How companies retain employees, take Haidilao as an example
How companies retain employees, take Haidilao as an example. Difficulty in recruitment is an old problem in all industries, especially in the catering industry. Some people If the money is not provided enough, then if money is used to retain employees, where else can the company make money? Therefore, retaining people must pay attention to methods. Let’s take a look at how companies retain employees, taking Haidilao as an example. How companies retain employees, take Haidilao as an example 1
New strategies for restaurant companies to retain employees: issue retention bonuses, and provide nannies to chefs
It’s going to rain, and employees have to leave , is it really impossible to keep it? Wuhan’s catering companies are ingenious.
The owner of a soup dumpling shop in Wuhan recently hired a nanny. However, this nanny is not for himself but for several white rice cooks in the shop. Usually, I am mainly responsible for the daily life and food of these white-case masters. The work includes the masters' meals, clothes cleaning and dormitory hygiene.
These masters enjoy independent two bedrooms and one living room, air conditioning, TV, etc.
With a boss like this, you must be doing a good job.
There are also some catering companies that offer retention bonuses in order to retain employees. Employees can receive a 200 yuan reward as long as they successfully bring in new employees and pass the probation period.
If you want to retain people, have you done this?
Learn from Haidilao’s salary system and see how catering companies retain people
Once mentioned Haidilao, the first thing many people think of is "service", and Haidilao has achieved the ultimate in service. In terms of management, Haidilao advocates the value of changing destiny with hands, creates a fair and just working environment for employees, implements a humanized and affectionate management model, and enhances employee value.
Salary management system
(1) Haidilao overall salary structure
Total salary = basic salary level salary bonus seniority salary dividend overtime salary others - employee fund
Level salary: 60 yuan for first-level employees, 40 yuan for second-level employees, unchanged for ordinary employees
Bonuses: 80 yuan/month for advanced employees and model employees, 280 yuan/month for model workers Monthly, meritorious employees receive 500 yuan/month
Seniority salary: 40 yuan per month, increasing year by year
Dividends: Only first-level employees or above can receive dividends , the dividend amount is 3.5% of the store’s profit for the month
Others: including parents’ subsidy (200, 400 or 600, help to send it back to parents in hometown), phone bill (10-500 yuan/month)
Employee Fund: 20 yuan will be deducted from the monthly salary until one year
(2) Salary structure of ordinary employees
① New employees: total salary = monthly salary = basic Salary, overtime pay, position salary, others - employee fund
② Second-level employees: total salary = monthly salary level salary, seniority salary
③ First-level employees: total salary = monthly salary level salary, seniority salary, dividends
④ Model workers: total salary = monthly salary level salary, honorary bonus, seniority salary and dividends
(3) Salary structure of management staff
Lobby manager: basic salary floating Salary, seniority salary
Store manager: basic salary, floating salary, seniority salary
What we see here is the salary structure of employees, an employee’s monthly salary The income structure is actually divided into at least eight parts. Does Haidilao like complex salary structures? Of course not! These eight parts are Haidilao's efforts to motivate employees to do work.
Basic salary—gt; encourage employees to work full time
Level salary—gt; encourage employees to do more or more difficult work
Bonus—gt; encourage Employees perform higher work standards
Seniority salary-gt; Encourage employees to continue to work in the company
Dividends-gt; The company's overall performance is linked to employees' personal income
Overtime wages—gt; encourage employees to do more
Parental subsidies—gt; allow employees’ parents to encourage their children to work well.
Telephone charges—gt; Encourage employees to communicate more with customers
More work should not just stop in thinking. It also depends on what the company wants employees to work and what they will get, and how to design the work well. Only when the content and mechanism are in place can the effectiveness of the mechanism be seen. More work and more rewards should not just stop at the basic salary and commission structure, but require a more refined division of labor and distribution.
Welfare system
(1) Employees’ families
Each store manager’s parents are paid a salary ranging from 200, 400, 600, and 800 per month. , the better their children do, the more wages their parents will receive. Part of the bonus for outstanding employees
is sent directly to parents by the company. In addition, if an employee who has worked at Haidilao for one year is rated as an advanced individual three times in total or three consecutive times in a year, the employee's parents can visit relatives once, the company will reimburse all round-trip tickets, and their children will also have 3 days of accompanying leave. , parents enjoy dining in the store once.
(2) Staff Accommodation
The dormitory is no more than 20 minutes’ walk from the store. The dormitories are all two or three-bedroom units in formal communities or apartments. The dormitories are equipped with televisions, washing machines, air conditioners, computers, and the Internet, and special cleaning staff are arranged to clean the rooms. The washing of work clothes and quilts is outsourced to dry cleaners. If a couple works together in Haidilao, the store will provide separate rooms.
(3) Employee holidays
All store employees are entitled to 12 days of paid annual leave each year, and the company provides round-trip train tickets home. Employees who have worked for more than one year can enjoy marriage leave and benefits; employees who have worked for more than three months can enjoy parental bereavement leave and subsidies; employees who have worked for more than three years can enjoy maternity leave and subsidies.
