Holding Professor Huang Tieying's latest monograph, "You Can't Learn from Haidilao", I burst into tears for countless times. Zhang Yong, the founder of Haidilao, started from four tables of mala Tang in 1994, and now has expanded its business scope to dozens of chain stores all over the north and south provinces and cities. For such a catering industry with low threshold, no access and no technical content, although its expansion is not as fast as we thought, it is precisely because of low threshold and low technology that the competition is fierce. However, it has developed in the catering industry with such fierce competition for more than ten years, and it is not easy for it to become the research object of peers and even amateurs.
After reading "You Can't Learn from Haidilao", I understand that Haidilao is not a paradise. The case of Haidilao has the most direct impact on human resource managers, and it is also worthy of serious study by business owners. Although the book says that you can't learn from Haidilao, Haidilao is not a moon mirror. The achievements of Haidilao come from its meticulous management, which I can summarize as follows.
First of all, mental training helps employees and enterprises grow together.
Most employees of Haidilao come from rural areas. Compared with other peers, they have better treatment and become the destination for these low-educated people who are eager for urban life. When I entered Haidilao, I realized the inner grievance of being discriminated against by others when I adapted to the new environment from the countryside to the city. More than ten hours of high-intensity work every day tests the body and mind, so that some people say that Haidilao recruits robots instead of employees. Everyone who sees Haidilao laughs. As Zhang Yong, general manager of Haidilao, said, we know that many of them will cry when they see their smiling side, but not in front of guests. Who can adapt to leaving home because of hard work and fatigue? Those who couldn't stand it left, and those who stayed began to laugh after crying.
The living environment makes them understand the hardships of survival and the meaning of life earlier, and the hard environment sharpens the minds of employees. "Against the wall, the wall will fall; Only by relying on people can people run; Dependent on parents, parents will get old; It's best to rely on yourself. Change your destiny with your own hands. We can't choose to be born, but we can choose to keep learning and change our destiny. " It has become a portrayal of the persistence of Haidilao people.
Secondly, Haidilao regards employees as customers.
Haidilao's employee incentive model has attracted the attention of the majority of enterprise managers and business operators. Serving employees as customers has become its distinctive corporate culture. Because of the particularity of the staff group: most of them come from rural areas, with low academic qualifications and poverty. Haidilao provides employees with heating buildings for urban residents, and a special dormitory director aunt is responsible for accommodation management; Establish a boarding school to let employees' children study with peace of mind; Regular home visits to let employees' families and enterprises know each other better; Reward employees who have connections and contributions for family travel; Giving pensions to employees' parents represents employees' filial piety and gratitude, and so on. If you are busy outside, you must settle down first. The warmth of Didi permeates employees' lives, solves their worries and serves employees as customers. It may be a trivial matter, but it plays a key role in motivating employees. Details determine success or failure, and it is also the most critical lesson that Haidilao causes us to think.
Zhang Yong, who has never studied management, has achieved a high level in human resource management: grasping psychology and managing human resources-treating employees as human beings. Mencius said, "Love while eating, and love while doing." . Love without respect is a beast. "Raising without love is to raise pigs; Love without respect is raising a dog. People are the hardest to raise. It is not enough to just give food and love. People also need respect. Mencius said, "If you regard me as your brother, I will regard you as my confidant.": "If you treat me like a dog or a horse, then I will treat you like a Chinese; You treat me like dirt, and I treat you like hatred. "
Third, the differentiated services formed by trust authorization attract customers.
Zhang Yong's trust authorization stems from his set of human nature assumptions. He believes that most people have moral self-discipline, so a few people abuse power; If properly monitored, fewer people will abuse it. Therefore, the advantages of authorization outweigh the disadvantages, because most employees feel trusted and motivated, will work harder and handle customer complaints more effectively, and the customer satisfaction rate will be higher. It is this assumption that Haidilao has different rights from the general manager to the regional manager, and from the store manager to the waiter. For example, giving food to customers for just reasons and giving food to customers for free for just reasons. It is precisely because of this authorization that the service personnel who directly deal with customers can better grasp the needs of customers and meet their needs in time.
Differentiated service is a unique scenery of Haidilao, which originates from the authorization of Haidilao. The authorization of Haidilao originated from Zhang Yong's assumption of human nature. Any management needs encouragement and supervision; Different management styles stem from different assumptions about human nature. In reality, every manager will choose more carrots or sticks according to his own judgment on human nature. Good management must be based on motivation and supplemented by monitoring, so that most employees can feel trusted. If people are trusted, they will "die for their friends" and management will get twice the result with half the effort. Bad management must focus on monitoring, supplemented by incentives, and monitor employees by burglary. When people are looked down upon, morale will naturally be low, and management will get twice the result with half the effort.
Fourth, performance appraisal is simple and powerful.
There is only one standard for Haidilao to evaluate employees ... Can it be done? Therefore, most employees of Haidilao believe that Haidilao is fairer than other enterprises. The sense of fairness is the most difficult problem for all enterprises. If an enterprise does not take the quality of work as the sole standard to promote and reward employees, it will inevitably set some other standards, such as education, qualifications, background and so on. A bowl of water tilts easily.
The more elements and indicators of performance appraisal, the more complex it is, and the more likely it is to be out of balance. The simple and effective evaluation method of Haidilao ensures greater fairness, which is not only recognized by employees, but also allows employees to find their own development direction according to their work ability.
Haidilao has been studied in full swing now. Some people say yes, others say hype. The development of Haidilao is the same as that of any enterprise, especially in the case of such rapid development, the problems encountered are becoming more and more prominent.
The greed of human nature is selfish and there is always such a desire. When employees whose basic needs are met have higher desires, how to manage such employees?
Chickens that can lay eggs are valuable, otherwise, managers who can only work by themselves, but can't employ people and train people, can only be regarded as "cocks" and at most as model workers. As for the apprenticeship training mode and growth mode of Haidilao, it is bound to need more chickens that can lay eggs. Can this training mode meet the needs of development under the situation of rapid growth?
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Simplifying complex things and detailing simple things have made Haidilao today.
"Looking for a moon in a haystack" shows us that the development of enterprises cannot be separated from a group that loves enterprises, fully trusts them and manages them as their own homes. Such enterprises must develop rapidly and effectively, which is also worthy of learning and respect.