Chapter 21 Chinese entrepreneurs should reflect deeply

"What is the most expensive in the 21st century?" "Talent!" This is a classic line of Uncle Li in the 2005 New Year film.The truth that even thieves respect as a standard, why do some enterprises in our China become dung? "What do growing Chinese companies lack most?" "Management!" This shows the extreme lack of management in Chinese companies and the desire to improve management. "Who will realize the improvement of enterprise management?" "Talent!" Most people also know that talent is the foundation of an enterprise. "How can talents effectively achieve management improvement?" "Boss authorizes!" Indeed, management improvement cannot be achieved without authorization.

There are currently four classic historical propositions in the industry that need to be broken through and resolved. How to select, educate, employ, and retain personnel?One of the top three private enterprise bosses in the industry that the author came into contact with often said in the face of brain drain, "Everyone will turn the earth if it leaves!" The implication is that it doesn't matter to the company if the employee jumps, but it is to the individual and the family. Loss, by its very nature, is the perception that work is a handout to employees.I told him in private, try not to say this sentence in the future, it hurts people's heart.While he insisted that was the case, I explained to him that it was the opposite.Why?The frequent turnover of talents means that the company is sick, it means that the company has become a training base for the same industry, and it means that the prestige of the company and the boss has been discredited... The boss who has not yet graduated from primary school still insists on his point of view.Why are these business owners so stubborn?Will this way of thinking stay with them for life?I dare not think about it anymore...

I can't help asking the bosses, why are we so mediocre? Can the boss hold a boat, and is the enterprise a sea? Everyone on the earth knows the truths that "the prime minister can hold a boat in his stomach" and "the reason why the sea is big is because of its tolerance. ship?Is my business the sea?Otherwise, no matter how high your salary is, you will never be able to keep people! If the boss always treats employees with the identity and way of thinking of a benefactor, and even talks about the mantra of "everyone will turn the earth if it leaves", then your company's "cost of turning will suddenly increase" and "quality of turning will decrease." "Greatly reduced", "the speed of rotation will slow down", and employees' collective job-hopping will cause the enterprise to stop operating and destroy many people.

To be more realistic, what is the purpose of companies recruiting professional managers with high salaries?Should he come and watch the boss dance solo, or should he be the corporate dancer?When the boss was narrow-minded, he had completely forgotten the original intention of hiring a professional manager. Due to the serious misplacement of his role and his strong desire for performance and imperial power, the manager finally had to choose another stage and left angrily. Bosses often have this kind of confusion: the corporate department is more comprehensive, the ability of talents is relatively strong, and the allocation of talents is relatively reasonable, but why can't they always produce the proper team effectiveness?Or even become kings, fall apart, and go their separate ways?These are the so-called "loose team syndrome" of enterprises.Most bosses attribute it to a member of the team who is too strong and out of gregarious; some bosses attribute it to the poor management system of the enterprise; There are problems with sex, such as pulling up the mountain to engage in cliqueism, beating one's own petty ninety-nine, etc.

Of course, this has something to do with the personality of the team members, the management process and even personal character.But the root cause is not in these problems at all. In my opinion, there are two main reasons: one is that the team lacks a unified value due to the lack of corporate strategy and corporate culture, and the conflict of values ​​is between people and people. The source of conflicts between groups and between groups, only common values ​​are the basis for forming consensus and friendship, which is also the source of power for companies that have grown to initially introduce strategic management and create corporate culture.The second is that the professional experience and professional ability gap between team members is too large, and the way of thinking, management skills and working methods of each member are different, resulting in inconsistent thinking angles for the same problem, and different handling methods. , lack of binding points.This is also the reason why multinational companies and domestic pioneer companies spare no effort to increase investment in continuous vocational training and education for employees. It is tempered to have the same or similar way of thinking and behavior, and then gather the maximum effectiveness of the team.Otherwise, no matter how high the salary is, it will not be able to retain talents.

The lack of integrity of enterprises is mainly manifested in the following aspects: exaggerated promises, unfulfilled promises, killing donkeys and so on.Let me talk about exaggerated promises first, that is, in the initial stage of contact with professional managers, I tried my best to describe the salary, treatment, platform, and prospects beautifully, but once I entered the company, things were completely different from what I talked about at the beginning.A classmate of the author encountered such an incident. The boss promised that my classmate would preside over the preparation and operation of a meat factory with a daily processing capacity of 300 tons in the next six months.After understanding, the meat factory is purely non-existent.

Then there is the promise not to be fulfilled. When introducing professional managers, they are sincere and thirsty for talents. Once they are fulfilled, there is always a way to deal with you.The promotion of new products requires all the staff to join the battle. The general meeting will encourage people to cheer, the reward policy is very attractive, and the boss will not let go when cashing in is required.Employees naturally choose to leave when they are fooled. The most ruthless trick is to kill the donkey. When the development of the company urgently needs someone to release their talents to the maximum, the high reward will make your blood boil and your passion will surge; Forget about killing promises in name.If the manager is not popular, he will fight for it with the boss, and the lucky ones will get some cash, while the unlucky ones will be expelled by the corporate "coup" launched by the boss.

