How to retain employees in the sea as an example

How to retain employees in the sea as an example, recruitment is difficult to all industries is the old problem, especially in the catering industry, some people say is not the money did not give in place, that if anything with the money to stay, the company has what place to make money, so stay to pay attention to the method, the following look at the enterprise how to retain employees in the sea as an example.

How to retain employees to the bottom of the sea as an example of 1

Restaurant enterprises to retain new strokes: issued by the retention of awards, to the chef with a nanny

The day is going to rain, the staff to leave, really can not stay? Wuhan's catering enterprises are original.

Wuhan, the boss of a soup dumpling store recently recruited a nanny, but this nanny is not their own use but for the store a few white case master. Usually is mainly responsible for these several white masters of the living and drinking, the work includes the masters of the main meals, clothing cleaning and dormitory hygiene.

And these masters enjoy independent two rooms and one hall, air conditioning, TV and so on.

With such a boss, it is certainly a good job.

There are also some restaurant companies, in order to keep people issued retention awards. Employees can receive a $200 bonus if they successfully bring a new employee up to speed and pass the probationary period.

Want to keep people, you do these?

Learn from the pay system of Haidilao, see how to stay in the restaurant business

When it comes to Haidilao, the first thing that comes to mind is "service", and the Haidilao service to the extreme. In terms of management, Haidilao advocates the value of hands to change their destiny, creates a fair and just working environment for the employees, implements humanized and affectionate management mode, and enhances the value of the employees.

Salary Management System

(1) Haidilao overall salary structure

Total salary = basic salary + level salary + bonuses + seniority pay + bonus + overtime pay + other - employee fund

Level salary: first-class employees + 60 yuan, second-class employees + 40 yuan, ordinary employees

Level salary: first-class employees + 40 yuan, ordinary employees + 40 yuan. 3.5%

Other: including parental subsidies (200, 400 or 600, to help send back home to their parents), phone bill (10-500 yuan / month)

Employee Fund: 20 yuan deducted from the monthly salary, deducted for a year

(2) ordinary employee wage structure

① new Employees: total salary = monthly salary = basic salary + overtime + postal salary + other - employee funds

② employees: total salary = monthly salary + level salary + seniority pay

③ first-class employees: total salary = monthly salary + level salary + seniority pay + dividends

④ model employees: total salary = monthly salary + level salary + honorary bonuses + seniority pay + dividends <

(3) management staff salary structure

Lobby manager: basic salary + variable salary + seniority pay

Store manager: basic salary + variable salary + seniority pay

Here we see the structure of the employee's salary, the structure of an employee's monthly income was actually cut divided into at least eight pieces, is Haidilao like complex wage structure? The first is that it is not a complicated structure, but a complicated structure. These eight parts are the mind of the sea salvage pulling employees to do things.

Basic salary - > to encourage employees to full attendance

Level salary - > to encourage employees to do more or more difficult work

Bonus - > to encourage employees to do higher standards of work

Seniority wage ->Encourages employees to stay with the company for a sustained period of time

Dividends->Linking the overall performance of the company to the employee's personal income

Overtime pay->Encourages employees to do more work

Parental allowances->Allows employees to have more or more difficult work to do

Phone bill - & gt; to encourage employees to communicate more with customers

More work more pay should not stay in the thinking, but also to see what the enterprise allows employees to labor what, what to get, the design of the content of the labor and get the mechanism, only to see the effectiveness of the mechanism. More pay should not only stay in the base salary and commission structure, the need for a more fine-tuned division of labor and distribution.

Welfare system

(1) Employee's family

For each store manager's parents to send a salary to the parents of the monthly 200, 400, 600, 800 ranging from the children to do the more good their parents take the salary will be more. A part of the bonus for excellent employees

is sent directly to the parents by the company. In addition, in the bottom of the sea salvage work for a year of employees, if a year cumulative three times or three consecutive times was named advanced individual, the parents of the employee can visit their parents once, round-trip ticket company reimbursement, their children have three days of accompanied leave, parents enjoy a meal in the store.

(2) staff accommodation

Dormitory and store distance walking no more than 20 minutes, the dormitory is a formal neighborhood or apartment in the two, three bedroom. The dormitories are equipped with TVs, washing machines, air conditioners, computers, internet, and special cleaning arrangements to clean the rooms, and the washing of work clothes and covers is outsourced to dry cleaners. If a husband and wife **** work together in Haidilao, the store will provide a separate room.

(3) Employee Holidays

All store employees enjoy 12 days of paid annual leave each year, and the company provides round-trip train tickets home. Employees who have worked for more than one year can enjoy wedding leave and treatment; employees who have worked for more than 3 months can enjoy parental bereavement leave and subsidies; employees who have worked for more than 3 years can enjoy maternity leave and subsidies.

(4) Employee Equity

Allotment of shares to outstanding employees, employees above the first level to enjoy a net interest rate of 3.5% of the dividend. From here we can see that Haijilao has spent a lot of thought and cost on retaining skilled employees. The four welfare policies: the store manager's parents' salary, the staff accommodation problem, the catering staff's vacation problem, and the dividend income after working for a certain number of years and levels, Haijilao has taken into account.

