For jobs that rely heavily on personal experience, we can increase the width of broadband pay, that is, different pay for equal work. According to the length of service, technical level, quantity and quality of apprentices, the salary level of experienced and highly skilled old employees with many apprentices will increase accordingly.
For example, Haidilao binds the interests between stores in the form of mentoring, guides each store manager to train more independent store managers, and further enhances Haidilao's market share.
At the same time, Haidilao also appointed 15 experienced managers or restaurant managers as coaches to guide and support the store. The salaries of these coaches are linked to the overall profit growth.
The reason why enterprises "teach apprentices to starve their masters"
Enterprises have no corresponding incentive mechanism for the training of new employees. During the consultation process, some enterprises were found, and they hoped that new employees would grow rapidly in the future. Therefore, a system is introduced, which requires new employees to designate special masters for training after they join the company. But the reality is that old employees don't really care about the development of new employees. Unless the personality of new employees is very suitable for the master and the master will agree with them, they will be carefully trained.
Then, the incentive mechanism can't attract old employees to take on the responsibility of training new people, especially in some sales industries with long growth cycles, because in their view, it takes them so long to train a new person, and the benefits from training them are not as good as the time it takes to tap new customers.