Well, we seriously doubt that this is just a joke, but it is an indisputable fact that there are free fruits, free internet access, shoeshine and manicure, poker and checkers to kill time, help guests park their cars and sometimes even wash their cars for free. Haidilao's thoughtful service is unheard of, unheard of, so that many consumers are not for hot pot, but just to experience a service.
The marketing topic "Man can't stop fishing in the sea" is not the main topic of discussion today. As early as 2006, we began to conduct field research on Yum! Brands or other catering enterprises in Haidilao even extend to the whole service industry and related fields. Major companies may be more interested in another management topic-what makes Haidilao's staff turnover rate only 10% under the background of labor shortage in the catering industry, and the salary is not far from that of peers. Can similar companies, such as Starbucks, which have been dubbed as "MLM recruitment" in the industry, stand out in this way?
Family management is effective and employees work hard.
The basic template of the so-called "Haidilao" is that when eating hot pot in Haidilao one day, a word (including but not limited to wishes, emotions, complaints and opinions) was inadvertently said during the dinner, and the wish came true when checking out, so as to appease the emotions (such as making tortillas for relatives, sending greeting cards, giving gifts and receiving them for free). In fact, our worries may be on another level. Why can Haidilao employees be dead set on thinking about customers?
Another catering company also surprised its peers. China is Starbucks' largest overseas market. Starbucks' ambition is to open 1500 stores in China in 20 15 years. In order to rapidly replicate and grow on the basis of more than 570 stores today, it is said that three new stores are opened every day and 300 employees are recruited. However, in Starbucks, which has sprung up like mushrooms after rain, the salary of employees is only 2,000-3,000 yuan, and that of managers is only 5,000 yuan. However, many employees still enjoy it and let outsiders call it-is coffee magic?
"I firmly believe that everyone is different, but everyone needs a sense of belonging in Starbucks, and everyone is respected, whether it is the CEO or the bottom employees. Remind entrepreneurs who want to succeed not to show your employees what you know, but to tell them that you have been paying attention to them. " Schultz, CEO of Starbucks with 1.3 million employees, even played family cards at the recruitment sites of major universities in China.
It is said that there is a small detail inside Starbucks-there are no so-called leaders and colleagues, and everyone, you and I, are "partners". Maybe some people don't agree with changing the title, but admirers think it conveys an idea invisibly, and the bombers set it as "pyramid scheme recruitment" (insiders are happy and firmly believe that everyone is bent on making profits, but outsiders seem that these people are not awake and can still work so happily with a salary below the level of food and clothing).
Zhang Yong (Weibo), the founder of Haidilao, who wants to expand from more than 60 stores to 2,000 stores, is obviously among the concepts set by critics, just like Schultz. In addition to having a university named after the brand name like Starbucks, Haidilao provides detailed and standardized training for its employees. Haidilao's family card can be described in all aspects, which can be seen from the recruitment notices of ordinary employees. Free dormitory, bedding, air conditioning, TV, computer, washing machine, clothes and shoes cabinet, and special cleaning staff. Is it difficult for Spring Festival travel rush to take it home? You can reimburse your ticket home after working in Haidilao for three months. Is it difficult for young people to buy a house? After working in Haidilao for half a year, either husband or wife can enjoy the husband and wife housing or the husband and wife housing subsidy provided by the company. It may be just a drop in the bucket, but who can't applaud this measure? Lack of care for left-behind children? Children of employees who have worked in Haidilao for three years can enjoy education subsidies ranging from 2000 to 5000 yuan/year. Not only welfare, but also power. It is said that the store manager can be the master for the expenses below 300,000 yuan, and even ordinary employees who shuttle back and forth can decide to give fruit bowls or snacks. Once the customer is dissatisfied, they can even directly discount or give up the order.
Change the way of monitoring to win people's hearts
1927, george elton mayo, the founder of interpersonal relationship theory, accepted the invitation and organized a group of Harvard professors to set up a research group to study the experiment of welfare's influence on productivity. It was this experiment that broke many people's assumptions. The purpose of "welfare experiment" is to find out the factors that can control and influence the enthusiasm of employees more effectively. After summarizing the experimental results, Mayo basically ruled out the following four points: first, improving material conditions and working methods can lead to an increase in output; Second, arranging rest time and shortening working days can alleviate or alleviate fatigue; Third, rest can reduce the monotony of work; Fourth, individual piece-rate wages can promote the increase of output. What is the conclusion? Changing the methods of supervision and control can improve interpersonal relationship, improve workers' working attitude and promote the increase of output.
From this point of view, as early as eight or nine decades ago, entrepreneurs had to admit in dismay that simply improving the working environment, raising wages, adopting a competitive performance system, and even enriching their spare time life could not make it positively related to the increase in output. The experimenter thinks that the interpersonal relationship in the enterprise is the core of everything.
There seems to be a long theoretical basis to explain what Haidilao and Starbucks are doing today. Everyone wants to have the ability to do more with less money, but smart women don't cook without rice. An enterprise that understands the core truth is actually doing the business of "a clever woman can't cook without rice".
