How Do Big Guys Keep People?

　　 Ma Yun: we must raise wages.

Founder of Alibaba group

Every boss wants to know a few questions when he asks his staff. If you don't have a dream of customers and products, feel that your product is a simple product. Don't expect employees to have dreams. The employee's dream is very realistic. He has to survive.

What we need to think about is that employees are procrastinating and employees are asking for higher wages, not because of their employees, but because of their bosses. The boss does not cherish employees, employees will not cherish products. We must always understand that your value and product are not created by you. It is created by your employees. You have to let employees feel that I am not a machine, I am a living person.

The boss wants to think whether he has listened to the staff's idea. If the basic life support of employees can not be satisfied, he has no honor, no sense of achievement, no good income, and he is proud of you. So I think the problem is on the boss, you really serve the staff well, the staff will sincerely serve the customers well.

Should wages go up? It makes him feel happy and happy because he has faith. They believe that the company is contributing to the society, the company has contributed to the customers, and I have contributed to the company - such employees are easy to manage.

　　 Li Jiacheng: 5 unique skills to keep talents around for 30 years

Chairman and chairman of Changjiang Industrial Group Co., Ltd.

Hutchison Whampoa has investments in 42 countries and regions around the world. But so far, management has not put too much pressure on me. The reason is that there are a large number of excellent talents. Li Jiacheng's 5 trick is to rely on the system, rely on people absolutely not; establish an open and inclusive corporate culture; how to select talents in the team; be a life enterprise; without pride but pride.

　　 Liu Chuanzhi: four conditions for retaining talents

Legend Holdings chairman, Lenovo Group founder / honorary chairman

Liu Chuanzhi believes that in 100 million of the scale of turnover of enterprises, how can we find people, use good people, retain people, this is a common problem facing entrepreneurs, there may be a breakthrough upward, if not done well, it may stagnate, or even retreat.

Liu Chuanzhi said that people who really have the ability to come to this enterprise are willing to develop in this enterprise. One is that the enterprise has great room for development. The other is, of course, he must get the incentive that he thinks he is worth the material reward, which is certain. The third item is also very important. When working in this enterprise, it can be very happy. The upper and lower levels are united and no office politics. This soft environment is also very important. Of course, the fourth is that the enterprises in which they are located can have a better reputation.

　　 HUAWEI Ren Zhengfei: give enough staff.

The great secret of HUAWEI's rise is HUAWEI's joint-stock system. In HUAWEI's shares, Ren Zhengfei holds only 1% of the shares, and all other shares are held by the employee stock ownership Committee on behalf of the employees. Ren Zhengfei said, don't earn 100 yuan, and you don't want to give 10 yuan to others. When you lose a member, you may earn 30 yuan.

　　 Lu Guanqiu: when people are ready, they will be half successful.

Chairman and Secretary of the board of directors of Zhejiang Wanxiang Group

In my management thoughts, human factors are always the first priority whenever and wherever. Just like playing chess, the 16 chess pieces in the hand must be fastidious and fastidious, so that the game will not be destroyed at least. Like the strict hierarchy in chess, I think the senior managers in the enterprise, like "Jiang", dominate the three armed forces and lead the production and operation activities of the enterprise. The middle managers are just like "Shi" and "elephant", which surround the leaders and play their own wisdom in formulating and implementing the strategic planning of the enterprises. The core staff almost control all the core technologies of the enterprises. They are just like cars, and are also the uncommon wealth of the enterprises. There are also the innovative guns of the artillery and the new employees who are enthusiastic about the horse, and the most loyal ordinary employees who seem to be obscurity. As a boss, what needs to be done is to know others well, to use different strengths in different positions, to employ talents and to tolerate others.

　　 Yu Min Hong Four keys to retain talents

　　 Chairman of New Oriental Education Group Limited

To retain a talented person, we must first have the ability to distinguish talents. After discovering talents, we usually retain people from four aspects: remuneration, people, feelings, people and people. First, give good reward to the talents. If the reward is not enough, we must give people the future. If the future is not obvious, the thing itself must be meaningful. If the meaning is not obvious, we need everyone's feelings.

　　 Shi Yuzhu To speak, to build trust, not to be Zhou Bapi.

　　 Founder of giant network

The first thing for leaders to employ is to speak and establish trust, which is the first prerequisite. First of all, the psychological distance between you and the team is not too far away. How do you do this? Why do you look at the landlords' wealth? Why do they do little? He always regards the long-term workers as servants. You do not respect him. As long as you respect him, he will help you when you are in trouble, so you must respect him first.

In addition to the usual words and deeds, once you have interests, the boss gets the benefit, you must let them share, not too hard to do, do not do skin picking, otherwise no one would like to follow you. Second, you usually have to dare to let go, do not have to grasp everything right. Even a check must be signed and reimbursed. Our company is not only a dozen or so people, but I have this habit. I like to let others do it and give it to others to do it better than myself. Liu Wei studied it. There are many things that I do to Liu Wei, and then I do it myself. I find her doing better than that because she does her pressure, she doesn't do well, there is a person on the top who says things, and I do not have the pressure.