When paying real money, "one promise is worth everything, and integrity attracts one person" has long been a deaf ear.Such enterprises are not only unable to grow big and strong, but also unable to retain people, and even face the threat of death. The theory of corporate culture originated in the United States and rooted in Japan.In the book "Corporate Culture--The Spiritual Pillar of Modern Enterprises" by American management experts Tress, Dill and Allen, Kennedy believes that every enterprise—in fact, every organization—has a culture, and Culture powerfully affects the entire organization, and indeed everything.Japan's success is largely due to their ability to maintain a strong and cohesive culture across the country, not just individual companies having a strong culture.However, our business leaders believe that corporate culture is an illusory thing that "cannot reach the sky and cannot reach the ground", and it is also a matter for multinational companies and large enterprises. At this time, enterprises will naturally suffer from "illiteracy" that lacks corporate culture. disease.The reason is that the head of the enterprise failed to deeply understand the mechanism and wonderful effect of corporate culture.

After many family businesses develop to a certain scale, the bosses also realize the disadvantages of relatives working in the business.Therefore, as a family member, there are three chapters to be made with great fanfare: first, all immediate family members of management members are not allowed to work in the company; Work in the same company; Fourth, management members (referring to shareholders) quit management positions after completing their phased historical missions.But the fact is that the boss takes the lead in violating these regulations. For example, in order to retain the so-called "talent", the boss arranges husband and wife to work together in the enterprise, and the business relationship is extremely high; ...what are "iron principles"?The iron rule is that there is no "exception" principle.The implementation of family management in family enterprises in the early stage of entrepreneurship is forced by the situation and is justifiable, but it must not be easily followed by "iron principles" in a big way. Sick corporate culture.

Who wants to work in an illiterate company or a sick culture? Due to the lack of management processes in most small and medium-sized enterprises, employees have no rules at all, and the boss is not at ease, so he will have one thing in the open - trust, and one in the dark - and send someone to watch. In this way, even if it is challenging The work is completed smoothly, and the employees have no sense of respect and accomplishment. Lack of advanced, reasonable, smooth, efficient, and pragmatic management systems and operating procedures within the enterprise, unclear responsibilities of departments or positions, poor horizontal communication between departments, and weak vertical communication. , Lack of service awareness, reduced work efficiency, this is still a trivial matter; the serious thing is that it will completely change the quality of work of employees, and even breed fraud, bureaucracy and big enterprise diseases.

