Beyond salary, how does stress and happiness transform?

In May and June of 2010, 13 incidents of employees jumping off the building occurred in Shenzhen Foxconn Company, a subsidiary of Hon Hai. In order to reflect the company's care for its employees, Foxconn has adjusted the salaries of operators, line leaders and team leaders, and the overall salary level of employees has increased by 30%.

Guo once commented after the fifth jump: "After rethinking, I found that employees in the 1980s and 1990s wanted more dignified and hopeful jobs. If the company needs to transform, the salary will be comparable in the future. A world-class enterprise."

The increase in salary reflects respect for employees' personal value, but it is not enough to solve employees' mental health problems. Not only in a foundry company like Foxconn, but also in another well-known high-tech communication company in Shenzhen, employees jumped off the building, which is a tragedy caused by excessive pressure.

How to detect mental health problems in employees? How to help employees actively cope with various work and life pressures, and achieve a win-win situation between enterprise development and employee development? This issue has invited Chen Libin, Deputy General Manager of Fiyta Group, Zhao Xinhua, Marketing Director of HR Division of Kingdee International Software Group, and Yang Bin, President of Wangzhe, an expert on psychological management, to have an in-depth discussion on this topic.

Locating stressors

The post-80s and post-90s are gradually becoming the main body of enterprise employees. Young people of this generation care more about self-realization and are more willing to engage in creative work. There is a significant difference between the post-70s and post-70s. What factors have you observed affecting the mental health of young employees?

Chen Libin: In my opinion, the factors that affect the mental health of employees are divided into two levels: one is the material level, including the salary and treatment of employees; the other is the spiritual level, including the company culture, organizational structure and atmosphere , interpersonal relationships, career development space, company reputation and future development prospects.

In addition to these work factors, family factors also affect the mental health of employees, such as the status of relatives and friends, and the separation of male and female friends, which will have a certain impact on employees' psychology, spirit and emotion.

Zhao Xinhua: I think the pressure of employees is mainly concentrated in three aspects: the first is workplace pressure, the IT industry is highly competitive, and the company faces competition from excellent domestic and foreign manufacturers, and will divide the market pressure to employees at all levels; the second It is life pressure, high housing prices, raising children, and rising prices all cause pressure on employees; the third is job burnout, employees have worked in a job for three or five years, and they feel tired of their work, and their performance has not improved. On the contrary, there is a downward trend.

Yang Bin: Stress is a balance between control and demands. The more you can control it and the more you have the ability to solve it, the less stress you have. The same pressure, the ability to bear, easy to solve. We divide people's abilities into 6Qs: IQ represents decision-making and innovation ability, EQ represents the ability to cooperate with others and control emotions, LQ refers to learning ability, and AQ represents the ability to survive and break through in adversity. PQ power quotient refers to personal influence, and HQ health quotient represents the ability of personal health.

People pay more attention to IQ intelligence quotient and LQ academic quotient, namely decision-making, innovation ability and learning ability, but many people do not pay attention to EQ emotional quotient and PQ ability quotient, namely understanding oneself, understanding others, getting along with others, and exerting personal influence strength; nor focus on surviving in adversity, and less on health. Enterprises often have problems with employees, and the bosses come to solve them, which is a bit passive.

With the change of ability and the change of external environment, the pressure of employees takes different forms. When pressure comes, if the company can motivate employees well, employees can maximize their potential and improve their abilities. However, there will be a limit to the improvement of ability. If the limit is exceeded, employees will feel fatigued, performance will decline, and a chain reaction will occur in the company's processes.

Build a radar system to find employee limit points

How to find employee stress limit?

Yang Bin: When supervisors motivate employees, they should find out which employees are fatigued in time. For example, in homework, the employee's hands and feet change from fast to slow, the mood is irritable or indifferent, and the response changes from fast to slow, all of which show that the employee has exceeded the limit.

Our survey found that individuals respond differently to stress depending on their level of ability. The stress limit of the general manager is the highest, and the limit of the grass-roots employees is the lowest, and fatigue is most likely to occur.

After employees enter the company, company executives need to establish a radar system to identify employees' mental health status. This radar system includes employees' ego, emotions, standards, and thinking patterns. When employees have problems, supervisors should take the initiative to communicate with employees and focus on improving the various abilities of employees. This includes the ability to work with others, understand others, overcome adversity, and enhance employee influence. This can help employees build self-confidence and better face the challenges of work and life. As a company executive, in addition to professional knowledge, it is also necessary to deal with people's ability, that is, "6Q" and related tools should be used freely.

Zhao Xinhua: Pressure is like a reservoir. A reservoir has a maximum capacity and a minimum capacity. Individuals have the highest point of stress, beyond which it is prone to accidents. At the same time, it is not good to be lower than the minimum capacity of the reservoir. When enterprises encounter such a situation, they must pressurize their employees and keep them between the lowest point and the highest point. As the ability of employees increases, the critical threshold will increase. For example, it can only withstand 100 points of pressure before, but now it can withstand 120 points of pressure. At this time, the company should also appropriately increase the pressure on employees, but at most, it can only mention 119 points of pressure, not 125 points of pressure.

Will higher salary help improve employee stress? Besides salary, what other factors should be considered?

Chen Libin: Fiyta has conducted research on the company's employees, including front-line salespersons, and employees' focus on money is not the first.

