|
业务中经验数据的使用 “我们对保留员工有一个重要的记录,我公司在过去的5年中，仅仅只失去了3位经理。他们热爱工作和公司。他们决定离开公司的原因只是因为他们的妻子已经转移到了另一个城市。他们想要留在妻子身边” (Interview, HokChung Cheung, CEO of ShanLian, 30.07.10). 从首席执行官的角度来看,他意识到大多数中国员工在公司对物质享受和高期望薪酬有强烈的动机。此外,对中国员工来说，“面子”问题是一个最重要的组成部分。公司的CEO HokChung Cheung提出。 “金钱是对当地中国员工最有效的动力。中国人是以金钱为中心。他们试图获得尽可能多的钱,为了买一套漂亮的公寓,高速档的汽车,然后向他们的朋友和家人炫耀。因为他们认为高生活水平意味着“面子”(脸)。 (Interview,30.07.10) 为了在加剧的市场中赢得竞争,CEO向员工提供了高水平薪酬,目的是激励他们，并让他们在公司工作开心。他说: “在Shanlian，我们没有高流动率,因为我们的薪酬是竞争的,当我们与其他竞争对手相比时，对中国工人是被吸引住的。我们员工工资超过市场利率的20%。关键岗位的员工,积累一段时间，他们每季度可以收到额外工资。”
其他公司的高级雇员对动机有不同的观点。 "We have a significant record in staff retention, my company has lost only 3 managers in the last 5 years. They loved the Job and the company. The reasons they decided to leave the company was simply because their wives hasd been relocated to another city. And they wanted to stay with the wife" (Interview, HokChung Cheung, CEO of ShanLian, 30.07.10). We found out that different people have different understanding about motivation. From the CEO perspective of view, he realizes that the majority of Chinese employees in the company have strong incentives towards creature comforts and high expectancy on compensation. Also, the "face" issue is one the most important component for Chinese employees. As pointed out by HokChung Cheung, the CEO of the company: "Money is the most effective motivator for local Chinese employees! Chinese people are so money oriented. They try to earn as much as they can, in order to buy a nice flat, a top gear car, and then show off to their friends and families. Because they think high living standard means "mianzi" (face). (Interview,30.07.10) To compete in the intensified market, the CEO offers a high level of compensation packages to the employees, in order to motivate and keep them happy in the company. He stated: "We do not have high turnover rate in Shanlian, because our compensation package is competitive and attractive to Chinese workers when compared to our competitors. Our employees' wages are 20 percent over the market rate. For staff in key positions, they receive extra pay for each quarter worked which accumulated over a period." Other senior employees of the company had a different point of view towards motivation. Mrs. Jun Yue, the sales manager, who has been working for the company since 2004, believed that intangible rewards provided by the company is the most important motivator for her. She told us that the main reason she decide to stay in the company is because the company provides numerous opportunities to help her develop and improve. One good example is her personal experience: "When I first came to Shanlian, I was an officer in customer service department who works in the front desk. The company helped me to find the right path for my career. For example, a series of training programmes to help me to improve my skills and competenciesa€|. I have been giving the opportunity to work for different department within the company, from customer service to sales department. From the job rotation, I have discovered my interests in sales, therefore I spend a lot of time to improve my skills and knowledge in sales. Then my boss recognized my potential, he promoted mea€| and after 6 years working with the company. I have been promoted from a customer service to my current position. I am so grateful to be given the opportunity, Thus, I stay loyal and always try to work hand and create profit for my company, in order to repay their kindness". She believes the company has a high reputation in the same industry which gives her social status and face. The employment brand is also an important factor to make her stay in the company. As stated by Ms, Jun Yue: "In the last few years, I have received many job offers from other companies and I have refused all these offers. My reason is simple: "why should work for another company, if I am already have a manager position in a "classy" company like Shanlian". From Ms. Jun Yue's interview, one more thing is worth mentioning. It is that strong leadership is another motivator for Chinese employee. As she stated: "The boss treats everyone the same, he does not have favourites to individual employee. He rewards everyone equally." "My boss-Mr. Cheung is a good leader who has a sharp vision and always gives clear instruction to his subordinates. He is also a nice man, he cares about other employees' personal lives. For example, when I had my first child birth, I had to absent from work for two months, and he gave me a long enough holiday to recover my health and during the absence period, he promised that my job will be reserved and still pay me my salary. As a result, I am glad to have boss like Mr. Cheung." Another example was also mentioned by Ms. Jun Yue: "In last year, one marketing manager's mother was suffering a liver cancer, the company not only gave the manager a long holiday to take care of his mother, but also promise that his pay would not be deducted." Mr. HongYi Zhang ( the HR manger of the company) told us that the company has paid great attention and resources, in order to retain and develop existing talented or skilled employees. e stated: "The rapid economic growth has led to high turnover rate in China. Turnover rate is even worse in our industry. We are not only competing with private owned companies and also the stated owned enterprises. Therefore, the talent pool is extremely tight in our industry. All our competitors are talent hunter. "
