Shengli Company is a well-known private iron and steel enterprise in China. Under the favorable environment of vigorous development of China's iron and steel industry, it has developed from a small ironmaking plant to a medium-sized iron and steel enterprise with great reputation in the industry in just a few years, which has promoted the development of a series of related industries such as local coking, steel rolling, building materials, minerals and services, and solved the employment and re-employment problems of more than 4, local employees. It has made outstanding contributions to local social stability and economic development, and the management of the company is also full of ambitions, hoping to seize the good development opportunity of the steel industry and strive to be the leader of private steel enterprises in China.
However, there have been several consecutive job-hopping incidents of key employees in Shengli Company recently, which made the company's management feel restless. As the market situation of steel products continues to be bullish, the wave of steel investment is higher and higher. On the one hand, new steel plants have mushroomed, and on the other hand, the original steel enterprises have expanded one after another. In order to reach production as soon as possible, these new steel enterprises have adopted the method of digging corners to obtain the talents they need. For a time, the demand for technical personnel and skilled workers in the iron and steel industry was in short supply, and their value was rising constantly. Many technical personnel and skilled workers could not help the temptation of external high salaries and jumped ship one after another. Shengli Company is no exception, with more than a dozen key employees leaving in the first quarter alone. At first, the management was relatively calm, and felt that it was normal for an enterprise with thousands of people to have more than a dozen people, which would not have any great impact on the normal operation and production of the company. However, the job-hopping storm has become more and more fierce. Two days ago, two excellent steelworkers in the company's steelmaking plant were poached by competitors, and more seriously, they took some workers away one after another.
The management felt extremely annoyed after learning about this incident, and ordered the human resources department to take measures as soon as possible to change the current passive situation. After some investigation and research, the human resources department of the company submitted a report to the company leaders, which required the company to expel all the family members and relatives who were still working in the company who had quit their jobs in order to prevent the spread of the situation. The management of the company quickly approved the report of the human resources department. Within a week, dozens of employees were unilaterally terminated by the company because they had relatives or friends with the job-hopping employees.
However, it was not as simple as the management thought. Later, a series of chain reactions surprised the management: all the employees who were fired claimed their grievances, protested in succession, and appealed to the local labor authorities to safeguard their rights ... After on-site investigation, the local labor authorities decided that such a "policy of killing the company" was a serious infringement. Ordered Shengli Company to restore the labor relations of these employees as soon as possible ... The local media also expressed solidarity for these workers who were fired innocently, and condemned Shengli Company in succession ... On the one hand, the employees inside the company felt that the company's policy of killing the company was inhuman, and at the same time they were worried that they would be implicated ... The company's managers also expressed their opinions that the "policy of killing the company" was inhuman. It is very unfair to those "family members and relatives" who were fired ...
The "job-hopping storm" of Shengli Company quickly rose to a major crisis of the company, and the management had no choice but to cancel the released policy of "killing the company" and restore the labor relations of those employees who were fired, and made great efforts to do the work of the labor authorities and the media to resolve the crisis. However, the negative impact of the "killing the company" policy was difficult to eliminate. Employee relations have become very fragile ...
Caution: Neglected employee relations management
China's private enterprises have gradually developed with the development of market economy. Over the past 2 years of reform and opening up, China's economic structure has undergone earth-shaking changes, and one of the most obvious features is the rapid rise of private enterprises. According to statistics, since 198, the output value of China's private economy has increased by 71% every year, and the employment of private enterprises has increased by 41% every year. The contribution of private enterprises to gdp has exceeded 5%. However, the main advantages of private enterprises are still reflected in the mechanism, but the management situation is worrying. With the expansion of the company's business volume and the increase of the company's personnel, various management problems of the enterprise also appear, and the weak management sense of entrepreneurs and the resistance of family members to standardized management all hinder the improvement of the management level of the enterprise, which immediately leads to a crisis of response, either stagnating, on the verge of bankruptcy or filing for bankruptcy. According to statistics, the average life span of small private enterprises in China is only three years, and that of large and medium private enterprises is seven years.
there are many reasons why China's private enterprises can't achieve long-term sustainable development, but it is a chronic disease for many private enterprises to be too ambitious and far from paying attention to infrastructure, and employee relations has also become a management blind spot for many private enterprises. When private enterprises set up a modern enterprise management mechanism on the basis of referring to the western property rights system, they also copied the western management model to manage employees in China, which greatly simplified the employee relationship, thinking that enterprises and employees are just a kind of money employment relationship with their own advantages, thinking that employees get the money they should get, and other things don't have to be taken care of. Moreover, the organizational structure of private enterprises is usually simpler than that of state-owned enterprises and foreign enterprises, lacking some special institutions to coordinate and maintain employee relations. Most enterprises have no trade unions, and the establishment of trade unions is often in name only.
due to the above reasons, many private enterprises are facing a tense employee relationship, which is slightly manifested by low sense of responsibility, insufficient enthusiasm, low production efficiency, serious conflicts between employees and management, and even a major business management crisis. There was a survey on employee turnover in foreign countries that lasted for three years. It was found that the reason for employee turnover had little to do with money, but the discord with middle-level leaders became the first reason for their turnover, including the poor speaking skills of managers and other factors. The second main reason for employee turnover was that they did a good job and no one praised or paid attention to it. These two reasons actually belong to the category of employee relationship management, but similar problems have not been paid attention to by domestic private enterprises.
perspective: the misunderstanding of employee relationship management in private enterprises
in the long-term management consulting process, the author found that many private enterprises in China have some obvious misunderstandings in the process of dealing with employee relationship due to the lack of systematic understanding of employee relationship management.
Myth (1): Employee turnover is a betrayal of the company
In the market-oriented environment of modern labor and employment, enterprises can choose suitable employees according to their actual needs, and employees can also choose their own suitable companies according to their own professional expertise and professional preferences, so as to optimize the human resources of the whole society, so employee turnover is a normal behavior. However, many managers of private enterprises lack a correct understanding of this, thinking that employees' resignation is a betrayal of the company, for whatever reason, and rarely reflect on the problems existing in the enterprise itself. In their view, it is reasonable for enterprises to dismiss employees, but if employees want to leave during the contract period, they will certainly be misunderstood and rejected by managers, and even cause corresponding disputes.
Myth (2): Employee relationship management is to prevent the loss of employees
Under the modern human resource management system, the connotation of "employee relationship management" is very rich, including the matching of personnel and positions, employee development, employee motivation and effective communication. However, "employee relationship management" is still a strange word in the eyes of many private enterprise managers, which is far less valued than "work plan" and "performance appraisal", and even extremely understood as employee relationship management is to prevent employee turnover. When the enterprise is well developed and the workforce is relatively stable, it will not be thought of doing any employee relationship management work at all. When it is found that the subordinate employees have accumulated more grievances or even left their jobs, it will be remembered that they have not paid attention to employee relationship management at ordinary times.