The wage system does not solve all the problems of the enterprise, but many companies in the recruitment, retention, incentives for employees on the distribution mechanism, did make a very serious mistake, if your business to the company's employees on the income cut is very simple, then the staff is bound to work in an undesirable state! In fact, behind every mechanism is an employee's efforts or not to try to mind, the enterprise with the right mechanism in order to fully play a person's ability!

Retention in addition to say good words, more to meet the needs of employees. Let them feel that the wages have something to look forward to, value for money.

How to retain employees in the enterprise to the bottom of the sea as an example2

(1) management line

Management line, that is, its management channel. The management channel, of course, starts with new employees. As a new employee, three months later, or how long after, slowly through the assessment, become qualified employees, and then promoted to the first level of staff, and then up is rated as an excellent employee

And then step by step to become a foreman, lobby manager, store manager, and then there is the possibility of becoming a regional manager, regional manager. This is the promotion channel of management.

(2) technical line

Technical line, is the second line. In addition to the management channel, Haijilao also has a career plan for technicians, called the technical line.

As a new employee, you can continue to promote, become qualified employees, first-class employees, advanced employees, but this time you will find that the technical line management positions on these, and it is not possible for everyone to become a manager, so Hai Di Liao in their promotion channel design, in addition to the advanced employees, there are standard bearer employees, and up is the model employees, and then up is the meritorious employees.

So, employees are not necessarily managers, but they can enjoy the treatment of managers.

In fact, the meritorious employees of Haidilao, and the treatment of restaurant managers, there is not much difference.

That is to say, although you are not a manager, but was hired or promoted to meritorious employees, your salary and benefits, almost as much as the store manager. Although you do not have management authority, no administrative power, but you can enjoy the relevant treatment. This point greatly incentivizes the technical staff of the sea salvage.

(3) logistics line

The third line, logistics line. This line is likely to be overlooked by us, and this promotion path is very similar to the technical promotion path.

It is also from new employees to qualified employees, then to the first level of employees, and then advanced employees, and then step by step up the promotion, to become an office staff or cashier, and then to become an accountant, purchasing, technical department, development department and so on.

These three lines in the management line is the main line, as a new employee, if you are said to be constantly promoted to managers, you will see the hope of management, you will grow to foreman supervisor, etc.;

If you are to go to the line of technology and logistics, then although you do not necessarily become a manager, but you will be promoted to the standard bearer or a model employee, you can be treated almost the same as the store manager.

So a lot of Haidilao's `logistics employees and technical employees are also incentivized, and they see the hope, see the future. It can be seen that Haidilao's multiple lines of promotion channels, so that all people can see hope, can find their own goals, but also feel fair. Every employee who comes to Haidilao first feels the warmth and care like at home.

Haidilao current employees, most of them are from the rural "80" and "90" new generation. Unlike their parents who came to the city to work, they are better educated than their parents, have higher career development expectations, are eager to integrate into city life, and are more concerned about identity equivalence, respect for others, and social acceptance.

But what remains unchanged is their pursuit of a better life and a change in their destiny, just as their parents did. In this regard, the value of changing destiny with both hands provides Haijilao employees with a belief in action, and at the same time connects the interests of employees and the company tightly together.

Haijilao has only two assessment indicators for its employees: employee effort and customer satisfaction. These two can be summarized into one ultimate goal, which is to make customers satisfied. In Zhang Yong's view, the premise of customer satisfaction is to make employees satisfied, only employees are satisfied, in order to work happily, and then provide customers with satisfactory service.

Around this concept, Haijilao first for all employees to provide food, clothing, housing and transportation in a variety of facilities to help them quickly into the urban environment, to adapt to the fast pace of work.

Hai Di Lao for store employees to rent official neighborhoods or apartments, rather than into the city workers often live in the basement; all rooms are equipped with 24 hours of hot water and air conditioning, as well as television and computers.

In addition, Haijilao also arranged for each dormitory a "dormitory director", mostly by the 40-year-old female employees to serve, responsible for taking care of these mostly just left home young employees.

Dormitory chief on the one hand is responsible for the daily cleaning of the staff dormitory and the staff clothing washing work; on the other hand, also for these employees to provide the elders of the family like care, to these young people in a foreign country to the spiritual solace, but also alleviate the pressure of the high-intensity service.

Only one of the staff accommodation, Haijilao single store average annual cost of more than 500,000 yuan.

If an employee is sick, the head of the dormitory will accompany him to see the doctor and take care of his diet.

Haijilao also set up a special fund for employee medical care, used to pay for the hospitalization of employees. The care and convenience of life for the hard work of Haijilao staff to provide support, empowerment of grass-roots, fair promotion and pragmatic incentives and a series of system design for the Haijilao staff to build a change of fortune by hands of the channel.