"The company spent over 30 million RMB, in order to keep our talented and skilled people, especially our good managers." In addition, key staff such as department managers also receive special benefits. As stated by HR manager of the company: "The company offers extra benefits for key managers. For example, managers who work in the company for 3 years or more would be given an extra 7 days vacation, they can select any place in China for vacation with their families, and the company will pay for all costs such as transport costs. The company also provides company-built dormitories or apartments for managers, although they do not own the properties, they do not need to pay any rent to the company. If the managers want to buy the properties, the company will sell them at very preferential rates. However this commercial benefit is only available for long staying managers who need to work in the company for 3 years or above." To retain its Chinese employees effectively, the company considers Chinese culture and values. For instance, Chinese employees are strongly committed to the family. ShanLian uses some special retention approaches for their key staff, which are rarely used in Western countries. As stated by HR manager: "The Company hires the family member of the current Chinese employees, in order to keep those irreplaceable employees loyal and also improve their business commitment to the company". Mr. Zhang also mentioned the importance of "guanxi" for Chinese employees. Chinese employees really care about their relationship between their boss and colleagues. Therefore, the company has provided many communication channels for the Chinese employees through entertainment activities. As stated by HR manager: "To have good interpersonal relationship with Chinese employees is so importance. They pay a lot of effort to establish good relationship between their boss and colleagues. Therefore, in order to provide them a harmonic work environment, the company provides different type of entertainment activities for Chinese employees. For example: We have soccer match every week and karaoke once a month, these entertainment activities gives opportunities to employees to give close to each other and build up "guanxi" between them. The company also provides various types of training programme for Chinese employees, in order to improve long term employee commitment and help them to develop. As HR manger Mr. HongYi Zhang describes it: a majority of Chinese employees require or expect companies to provide training opportunities. Especially, the young generation in China, perhaps they are the most ambitious people in the world. Mr. HongYi Zhang claimed that: "The company prefers to promote junior staff to managerial positions. Because young people are faster learners and thus grow up faster which give benefits to the company. However, the young generation appear ambitious and they are not easy to satisfy. They expect their company to provide them different types of training and they hope to involve in challenge project based task." Shanlian often uses several development tools, including mentoring, coaching, special job assignment, action learning and job rotation Mentoring--- Shanlian provides formal mentoring for new employees. Senior experienced employees are asked to be the mentors of new comers. These new comers have to receive instruction and guidance for at last one month, in order to become a permanent employees. Coaching--- Shanlian uses coaching formally. Professional coaches are hired from Hong Kong. These professional coaches teach English, presentation skill, customer service skills and leadership skills. Additionally each division managers in Shanlian is offered up to 15-20 days a year of management and supervisory skills training and some specific training. As the sales manager describes: "The company hires professional coaches from Hong Kong every year. We will received different specific coaching. For example, in my situation, as a sales manager, the coaches teach me leadership skill and customer service skill. From the coaching, I have leant a lot of new skills and knowledge. For example, I have learnt as a sales manager, I have to have the mentality that the customers comes first and therefore quality comes first . I found these coaching are very useful, because as a local Chinese manager, I have weaknesses in supervision, management and leadership skill, and these coaching really work on me." Special job assignment--- Shanlian uses special job assignment such as overseas assignment. As describes HR manger:
"I go to headquarter in Hong Kong almost twice a year. In headquarter, my job is to send the strategy to recruit the right employee for the headquarter, I need to use a lot of methods to screen every job applicant and define the weakness and strength of each individual. Although working in an unfamiliar environment is not an easy task, I have learnt a lot of new knowledge from there. Also these assignments improved my experience and led me to a high level".
"I share my challenge with other division mangers and my subordinates. For example, one customer asked me if I can give him a 10% discount per square meter on one villa that he is interested. We discussed the best way to deal with these kinds of issues and the best ways to negotiate with customers on discount policies." "Job rotation is a regular practice in the company, every employee is given the chance to work in different division. For example, manager like myself is asked by the company to move from HR department to customer service, marketing and sales department each year. I am interested in new occupation and I felt the frequent change of occupation reduces monotony." |
 |
|||
| 网站地图 |
