Please act in groups and give hints.
Life is like a play, it all depends on acting. It is really useful to let a third party "group performance" evaluate employee service.
Haidilao has taken many detours in performance appraisal. At first, the chairman of Haidilao was like many diners. The finer the KPI, the better. At that time, such an indicator was set: the water in the cup should not be lower than how much. Guests wearing glasses must be given glasses cloth, otherwise points will be deducted.
This is not worth the loss: employees will give glasses cloth as soon as they arrive, and they will force customers to add soy milk. I don't even want to tell the truth for the sake of performance! This compulsory service not only failed to improve the customer experience, but also made employees complain.
Later, it was found that in the catering industry, the index of elasticity plays a decisive role, which is customer satisfaction. He invited a bunch of "group performances" to spend money and then graded them. A-level is to be commended, B-level you stay here, C-level needs counseling, but no money will be deducted, and a certain counseling period will be given. If you don't do well after this tutorial period, the store manager will be eliminated. Moreover, the salary structure of Haidilao is quite transparent, and it can be calculated by giving more employees.
Haidilao has also introduced piece-rate wages, which is a foreign tipping system. The difference is that this tip comes from Haidilao, and employees can get it directly from the manager. This kind of performance appraisal makes employees feel fair and plays an effective incentive role. Employees certainly don't want to leave this humanized enterprise.
Dividends, bonuses and bonuses
Dividends and bonuses are different, depending on ability and performance. At first, the founder of the log cabin barbecue gave money and bonuses, and made a bunch of them. As a result, he trained a group of people who only took money and didn't work. Later, he changed the original salary and bonus into salary, shares and dividends.
This is how the log cabin barbecue is done. First, we are partners in the store. All members are partners of the log cabin barbecue, and all members participate in dividends. The second is to be a senior partner and a middle manager. They are responsible for the incremental profit dividend of the enterprise. In addition, there are options and equity dividends in the salary of the core partner. If the log cabin barbecue is operating a new brand, these core partners will become the original shareholders of the new brand.
Such a mechanism makes the enterprise environment fair and just, and makes the truly capable people get corresponding rewards. The founder of the log cabin barbecue said: "The core of the chain development of the catering industry is' people', and employees are the real bosses of this enterprise."
Soft to send you money
It is also a good way for the catering industry to achieve the purpose of assessment and prevent the loss of employees by conducting multi-dimensional assessment of employees and appropriately encouraging positive work attitudes or behaviors.
"As long as the employee meets the values and the skills are hard, the company will give him money to make him soft." The founder of Wei Yun Pavilion said that Wei Yun Pavilion has a corporate culture of gratitude and sharing. KPI is not completely linked with profit and turnover, but rewards employees through standards such as colleague's recognition, turnover rate, customer evaluation, user experience and product service hygiene. The final year-end bonus payment standard is also flexible, and the bonus for the same position can be 10 times worse.
There was once a branch with meager profits and poor performance, but the manager has been trying to pay attention to customer comments, never slackening off, and has been very active in solving problems. According to the traditional performance appraisal, the store manager should not have many year-end awards, but because of the good customer evaluation and his work attitude, he finally gave a year-end award of 40 thousand.
In Wei Yun Pavilion, the reward is absolutely unbalanced. You don't eat the same pot. The number of rewards varies from store to store. Two stores with 20 employees, one may have 65,438+00 employees winning the prize, and the other only has 65,438+0 employees. It means "everything breaks the routine, does not eat the same pot, does not balance, regardless of grade, region or store." As long as it is excellent, as long as it is qualified, there will be more! "
Every enterprise naturally has its own salary assessment mechanism, but the data shows that 90% of enterprises are useless. Can the rules you formulate positively motivate employees, really improve the efficiency of implementation and retain employees? In fact, in the final analysis, it is human nature. When the assessment becomes a game of power and employees lose trust in the enterprise, don't complain why they left with the year-end bonus.
Main contents:
How can chain enterprises combine Internet and financial tools to innovate business models and upgrade supply chain and industrial chain?
The improvement of single store profit, standardization, supervision system and chain construction;
Inventory of chain investment resources, investment planning, chain expansion model design, investment operation, etc.
Chain equity partnership, talent incentive, equity incentive, corporate financing, corporate valuation, store crowdfunding, etc.
How to quickly realize the scale income, the planning and construction of chain system, and the method of creating explosive products of chain enterprises;
Chain talent replication system, standard system construction, investment operation practice, classic landing case analysis and so on.
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