"You are good to employees, employees are good to enterprises and good to customers." Zhang Yong's idea is simple. However, two professors from Guanghua School of Management of Peking University studied Haidilao for more than a year, and even sent people undercover. They were surprised to find that the professional identity of the waiters in Haidilao was much higher than that of the MB A students they brought. The turnover rate of 10,000 employees has remained at around 10%, far below the average turnover rate of 28 .6% in the domestic catering industry. Even after Zhang Yong made such a public promise-"Even if the manager resigns only one day later, he will be given a resettlement fee of up to 80,000 yuan, and the regional manager will be given a hot pot restaurant when he leaves", the turnover rate of the staff he manages is almost negligible.
Of course, it's not just fishing in the sea. How to mobilize the enthusiasm of employees has become a topic of concern to more and more business leaders, and the measures can also be described as squandering money and getting attractive. Google's magic kitchen is not a new topic. Whether it is the chef's skill or the collocation of dishes, it is quite clever. Some people even say that its level is comparable to that of five-star hotels. Perhaps this statement is exaggerated, but the principle of free meals for employees, diversified cuisines and fresh ingredients is beyond the reach of other companies. Although the free kitchen is no longer free since then, it has created many followers such as Facebook, which can be said to be the first to open the atmosphere.
As the first choice of many graduates, P&G is not as luxurious as "five-star", but it is also quite extraordinary. In addition to the entertainment and fitness facilities provided internally, its medical welfare system is also quite comprehensive and thoughtful, and the long-term savings plan of the relevant welfare departments also gives every employee the opportunity to become a shareholder. L 'Oreal, on the other hand, believes that neither good daily welfare nor salary is more valuable than a platform for young people to show themselves, so it attaches great importance to the combination of "labor" and "strength" of employees. When employees achieve one achievement after another with the poet's dream and the hard work of farmers, L 'Oré al's incentive mechanism will give fair and timely affirmation. Paolo gasparrini, president of L 'Oré al China, is an Italian who loves racing. He likes to use various opportunities and occasions to communicate with employees. He personally participated in the training of every new employee and encouraged them to realize their dreams in L 'Oreal.
Welfare exceeded expectations and achieved remarkable results.
Li, a strategic management consultant, told Southern Reporter that the treatment of employees such as Haidilao and Starbucks is not the most expensive, but the effect is the best, mainly because the demand includes physiology, safety, socialization, respect and self-realization. "Material incentives mainly play a role in the lower-level needs of physiology and safety, and most legitimate enterprises can do it. Today's employees expect the company to have humanized management and high-level satisfaction such as socialization, respect and self-realization. "
Li said that in recent years, new welfare projects such as children's health care projects, elderly health care projects, health service projects and children's scholarships have gradually emerged, meeting the special needs of employees for individuals and families under the one-child policy. "Especially with the post-90 s entering the workplace, they pay more attention to a good working environment, personal discretionary holiday time, respect for personality and the release of hobbies, and a humanized working atmosphere." In its view, in view of the characteristics of the post-90s generation, the company can focus on providing a good working environment, various holidays, holiday solatium, travel, health service plans, and consulting services (employee psychological assistance plans, financial consultations, marriage consultations, psychological consultations, etc. Just like Zhang Yong's pulse for the success of employees, "Maybe they don't want 200 yuan's reward, but they need a dormitory with a computer where they can chat with couples online."
In Li's view, the company's efforts to treat employees are all aimed at improving the enthusiasm of employees. "Compared with the industry level, the company's welfare expenditure level can be roughly divided into leading type (the expenditure level exceeds most enterprises in the industry), following type (close to the industry average), lagging type (lower than most enterprises in the industry) and mixed type (different welfare strategies are adopted for different positions)." Huang Tieying, the author of "How to Learn from Haidilao" and a professor at Guanghua School of Management, Peking University, also pointed out that there are many situations in Haidilao, partly because it provides employees with unexpected incentives, including proper and thoughtful arrangements for food, clothing, housing and transportation, and a perfect promotion system. Similarly, many management scholars or entrepreneurs who think they have a good set of management practices can't understand the paradox, and they are not opposed to management science, "because management science involves the principle of psychological reciprocity in addition to well-known scientific principles."
"Haidilao's model is a successful model with China characteristics. It manages employees from migrant workers through humanization and affection, touches consumers through warm and sincere service, manages professional managers through mentoring system and effective authorization, and ensures first-class product delivery through modern distribution system and production base construction. " Li said that the experience of Haidilao is worth learning, but it does not mean that it can be copied. This welfare model is suitable for Haidilao at this stage. With the refinement of management, its welfare model can be optimized to better meet the needs of different employees. "Paying too much attention to welfare will increase the burden on the company. We should grasp such a balance: the growth of welfare is lower than the growth of per capita sales revenue and per capita profit of the company, which is benign. "