Look At HR Management From Vegetable Market

Leaders should not use the method of buying vegetables.

The contradiction in the vegetable market has not been known for many years. It is still very common today. There are many disputes in the enterprise, which are used in the management of human resources by the way of buying vegetables. As a wise enterprise leader, we should improve and establish a harmonious labor relations based on the principle of win-win, so as to ensure the evergreen of the enterprise.

(1) salary management should be people-oriented and respect vegetable producers.

A famous economist wrote that the so-called salary management is to use the lowest labor cost to buy the highest business performance.

This view makes many migrant workers deeply hate because their labor force is like bargaining goods in the market.

Did economists say something wrong? Of course not.

But he neglected the following three questions:

First, the labor force is a special commodity. When we label the price, we need to take human dignity into consideration.

Second, those who provide the labor force pursue not only the wages that the company regards as cost, but also the happiness of their professional life.

Third, every employee wants to share the company's performance with the old leader, because it is saturated with their emotions.

If the company in the salary management, like economists, ignore employees' feelings.

Then don't expect employees to love his work.

As a result, labor relations have naturally become business relations. On the other hand, they are bargaining and calculating.

Therefore, the people-oriented salary management will care about the emotional needs of employees, and will regard performance sharing as the theme of salary management.

As a result, labor relations have become partnerships, with interests linked and goals consistent.

(2) avoid conflict and win cooperation under win-win situation.

Because conflict can lead to internal friction, and it is impossible to achieve the maximum efficiency of competition.

Under the guidance of win win rule, in order to enhance each other's competitive advantage, the group after the game will spontaneously tend to cooperate.

Mr. Qian Zhongshu said marriage is an economic pattern.

In fact, marriage is a cooperative mode. Through marriage, both men and women have more competitive advantages than before.

Now, the divorce rate in our society is getting higher and higher. A writer even sighs, "marriage is the grave of love."

This is actually the result of no real synergy in marriage.

Another scholar once said that a happy marriage equals one hundred thousand of the annual salary.

Under the guidance of win win rule, a single competitor will spontaneously tend to form a team, and a team will win a win-win situation after coordination. This is the reason for global economic integration.

(3) promoting the vegetable garden culture in enterprises.

Leaders should also learn to promote enterprise culture. Team management is not enough. We usually say "there are policies on the ground, and there are countermeasures".

If an employee disagrees with your policies from his heart, he will always find a way.

To truly unite team members from their hearts, we need corporate culture.

Mr. Liang Bing, who worked in GE and IBM company and later founded a consulting company, thinks that our company usually has a bad employee relationship. This is actually a kind of internal friction, and the real reason may be that the company's cultural construction has not been done well, and the quality of a company's corporate culture depends to a large extent on its leadership.

Usually, excellent companies have their own corporate culture. Corporate leaders promote their corporate culture through internal training, and employees will have strong cohesion when they identify with corporate culture.

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(4) improve staff's "vegetable growing" skills.

Some leaders have a bias that people who train people will take away their jobs.

In fact, your performance is assessed by the overall performance of your team, and when your employees are trained, they will create more value.

And these values are all your achievements.

If one day you are fired, it is not because you have trained a large number of subordinates, but because you do not train subordinates, do not have outstanding subordinates, do you do your own work by yourself? That's just the Arabian Nights.

AstraZeneca advocates that every employee should move forward to the leader.

Leadership is to create value for all shareholders through change, imagination and development and investment in the organization.

(5) learn from others' experience of planting vegetables.

Yoshida industry (YKK) was founded by Yoshida Tadao after the Second World War, specializing in the production and operation of zippers.

But with such an insignificant commodity, Yoshida Tadao can make the enterprise into a world-famous large enterprise with sales amounting to about 5000000000 US dollars and assets amounting to US $about 8000000000. There are more than 50 zipper factories in more than 40 countries in the world.

The secret of Yoshida Tadao's success lies mainly in the advocacy and implementation of the "five starts" philosophy and the three points sharing system.

The philosophy of "five starts" is to work together, study together, be happy together, be sad together, and sacrifice together.

In other words, having meals together and having money together can be difficult.

Yoshida Tadao thought that without considering the interests of others, he could not prosper himself, regardless of employees, middlemen and even consumers, he must fully consider their interests, so as to achieve the "good" cycle.

The three sharing system is divided into three equal parts.

First, turn benefits into products that offer cheap and good products to customers, and then return to related industries. The remaining 1/3 is the company's interests, including staff salaries.

For example, he invested in zippers overseas, taking the policy of re investing most of the local interests in the local area, allowing local businesses to grow stronger and contribute to the country's economic development.

In this way, many countries want Yoshida industry to set up factories to produce zippers.

(6) let employees satisfy their dishes.

Customer purchase behavior is a process of seeking respect in consumption, and the degree of participation and enthusiasm of employees in the operation largely affect customer satisfaction.

FedEx said: "it is impossible to imagine that a company that is not satisfied with its internal customers can provide satisfactory services to external customers."

When the internal customer satisfaction rate increased to 85%, they found that the company's external customer satisfaction rate was as high as 95%.

In the study of customer service, some multinational corporations clearly find that the relationship between employee satisfaction and corporate profits is also very close. The relationship between them is a value chain: profit and growth are mainly motivated by customer loyalty, loyalty is the direct result of customer satisfaction, satisfaction is largely influenced by the service value provided to customers, and employee satisfaction mainly comes from the company's high quality support and system, and abandonment of traditional performance appraisal.