Will employees feel comfortable working in such an environment? Because most small and medium-sized enterprises focus on speed and profit, they do not need management at all.Therefore, when a company becomes bigger, it is just a large scale, and its management capabilities have not been improved, and even the original so-called successful experience in the expansion has been diluted and regressed. In such an enterprise that lacks rules, employees' personal abilities will be improved by leaps and bounds. When the growth rate of employees is much faster than that of the company, even if there is an opportunity for promotion, employees may find other high branches and seek new opportunities. breakthrough.What's more, the important position of the company is still controlled by "Zhang Fei". At this time, the ceiling of the company is everywhere. The sixteenth plan is the best policy. Most Chinese SMEs belong to family management. From the perspective of management theory and global business management practice, family management is also a very broad form of management, which is understandable.But the problem is that family businesses cannot implement professional management and family members cannot be professionalized. After many family businesses develop to a certain scale, the family members also realize the disadvantages of relatives working in the business. In this state, the boss still trusts his "direct line troops", the family members always use "loyalty" as an issue, and the family members intervene randomly across departments. The boss acquiesces, and outsiders have to find another stage. A fake professional who dawdles. One of the biggest manifestations of the management of small and medium-sized enterprises is that they do not act according to the rules and do not operate the enterprise according to routines.One of the most basic, simplest, and most effective routines for business operations is not favored by bosses, or even forgotten.Whether it is intentional or unintentional, this forgetting is enough to make the "operation disorder" of the enterprise attack at any time.It is precisely because of this forgetting that companies have abandoned a crucial link in management operations - performance appraisal, doing good and doing bad alike, so that the value distribution of enterprises has regressed to the era of "big pot rice", and the regression of "big pot rice" is an old disease in the new era. relapse. Due to the forgetting of enterprise management and operation routines, especially the lack of important links in assessment.A simple "monthly salary + year-end bonus + allowance" policy is implemented for corporate employees, wages are paid for good or bad performance, year-end bonuses are based on impressions, and allowances are based on positions.Enterprise employees who lack a performance appraisal system, how can they talk about work motivation?What about passion and enthusiasm?Employee innovation is a source of lack of motivation. "Don't let devotees suffer, don't let Lei Feng wear socks with exposed heels, don't let Jiao Yulu get hepatitis" has become empty talk.Promotion and career planning are issues related to the personal development of employees. Everyone hopes that their working ability can be reflected in salary and position in the end.If the employees' years of hard work and good work performance are not clearly reflected in the salary or position, the employees will think that they have been treated unfairly, and their dedication, dedication and loyalty will be destroyed. The original intention will not be realized, and Lei Feng and Jiao Yulu will not appear. In this regard, Shenzhen Huawei is willing to spend huge sums of money to introduce an advanced value evaluation system and value distribution system, and it has done a good job, making students from prestigious universities crazy for Huawei, crying and vying to enter Huawei.Growing small and medium-sized enterprises should indeed go to Shenzhen to learn from it.Otherwise, not even a capable person can be retained. The bosses of many successful Chinese companies have military backgrounds, and they all think that they are well versed in Mao Zedong Thought and theory, and apply these political means to the actual operation of the company.These bosses like to play politics very much, but the skills and methods are not clever. In the end, the truly pragmatic cadres and employees became victims of corporate politics and were forced to resign and change jobs. But in the end, who will pay for it?Only business pays for the boss's political games. The enterprise has really evolved into "a camp made of iron and soldiers with flowing water", and another talent training center in the same industry has been established.Enterprises should continuously provide real money for the "talent training center" they have established to maintain their operation, and the competitors in the same industry will ultimately benefit. The management style of the leader and the internal atmosphere of the company, including the speech and behavior of the leader, will have different effects on the work mentality of the employees, and directly determine the loyalty of the employees.If the leader lacks the awareness of motivation and authorization for employees, does everything by himself, criticizes every day, and even insults employees and subordinates, this will make employees feel disrespected, and the loyalty, dedication and dedication of employees will become unilateral. False thoughts. Leaders can provide employees with various supports and help when needed, internal colleagues cooperate with each other, create an environment for employees to show themselves and relax, work happily, maximize subjective initiative, and retain human resources with emotion Only then will it land, and the dedication and dedication of employees will have the soil for survival. "What will happen to human beings if the world loses its associations?" What will happen to enterprises if there is no strategy?A growing company that has ranked No. 1 in production and sales for four consecutive years in the industry, faced unprecedented competition in the industry, abandoned products that had been in development for many years, and suddenly engaged in real estate and logistics, which made the company confused.What about core competitiveness, cohesion, and synergy?This is a serious lack of strategy.This is the number one root cause of the failure of Chinese small and medium-sized enterprises to surpass themselves, and it is also a common problem. Enterprises should have a clear, ambitious strategic development plan and an exciting corporate vision that employees agree with, and have strong feasibility, rationality, and executability, so that people can move forward; have a vision that can lead employees to achieve corporate strategic goals Efficient and pragmatic leadership team... For example, Ren Zhengfei of Huawei determined the corporate strategy of being a "world-class leading and first-class equipment supplier" at the beginning of his business, leading batch after batch of Huawei people to fight for it; China's largest The private enterprise automaker - Geely Automobile announced that its production and sales volume will reach 2 million in 2015!And build production and R&D bases in various places. I think Geely people will also be excited and sweat for this grand strategic goal. In the current social environment that advocates two-way employment choices, although employment pressure is great, individual employees are increasingly rational in their choice of enterprises. No one wants to work in an enterprise that has no development prospects. But the cruel reality surprised theoretical researchers and made successful practitioners laugh.Why?As soon as they look around, Chinese small and medium-sized enterprises are hunched over and "cloning" their successful experience yesterday, still stubbornly weaving a grand blueprint of evergreen business in the way of self-employed thinking.Leaders of SMEs, it's time to wake up!Pay close attention to investing energy in researching the industry trends and future that you rely on for development, and it is still too late to plan the direction of the company's current and future efforts in a down-to-earth manner.Otherwise, who would be willing to follow a blind man? The relative stability of the enterprise's talent team, the desire for employees to serve the enterprise for a long time, and the loyalty, dedication and dedication to the enterprise are what all enterprises pursue.But in order to achieve the desired effect, our boss must be open-minded and broad-minded.Our enterprises must think about it strategically and technically, establish a mechanism and operating system for the selection, training, employment, and retention of enterprise talents from a strategic height and a technical level, and first improve the enterprise itself.Because employees, as an individual, live and work in a social environment with huge amounts of information, active thinking and complexity, there are many factors that can affect whether employees have long-term service, loyalty, dedication and dedication.But what an enterprise can do is to continuously improve the company's management and incentive mechanism, straighten out the internal operation process, and provide a good environment for employees to carry out their work. At the same time, create an institutional environment and atmosphere like Huawei to give full play to the corporate The "thrust" effect.At the same time, as an individual employee, he should take the initiative to adapt to changes in the social environment, establish a positive attitude towards employment and work, correctly understand and evaluate himself, fulfill his duties in his own position, strive for excellence, and work hard to give full play to his personal "pull" role. In this way, under the dual effects of the individual "pull" of the employees and the "push" of the organization, employees who serve the company for a long time, and have loyalty, dedication and dedication to the company will become the necessary professional qualities and qualities of most employees. The landing of the corporate humanistic spirit is also a win-win outcome that everyone expects, and the company will get rid of mediocrity and move towards excellence.