2, empowerment to bring service innovation

With the traditional top-down, control-oriented management thinking is very different, Haidilao boss Zhang Yong bold authorization of subordinates. In the Haidilao, all levels of authorization has clear provisions: according to the nature of the business is different, the management of the approval authority is different, from 300,000 yuan ~ 2 million yuan ranging. Not only does the store manager have 30,000 yuan of approval authority, Haidilao's front-line employees also have a lot more power than peers.

From entering to leaving the store is always the waiter in dealing with customers, customers are satisfied with the service or not, the front-line staff know best. Therefore, Zhang Yong believes that trust employees and give the power to solve problems to the front-line staff, in order to meet the needs of the fastest and most accurate customers.

3, fair promotion and pragmatic incentives

Empowerment so that every employee of Haijilao has more freedom to make decisions than their counterparts, but also gives every employee the opportunity to grow quickly and independently. In order to ensure that all employees can properly exercise such power, Hai Di Lao with a unique cadre selection system and pragmatic incentives to facilitate.

Haijilao plans career development paths for its employees and clearly indicates to them the development paths and treatment. In addition to the director of engineering and the director of finance, all the management basically start from the most basic first-line waiter.

Many employees who graduated from junior high school were gradually promoted to management positions through this training system. Compared to foreign paratroopers, these managers understand the psychological needs of their subordinates better, and at the same time, they are also recognized by the staff. At the same time, the rich experience accumulated in the first line of service can help these managers to quickly determine the cheating situation of the use of power, such as free orders.

Haijilao's assessment of management positions is very strict, in addition to business, but also includes innovation, employee passion, customer satisfaction, the training of reserve cadres, each of which must meet the required standards. Even if the store managed by that store manager is highly profitable, it will be removed if there are loopholes in other issues, such as staff effort and customer satisfaction.

4. No worries

Haijilao not only takes great care of its employees, but also extends its "family culture" to their families. Haidilao employees from the countryside to the distant city to become a "working class", the biggest helplessness is separated from the family, the distance is too far to take good care of parents and children.

In the bottom of the sea fish work for a full year of lobby manager and above level employees or joined two years of senior positions, the company to provide its family leave, round-trip ticket company reimbursement; employees and their immediate family members in the bottom of the sea fish to enjoy half-price meal discounts;

Employees on both sides of the parents, spouses, children, grandparents, grandparents passed away, the employee can enjoy the bereavement leave and subsidies!

Employee's maternity leave and subsidies are higher than the national standard; if the couple works in the same area, as long as one of them works for half a year, depending on the region, the monthly subsidy of 520 yuan can be obtained for renting a room in the outside world; store manager's child is three years old, can enjoy a monthly subsidy of 1,000 yuan, and the children of employees in the North, Guangzhou and Shenzhen areas who are studying in the local area can get a monthly subsidy of 5,000 yuan for education.

In order to promote the staff to accompany the children, store managers enjoy an additional 12 days of parental leave each year. In order to make the parents of the employees feel honored, Haidilao also gives parent subsidies to the outstanding employees, and the expenses are directly sent to their parents.

5, food safety: crisis bear

Zhang Yong, founder, once said: "Haidilao may have two ways to die: one is the management problem, if it happens, the death process may last months or even years;

The other is the problem of food safety, once it happens, Haidilao may have to close down the next day. Haidilao may have to close the next day, a matter of life and death." This quote speaks to the lifeblood of the restaurant industry.

In order to better improve the food safety management system, Haidilao set up a food safety management committee, and the development of the "food safety committee management system", by the food safety management committee directly to the board of directors on a regular basis. At the same time, each store has one or two employees specializing in food safety.

Haijilao has also established a supplier management system, and regularly evaluates and conducts on-site inspections of suppliers.

6, the challenge: scale and efficiency

"Hands change destiny" is not only the company's commitment, but also become the faith of the employees in the Haidilao. Haidilao's apprenticeship system for employees to realize the "hands to change their destiny" this hope provides a system of growth to protect.

Teacher-apprentice system is like slow simmering soup, need to be "master" of the staff to pay enough time and energy to pay attention to the "apprentice" learning progress, such personalized talent training way to give personal timely guidance and feedback, on the personal growth helps a lot, but for the "apprentice", the "apprentice" is not the same as the "master", but it is not the same as the "master". This personalized approach to talent development can give individuals timely guidance and feedback, which is very helpful for personal growth, but inefficient for organizations that are constantly expanding in size.

Haijilao also tried other talent development methods, but the results are not ideal, and finally returned to the master-apprentice system.

This institutional arrangement effectively strengthens the connection between stores, but it is not perfect, and Haijilao is further exploring the intersection of responsibilities between the family leader and the hugger team leader.

With the vision of opening hot pot restaurants around the world, Haidilao will face more challenges and opportunities in the future. On the one hand, how to maintain rapid scale while ensuring consistent quality and service; on the other hand, as Haidilao enters different countries and regions, how to better develop a localized product tailored to the local conditions is particularly important.