How should Chinese companies treat their employees well?

Recently, both NetEase and Huawei have been brought to the forefront due to their respective layoff incidents, which has also triggered a wave of collective condemnation of Chinese companies' "violent layoffs" and "overtime culture". The prevalence of the problem in Chinese companies. So, as a Chinese company that has been criticized for layoffs, how can it adopt a more humane way of dismissal? How should enterprises view the relationship with employees correctly in the future?

What should a business do when it has to lay off staff?

Rigid layoffs, emotional staff, and tough and arrogant layoff measures will inevitably intensify conflicts. Simple and rude layoffs will not only lead to the lack of understanding of the laid-off employees, or even serious emotional out of control, which will have a certain negative impact on the company; at the same time, it will also damage the confidence of employees who are still in the company and cause a crisis of confidence in the company. From any point of view, inappropriate layoffs are detrimental to the company's image.

If layoffs are necessary, enterprises should take this opportunity to show their "humanitarian" spirit, and let both the company and the laid-off employees be able to respectfully "farewell and break up" in a humane way. ".

First of all, it is also the most basic bottom line. The company must strictly follow the laws and regulations to give employees proper compensation, and everything should follow the process, and must not create obstacles. To put it bluntly, at this time, the final "calculation" of both the company and the laid-off employees is their own interests. In the final analysis, it is an economic dispute. In this unequal relationship, the most basic logic of the enterprise as the strong side should be to strictly follow the law. "The law is the bottom line of moral standards." If a company cannot even keep this bottom line, it will His rhetoric is "false big empty".

Secondly, keeping the bottom line is only the "basic skills" of each enterprise. Only by practicing the basic skills can we avoid burying hidden dangers for the long-term sustainable development of the enterprise. But every enterprise with a pattern should focus on the future. Talent is the most important asset of the enterprise. At this time, the way of handling the enterprise can best see whether an enterprise has really put people first. If an enterprise has real talent management For the long-term investment and operation, the following should be done at this time:

First, active communication. Actively communicate with employees to inform them of the company’s obligations under the law and the rights enjoyed by laid-off employees on the issue of layoffs; provide clear and specific compensation standards, and explain to employees in detail the basis and specific content of the compensation plan. If an employee has any doubts about the plan, the employee is allowed to raise it directly, give a reasonable explanation, and make modifications in line with the interests of both parties as needed, until the two parties reach an agreement on the compensation plan.

The second is to provide resignation training and job recommendations. Every company has an induction training session after recruiting new people to help employees better and quickly understand and enter new jobs. In this session, employees will have a better understanding of the company, and companies that do well can generally strengthen their skills in this session. The new employee's sense of identity with the company and the new job further gains the employee's trust. It's like the company and its employees have established an "emotional account", which takes effect from the start of employment. The company needs to establish a sound personnel mechanism to continuously enrich this "emotional account".

In this case, the company should also gradually establish a personnel mechanism for resignation training, mainly to help the laid-off employees solve two problems: the first is emotional, do a good job of comforting the laid-off employees, and let the company and employees Do your best to understand each other on this issue. The second is to provide future guidance, provide some basic future guidance for employees in different positions, and help laid-off employees to build new confidence, such as providing targeted direction suggestions for future positions, industries and career changes; conditional It can also provide employees with specific job recommendations to help laid-off employees better find new jobs.

The benefits of this can be analyzed from two points. First, for the laid-off employees, the company's highly humanized way of dealing with them does not directly cut off the "emotional account" between the company and these employees. , the trust that the two parties have built up for a long time will still remain in the subconscious of employees; and through the mouths of these laid-off employees, it will also enhance the company's people-oriented image. Second, for employees who are still in the company, this is a positive and friendly signal, and it conveys a positive message in negative events: the company will "kindly treat" employees who have worked together but had to be dismissed, and will not make The act of "removing the grind and killing the donkey". This is actually building new trust with employees, which not only plays a role in stabilizing people's hearts, but also strengthens employees' sense of identity with the company's culture.

How will enterprises manage talents in the future?

Another topic can also be drawn from the current layoffs of Chinese enterprises, that is, how should enterprises manage talents in order to maximize the creativity of talents and enhance the common future between enterprises and talents. Hard work trust?

From the current point of view, 996, wolf culture, overtime is a blessing, white and black... Efficiency seems to have become the most emphasized and respected corporate culture of Chinese enterprises. Specifically, for employees, it is work More and more "hardworking" and sacrificing more personal time. From the perspective of the development process and path of Chinese enterprises in the past 40 years, this has indeed played a great role. The rapid development of Chinese enterprises at this stage is also inseparable from the high esteem for efficiency.

However, in the stage of intensive development, when "high-quality" development is advocated, this method will no longer be suitable for the development of enterprises. The large-scale application of cutting-edge technologies such as IOT, AI, big data, and cloud computing is accelerating the advancement of society into the era of intelligence. In the face of the wave of intelligence, it is difficult for enterprises to make breakthroughs by relying on the previous "pressing" management model for employees. To catch up in 5G, artificial intelligence, and the Internet of Things, enterprises rely on the creativity of talents, and the creativity of talents is not proportional to the increase of working hours. This high emphasis on the "squeezing" of employees' personal time is precisely the It is easier to obliterate individual initiative and creativity.

In fact, the question at the beginning is replaced by more straightforward words: what kind of relationship should Chinese companies establish with their employees in the next development to help both parties grow?

First of all, it is certain that the performance-based management approach that used to focus only on results and not on processes will become less and less applicable. In the long-term follow-up reports of CEConlines, basically all the human resources experts and university professors interviewed have emphasized to CEConlines: the future is a world of individuality, a more people-oriented era, and the future is the most important in human resource management. It is based on human nature as the starting point to manage, and gradually abandon the management that blindly emphasizes rules and procedures, pays attention to decentralization, and shifts from a constrained management model to a direction of freedom, openness, and stimulation of human nature. Pay attention to the development of employees' potential, and emphasize the matching degree of employees' self-driving force, values and corporate culture.

This is a highly mutually beneficial partnership based on a "voluntary basis" by both parties. For employees, it is a highly active self-creation stimulation and self-value realization; for enterprises, it is to understand more and more about "decentralization, delegation of responsibilities, and empowerment" to promote a healthy relationship with employees.

Secondly, enterprises should really take this problem as a problem to focus on and solve in the next development. We keep emphasizing innovation, and companies keep talking about innovation. In fact, what is urgently needed for innovation is the relationship between companies and talents. The relationship between companies and employees is really based on individual value. Let the well-known truths such as "talent is the most important asset of an enterprise" and "competition among enterprises is the competition of talents" become a slogan of "decoration". All in all, enterprises should truly regard the building of relationships with employees as the key to seeking breakthroughs in the next development of the enterprise.