(4) Employee Equity
Shares are allotted to outstanding employees, and employees above the first level enjoy a dividend with a net interest rate of 3.5. From here we can see that Haidilao spends a lot of thought and cost on retaining skilled employees. There are four welfare policies: store manager’s parents’ salary, employee accommodation issues, catering employees’ holidays, and working for a certain number of years and Haidilao has taken into account the bonus income after levels.
The salary system cannot solve all the problems of the company, but many companies have indeed made very serious mistakes in the distribution mechanism of recruiting, retaining and motivating employees. If your company gives employees a certain amount of income, The points are very simple, so the working status of employees must be unsatisfactory! In fact, behind every mechanism is the employee's efforts or lack of effort. Only when an enterprise uses the right mechanism can a person's abilities be fully utilized!
In addition to saying good things, retaining people is more about meeting the needs of employees. Let them feel that their salary is promising and worthwhile. How companies retain employees, take Haidilao as an example 2
(1) Management line
The management line is its management channel. The management channel, of course, starts with new employees. As a new employee, after three months, or how long it takes, you will slowly pass the assessment and become a qualified employee, and then be promoted to a first-level employee, and then be rated as an outstanding employee
Then step by step, you can become a foreman, lobby manager, store manager, and then you may become a regional manager or regional manager. This is the promotion channel for management.
(2) Technical line
The technical line is the second line. In addition to management channels, Haidilao also has a career plan for technical personnel, called the technical line.
As a new employee, you can continue to be promoted and become qualified employees, first-level employees, and advanced employees. However, at this time, you will find that these are the technical line management positions, and it is impossible for everyone to become a manager. Therefore, in the design of their promotion channels, Haidilao not only has advanced employees, but also model employees. The higher up are model workers, and the higher up are meritorious employees.
So, employees are not necessarily managers, but they can enjoy the treatment of managers.
In fact, there is not much difference between the treatment of Haidilao’s meritorious employees and the restaurant manager.
In other words, although you are not a manager, but you are hired or promoted as a meritorious employee, your salary and benefits are almost the same as those of a store manager. Although you have no management authority or administrative power, you can enjoy relevant benefits. This has greatly motivated Haidilao’s technical employees.
(3) Logistics line
The third line is the logistics line. This line may be ignored by us. This promotion channel is very similar to the technical promotion channel.
It is also from new employees to qualified employees, to first-level employees, and then to advanced employees, and then to promotion step by step, becoming office staff or cashiers, and then becoming accounting, purchasing, technical department, development Department etc.
Among these three lines, the management line is the main line. As a new employee, if you are continuously promoted to a manager, you will see the hope of management, and you will grow into a foreman, supervisor, etc.;
If you work in the technical and logistical fields, then although you may not necessarily become a manager, you will be promoted to a pacesetter or a model worker, and you can receive almost the same treatment as a store manager.
So many of Haidilao’s logistics and technical employees have also been inspired. They see hope and the future. It can be seen that Haidilao's multi-pronged promotion channel allows everyone to see hope, find their own goals, and feel fair. How companies retain employees, taking Haidilao as an example 3
1. Life care enhances the sense of belonging
Haidilao has adopted a "family culture" for management since its inception. , and founder Zhang Yong is the head of the Haidilao family. The first thing every employee who comes to Haidilao feels is the warmth and care as if they were at home.
Most of Haidilao’s current employees are the new generation of “post-80s” and “post-90s” from rural areas. Unlike their parents who migrated to cities to work, they are more educated than their parents, have higher career development expectations, are eager to integrate into urban life, and pay more attention to identity equality, respect from others and social recognition.
But what remains unchanged is that they have the same pursuit of a better life and changing their own destiny as their parents did. At this point, the value of changing destiny with hands provides Haidilao employees with faith in action, and at the same time closely connects the interests of employees and the company.
Haidilao has only two evaluation indicators for its employees: employee effort and customer satisfaction. These two can be boiled down to one ultimate goal, which is to satisfy customers. In Zhang Yong's view, the prerequisite for satisfying customers is satisfying employees. Only when employees are satisfied can they work happily and provide satisfactory services to customers.
Based on this concept, Haidilao first provides all employees with various conveniences in terms of food, clothing, housing and transportation to help them quickly integrate into the urban environment and adapt to the fast pace of work.
Haidilao rents formal communities or apartments for store employees, instead of the basements where migrant workers often live. All rooms are equipped with 24-hour hot water and air conditioning, as well as TVs and computers.
In addition, Haidilao also arranges a "dormitory manager" for each dormitory, mostly female employees over 40 years old, who are responsible for taking care of these young employees who have just left home.
On the one hand, the dormitory director is responsible for the daily cleaning of the employee dormitories and the cleaning of employees’ clothes; on the other hand, he also provides these employees with care like elders at home, giving these young people in a foreign land spiritual comfort. It provides comfort and relieves the pressure of high-intensity services.
On average, a single Haidilao store spends more than 500,000 yuan a year on employee accommodation alone.
If an employee is sick, the dormitory director will accompany him to see a doctor and take care of his diet and daily life.
