Survival of the fittest When the production and operation of enterprises enter the off-season, employees do not have much work, which often breeds complaints and even develops certain inertia. This is extremely unfavorable to the production of enterprises entering the peak season next year. In essence, each employee's ability and dedication are different, and his contribution to the enterprise is also different. Off-season is a good opportunity for enterprises to actively control the flow of employees. Enterprises have more time to assess employees, so that those with good performance ability and high loyalty can stay, and those with poor performance ability can be eliminated. Some people may think that layoffs in the off-season and recruitment in the peak season are coming, not to mention the cost of new employees adapting to work. What if the people you recruit are not as good as the people you cut? What I want to say is that the layoffs I advocate are not arbitrary layoffs. Since they are all the results of survival of the fittest, it must be the employees with poor performance in the enterprise who are laid off. In addition, enterprises can transfer the funds saved by layoffs to highly motivated employees, fully mobilize their enthusiasm, let them create more achievements, and control the total number of employees to a certain extent. In the peak season of production and operation, many enterprises often fail to assess their employees and may not be able to consider the issue of survival of the fittest. However, in order to eliminate some employees in the off-season, the assessment must start from the peak season and let employees know that as long as you work hard, it will never be your turn to lay off employees; If you don't do well, you may have to fend for yourself when the off-season comes. In a way, this is also an opportunity for employees to compete fairly. I once contacted a shoe-making enterprise in Panyu. The second half of each year, especially around September, is the time when they order the most. Employees have to work overtime and work hard, but in the off-season, orders are greatly reduced and the operating rate is very low. If the order is evenly distributed to each employee, all the machines must be started, and everyone can only work for a short time every day. Even employees with good jobs have low incomes. In this way, skilled workers with good ability will jump to other enterprises, and those who can't find jobs will stay. Later, they eliminated employees with poor performance in the peak season in the off-season, and the employees with good one-way performance in the off-season were inclined. In this way, employees have a strong sense of competition in the peak season, and the whole enterprise presents a vibrant scene. Of course, even if the survival of the fittest, some enterprises still have to seriously consider. The market environment and competitive environment in which enterprises are located are very important. If there are a large number of people in your industry looking for jobs in the market, you can find the right people at any time, and layoffs will not make some excellent employees lose confidence in the company and switch to competitors. You can take this approach. In addition, there are still some factors to consider: first, all unused people cannot be laid off in the off-season, because it is not easy to recruit suitable people for some positions when the peak season comes, so enterprises still have to pay the necessary costs. Secondly, enterprises must make plans early, and there is an off-season every year. Only when the peak season is assessed and planned, employees will avoid negative emotions such as poor corporate benefits and pessimism about the company's prospects. In addition, the introduction of assessment measures in peak season will make employees clear what they should do and what conditions they meet, so that truly outstanding employees can work hard in their hearts. In addition, employees who have been laid off should also be compensated and subsidized according to the relevant regulations of the state, so that they can be convinced. Business owners should understand that seasonal layoffs are not due to corporate losses, so it is necessary to calculate an account: when the peak season comes again, what is the cost for enterprises to recruit new employees and make them more productive? If this cost is greater than the cost of layoffs, it is best not to lay off employees easily. Disadvantages The instability of labor force will lead to the instability of product quality. The chairman of Hu Jia Daruida Power Supply Co., Ltd. really pursues high-speed development, which inevitably requires a stable and skilled staff. Layoffs in the off-season will increase employee mobility. The instability of the workforce will lead to the instability of product quality and intermittent management, and even lead to the decline of brand reputation. This is bound to cause losses, which may be much more than the money saved by layoffs. So I think it is very short-sighted to lay off employees in the off-season. There are two typical cases in the power tool industry I used to work in. A Hong Kong enterprise and a private enterprise in Shanghai are both outstanding in the industry, and the scale is similar. The annual sales of both companies are more than one billion yuan. The boss of this enterprise in Shanghai is very shrewd and calculating. Over the years, he has adopted the methods of layoffs in the off-season and temporary recruitment in the peak season. Hong Kong enterprises adhere to the principle that when the peak season is really too busy, they outsource some orders with low profit margin and technical content, give the contractor a certain profit, and send technicians to provide professional technical guidance to ensure the production quality of outsourced products. In the off-season, we will train our employees and try our best to open up new markets. Therefore, the employees of this enterprise are very stable. Employees who have worked there for more than five years account for more than 70% of the total number of employees, and the products of the company are becoming more and more exquisite, winning international gold medals. In this enterprise in Shanghai, due to the rapid turnover of employees, customers are becoming more and more dispersed. Later, in the eyes of customers, Shanghai is a second-rate enterprise in the industry, and can only get the worst orders and get the lowest profits; Hong Kong is a first-class enterprise, which always gets the best orders and the best profits. In recent years, this Hong Kong enterprise has steadily expanded its production, and its output has increased by about 40% every year. Last year, its turnover reached more than 28 billion yuan, making it the number one manufacturer in the global power tool industry. However, this enterprise in Shanghai is hungry for a while and full for a while. When there are many orders, it recruits people everywhere. When there are few orders, people are laid off drastically, and the turnover has been reduced to more than 300 million yuan. Why are there two completely different results on the same platform? Off-season layoffs and unstable workforce are definitely important reasons. Of course, there are other factors, such as strategic positioning, enterprise development positioning, technical problems and so on. In my opinion, enterprises can't think about making money in off-season and peak season. When necessary, they can take out some profits in the peak season and invest them in employees in the off-season, which is more conducive to the long-term development of enterprises. What should I do if I want to do off-season marketing and peak season sales, but I don't want to lay off employees in the off-season? First of all, there must be a good risk control mechanism. When the orders increase greatly in the peak season, 20% of the orders will be handed over to other enterprises for OEM. Among enterprises at the same level, find enterprises that meet product requirements and solve the problem of temporarily increasing employees. Many bosses may think that even if I hire someone else to do OEM work, I have to make a profit, so I will pinch the profit rate to the foundry. This practice may make OEM factories prefer to be dissatisfied with the production load and reject your order. In fact, at this time, enterprises can consider sacrificing part of their profits, keeping a small part of their profits for themselves, and making the profits for the OEM as high as possible. It seems that the enterprise can't make much money, but it is very beneficial for the long-term development of the enterprise to help you stabilize your customers. Secondly, we should have the idea of off-season marketing and peak season sales-seriously explore the market in the off-season and strive to add some new customers. When the peak season comes, even if enterprises stop exploring the market, sales can be improved. When the enterprise orders are stable, the operating rate is 80% in the off-season and 120% ~ 150% in the peak season, we can increase the number of employees by about 10% according to the actual situation. This should be the way for enterprises to pursue steady development and brand strategy. Any boss should consider the long-term, should not be mercenary, just look at the present. In the off-season of production and operation, employees are pushed to the society, and market demand is also in the off-season, so it is difficult for unemployed employees to find suitable jobs for a while; During the peak season, everyone digs people everywhere and pushes up the price of human resources, and the market is always fluctuating. This is not what a conscientious boss should do. From the perspective of enterprise management, stable human resources are the foundation of enterprise development. When the primitive accumulation reaches a certain level, the contribution of human resources is far greater than capital. I think, no matter in any industry, business owners should be soberly aware of this.