Compensation is only a health care factor for employees' mental health, and the real motivation factor cannot be placed only on compensation. Fiyta's approach is to take the basic salary in one step, and not to consider the money factor too much in incentives. In addition to wages and bonuses, incentives mainly include honor incentives, participation incentives, cultural incentives, team incentives, and achievement incentives. The company must create an atmosphere for employees to share the results of their struggles, and turn the process of enterprise development into a process in which employees live happily and get rewards.

There is such a saying: Whether an employee joins a company depends on the senior leaders of the company; whether an employee leaves the company depends on the direct supervisor. The supervisor's barrier-free communication and humanistic care for the subordinate employees are the key factors that determine the enthusiasm of the subordinate employees. Some enterprises are only task-based management, ignoring emotional communication, there will be some psychological problems of employees.

Zhao Xinhua: A salary increase can only solve the lowest-level survival problem. The psychological problems of employees cannot be solved simply by raising their salary. What this company needs to face up to is respect for people. We have done an internal investigation, and the employees choose Kingdee, one is that the pressure is not so great, and the other is that the relationship between the subordinate and subordinate employees is very harmonious.

Yang Bin: We pay attention to the mental health of employees, and we also need to pay attention to the corporate culture, system and strategy, and see whether the corporate culture exerts human capabilities, or inhibits and destroys them. Enterprises don’t have to spend a lot of money to motivate their employees. The effect of spiritual incentives is also very good.

Finding employee happiness NDA

What steps should be taken to help employees relieve stress?

Yang Bin: Regarding the source of stress, we suggest three aspects to help employees at all levels relieve stress. First, reduce pressure as a whole, which is manifested in the simplification of processes and procedures. Second, create opportunities for employees to play, get them involved in innovation, and discover their potential value. Third, starting from recruitment, the quality of recruited employees must match the company's needs. If the company is in a period of rapid development, it is necessary to choose those who are capable and fast.

Chen Libin: As a state-owned listed company, FIYTA has 2,600 employees, with an average age of 26 years old. 90% of the employees are front-line sales personnel located all over the country. .

The rapid development of FIYTA has brought great pressure to front-line managers and middle and senior managers. In response to this situation, the general manager took the initiative to provide guidance to middle and senior managers, and invited professors from Beijing Normal University to teach them "Pressure" Coping and Mental Health.

As Dr. Yang mentioned, FIYTA pays special attention to the matching of quality requirements and job requirements when recruiting on campus. For example, in addition to the basic requirements of job skills, Fiyta also emphasizes achievement orientation. We will use case analysis to test him, and we will also learn about him from the feedback of his teachers and classmates. Another example is when we recruit market development personnel, hoping that the candidates have certain inherent potentials, especially those who will never give up until their goals are achieved, and have a bit of a paranoid personality. These people can often charge into battle and complete tasks well when they are developing the market. Connect the employee's personality traits with the job traits.

Zhao Xinhua: As of the first half of 2010, Kingdee International Software Group had 7,000 employees. The average age is under 30, a little higher than 26. In recent years, Kingdee has transformed into a management expert, and recruited more people with management background or professional experience.

Kingdee helps employees relieve stress in many ways, which are different for ordinary employees and leading cadres. For example, for a leading cadre in a certain position, whether it is introduced from the outside or promoted from the inside, we first give training. For example, when a technical expert is promoted to a technical supervisor, he must be trained on how to lead a team and how to manage team members with different personalities. What resources are there to help him when he's in trouble to relieve his stress.

Basic-level cadres, middle-level cadres, and high-level cadres will also feel anxious about future development. The company provides a platform without ceilings and walls. As the company continues to grow and develop, they will also have more room for development.

For old employees who have worked in a position for more than 3 years, when burnout occurs, the company will encourage them to rotate and create opportunities for them to learn new things and realize their potential.

It is very important for companies to help employees relieve stress, and employees themselves must actively face it. How can we effectively help employees achieve this kind of self-transformation?

Yang Bin: We advocate happy work and happy life. Kingdee and Fiyta have done a good job of encouraging employees to make friends, and the interaction between friends can effectively relieve stress. Of course, the best thing is that individuals can relieve stress by themselves. Walking, drinking, karaoke, and sleeping are relaxation measures, but they are not enough to cope with high-intensity stress. We need to build a personal relaxation ivory tower. Developing personal hobbies allows individuals to reach their potential and gain a sense of satisfaction. A happy life is everyone's goal.

Chen Libin: I think it is important for companies to build a people-oriented culture, respecting people, caring for people, motivating and developing people. Employees themselves should also pursue inner harmony while working. A happy life is the goal of life, and work is not the whole of life.

Zhao Xinhua: Kingdee is researching happiness DNA this year. How do you understand it? Human DNA is a double-helix structure, and happiness DNA is also a double-helix structure. One chain is the enterprise, and the other is employees. There are many key points between employees and enterprises. Let the two parties be combined. Happiness DNA = corporate success + employee happiness + social responsibility , Social responsibility is the social relationship, the enterprise is responsible to the employees, the enterprise creates value for the society, and the employees create value for the enterprise while self-realization.

The two HR executives and psychologists agreed that establishing a corporate culture that develops, motivates, and develops people's abilities is an important way to solve employees' mental health problems.