Haidilao has also established a special fund for employee medical care to pay for employees’ hospitalization medical expenses. The care and convenience in daily life provide support for the hard work of Haidilao employees. A series of system designs such as empowering the grassroots, fair promotions and pragmatic incentives have built a channel for Haidilao employees to change their destiny with their hands.
2. Empowerment brings service innovation
Different from the traditional top-down, control-oriented management thinking, Haidilao’s boss Zhang Yong boldly empowers his subordinates . In Haidilao, there are clear regulations on authorization at all levels: depending on the nature of the business, the management’s approval authority varies, ranging from 300,000 yuan to 2 million yuan. Not only does the store manager have the approval power of 30,000 yuan, Haidilao's front-line employees also have much greater power than their peers.
From entering the store to leaving the store, the waiters are always dealing with the customers. Whether the customers are satisfied with the service or not, front-line employees know best. Therefore, Zhang Yong believes that only by trusting employees and giving the power to solve problems to front-line employees can we meet customer needs as quickly and accurately as possible.
3. Fair promotion and pragmatic incentives
Empowerment allows every employee of Haidilao to have greater freedom to make decisions than their peers, and it also gives everyone Opportunities for employees to grow rapidly and take on independent responsibilities. In order to ensure that all employees can correctly exercise such power, Haidilao uses a unique cadre selection system and pragmatic incentives to promote it.
Haidilao plans career development paths for its employees and clearly indicates their development paths and benefits. Except for the engineering director and financial director, all management basically start from the most basic front-line waiters.
Many employees who graduated from junior high schools have gradually been promoted to management positions through this training system. Compared with outside paratroopers, these managers understand the psychological needs of their subordinates better, and they are also recognized by employees. At the same time, the rich experience accumulated by front-line services can help these managers quickly determine the cheating situation in the use of powers such as exemption orders.
Haidilao’s assessment of management positions is very strict. In addition to business, it also includes innovation, employee passion, customer satisfaction, and the cultivation of reserve cadres. Each content must meet the prescribed standards. Even if the store managed by the store manager is very profitable, it will be removed if there are loopholes in other issues, such as employee effort and customer satisfaction.
4. No worries
Haidilao not only takes great care of its employees, but also extends its "family culture" to its employees' families. These employees of Haidilao moved from rural areas to distant cities to become "migrant workers". The biggest frustration is that they are separated from their families. They are too far away to take good care of their parents and children.
For employees who have worked at Haidilao for more than one year as lobby managers or above, or for employees who have worked for more than two years in senior positions, the company will provide them with one family leave, and the company will reimburse all round-trip tickets; employees and their immediate family members Enjoy half-price discounts for dining at Haidilao;
If an employee’s parents, spouse, children, grandparents, or maternal grandparents pass away, the employee can enjoy bereavement leave and subsidies;
Employees’ maternity leave and The subsidy is higher than the national standard; if a couple works in the same area, as long as one of them has worked for half a year, they can get a monthly subsidy of 520 yuan depending on the area; store managers whose children are over three years old can enjoy a monthly subsidy of 1,000 yuan. Children of employees in Beijing, Shanghai, Guangzhou and Shenzhen who study locally can receive a monthly education subsidy of 5,000 yuan.
In order to encourage employees to spend time with their children, store managers enjoy an additional 12 days of parent-child leave each year. In order to make employees' parents feel proud, Haidilao also provides parent subsidies to outstanding employees, and the fees are paid directly to their parents.
5. Food Safety: Responsibility in Crisis
Founder Zhang Yong once said: "Haidilao may die in two ways: one is a management problem. If it happens, the death process It may last for several months or even a year;
The other is a food safety problem. Once it occurs, Haidilao may have to close down the next day, which is a matter of life and death. "This sentence expresses the lifeblood of the catering industry. location.
In order to better improve the food safety management system, Haidilao has established a Food Safety Management Committee and formulated a "Food Safety Committee Management System". The Food Safety Management Committee directly and regularly reports to Board of Directors Report. At the same time, each Haidilao store has one or two employees responsible for food safety.
Haidilao has also established a supplier management system to conduct regular supplier evaluations and on-site inspections.
6. Challenge: Scale and Efficiency
"Changing destiny with both hands" is not only the company's commitment, but also the belief of employees working hard at Haidilao. Haidilao's apprenticeship system provides an institutional guarantee for employees' growth to realize their hope of "changing their destiny with their hands."
The mentoring system is like simmering soup over a slow fire. It requires employees as "masters" to devote enough time and energy to pay attention to the learning progress of the "apprentices". Such a personalized talent training method can give Timely guidance and feedback from individuals is very helpful for personal growth, but it is very inefficient for an expanding organization.
Haidilao has also tried other talent training methods, but the results were not satisfactory, and finally returned to the master-apprentice system.
Such an institutional arrangement effectively strengthens the relationship between stores, but it is not perfect. Haidilao is further exploring the issue of overlapping responsibilities between family heads and group leaders.
With the vision of opening hot pot restaurants around the world, Haidilao will face more challenges and opportunities in the future. On the one hand, how to ensure consistent quality and service while maintaining rapid scale; on the other hand, as Haidilao enters different countries and regions, how to better develop localized products tailored to local conditions is particularly important.