved", and countless new employees are also moved every day. It is because of being moved that everyone is actively working.

second, "touching employees" should be the basic requirement for all managers. One manager touched 11 customers a day, it is better to touch 5 employees a day, because the five employees who were touched definitely touched more than 11 customers. Only by asking managers to touch employees can we be logically consistent with asking front-line service personnel to "touch customers". The problem of service quality does not lie in the service itself: the service process can be infinitely perfect and the service standards can be infinitely strict-but what can we do? The service problem is essentially an incentive problem for service personnel. Family service is not required by high standards, nor can it be trained by superiors, but is delivered-passing on the affection of others to their customers and passing on their feelings to customers. This is family service. To pass it on, there must be a source. Who will give the employees affection? Who will touch the employees? We can't pin the source of touching on others, only we can make our own efforts to let our enterprise and all managers of the enterprise touch every employee. In fact, the question "why should we touch employees" is too simple-just as simple as why we ask employees to touch customers. It is a bit silly to ask this question, so there is no need to say too much on this issue.

second, how to move employees? What do we use to move employees?

A leader of Haidilao's headquarters once said to the leader of Baotou Seafood Store, "We must care about every employee. You don't need him, but you can't help loving him and caring about him. " I was very touched when I heard it. And I think this sentence shows the real way to touch employees: care is the source of touch, and only by paying our care can employees be moved. How to care?

We can see how Haidilao is made.

1. orientation training for new employees

orientation training must be put first, because orientation training is so important that every new employee gets a lot from it.

first of all, they got the guidance of the best trainer in the system. Each store in Haidilao does not directly recruit personnel, but the personnel department of the district is responsible for unified recruitment and centralized training. So you can choose one of the best trainers in the system to do the training. The trainer told everyone her phone number before the first day of training, and said that she could call her at any time in the future if she had any difficulties. This is also the same way for all managers in Haidilao. After new employees arrive at the store, the store manager, lobby manager and backyard manager will give their mobile phone numbers, which will make employees call her (him) when they are in trouble. Secondly, they are integrated into a small group. There are only a dozen or twenty people in this small group, which is much easier than going to the store to get along with one or two hundred people at the beginning. The new employees in each training period will automatically form a group. With this small group, it is relatively easy to integrate into the large group. After the end of the training, the store also arranges the same group of new employees to have dinner and have a small meeting together, which is also conducive to the formation of this small group. This kind of small collective is not in danger of forming a "faction", because it is really impossible for several new employees to form any "strength". However, this small group can quickly eliminate loneliness, so that new employees can enter the work role as soon as possible and integrate into the big group.

Thirdly, there is a buffer period for new employees to work. The working hours in Haidilao are quite long, and the work intensity is also very high. New employees may not be able to stand the work as soon as they arrive. During the training period, I only have 6 hours of classes every day, the content is also very simple, I eat well and the accommodation environment is not bad. This is like a holiday for many new employees from the countryside. Here you need to know some systems and business processes, and be prepared for hardship. Finally, new employees are more confident after receiving induction training. In fact, the content of the training is not very important. What is important is that after the off-the-job training, it is very different whether there are psychological hints for employees-the training of Haidilao can at least give new employees two psychological hints. First, after training, we are a "regular army", not a "mercenary" who was temporarily pulled up, let alone a "wandering soldier". Second, we are studying. Haidilao lets us study and gives us opportunities to learn. With these two psychological hints, I will definitely be more confident in my future work. From the enterprise's point of view, centralized training is also a way with lower input cost compared with decentralized training, and it is more conducive to the unified standards of enterprises. The benefits of centralized induction training go far beyond this, and it can even be said that every new employee's future work will be deeply affected by induction training. The company is ready to do this work in 2117. I think this is a very good thing and should achieve considerable results.