"Waterson has made the plate so big in such a short time, it is inevitable that it will fall into the common problem of large companies, and this disease is even more serious than that of large companies for group companies in an expansionary development. A key point that cannot be ignored is that Huasheng's high welfare is to give high-quality benefits to excellent and enthusiastic people, but I find that recently, especially a few employees who hold Huasheng shares have gradually degenerated from missionists to hedonistic people."

Li Chuan said it very calmly, but the executives who were doing it couldn't help but feel a little stern. No matter how they heard it, it indicates that a major "doncology-removing" adjustment within the personnel affairs of Huasheng Group was about to usher in. Everyone vaguely felt from Li Chuan's opening brief description that this meeting would have a major reshuffle within.

Facing a group of executives born in the 1980s and 1990s, as well as a few executives born in the 1970s, Li Chuan looked around and said slowly: "Brothers and sisters, Huasheng's plate has now achieved this level and reached such a huge scale. It can no longer be considered as the first priority of how much money it makes. This has never been the priority of Huasheng. Taking a step back, Facebook was established to solve the small problem of Harvard boys and Harvard girls, but now it has also put forward the mission of linking all mankind? Let's not care whether Xiaozha and Facebook will do what they say."

"But Huasheng Technology must do it. Huasheng Huasheng means to be strong in China. In the past, many people may have thought this was a very naive dream, but now have anyone come out to say that Huasheng is really contributing to the prosperity of the motherland? Or is it a naive dream? How much tax does Huasheng pay per day? In terms of medical care, how many social problems have been solved?"

"I am not showing off my achievements, but I want to emphasize that Huasheng was pursuing such a mission at the beginning of its establishment. It is also the foundation of the name Huasheng. The company's size today needs to be remembered and abide by this mission. This will be the foundation of Huasheng. Now the foundation of Huasheng has shown signs of being shaken. I don't want to come out to turn the tide when it is really in danger. This does not demonstrate the ability of the helmsman, but reflects the short-sightedness of the helmsman, and we must start to remove this hidden danger at this time."

"The strongest fortress often begins to collapse from the inside. Lao Qiao is right. The human resources reform of our company is an urgent problem at the moment. In the next step of human resources management reform, people with real missionism are welcome to take the lead. If human resources do not understand the business, they will not identify which employees are excellent, nor will they judge who is good or bad. They will only pursue perfection by adding rigid interview and review process nodes."

"Huasheng Technology now produces an average of about 50 new employees every day. At the same time, I saw a new data starting from the beginning of this year. The turnover rate of Huasheng employees is increasing significantly. Few people voluntarily resigned, and most of them are fired by the company. You recruit people and then fired them. It is also true that it is correct, because it does not meet Huasheng's requirements and must be fired, but it has caused many tragedies in the end. What does this mean? It means that there is a problem with the HR, and the company's structure and a certain mechanism link are already sick."

At the meeting, Zhong Hao couldn't help but pick up the pure water in front of him and took a sip, then sat quietly and listened motionlessly, but it was obviously a bit vague. He was in charge of the company's human resources now. Although he had a good relationship in private, he was a serious conference now. He was also familiar with Li Chuan's temperament. He wouldn't show mercy if he was really slapped.

On the other side, Li Chuan continued: "I found that our company's human resources now hire an employee, just like a draft. It seems that it was carefully selected after rounds of elimination mechanisms, but in the end, he will not fight. What we want is warriors, fighters with a missionary spirit, not perfect flies."

"Our high welfare and share allotment aims to enable outstanding missionists to get more rewards according to their contributions. Huasheng Technology only looks at ability but not qualifications. Those who are capable will be promoted to mediocre people. More work will be more than less work will be less than work. This is a big strategy in human resources."

"I am very worried about the poor implementation of this strategy. Because people with a sense of mission and those who have made outstanding contributions may not be obedient, and they are even naughty people who like to do things, but they have indeed made great contributions. However, they do not receive benefits and corresponding reuse because they are disobedient and like to do things or some other personal shortcomings. This is the failure of our strategy."

"For example, Zhang Xu, the current leader of Peanut Network, likes to criticize his immediate boss. This must be treated coldly in other companies, "I asked you not to let you oppose me," so you said Zhang Xu has no ability? His ultimate goal is to capture Hollywood, and he has no sense of mission? Of course, Zhang Xu is just an isolated example, and it is a positive example. Of course, this is a good thing, but there must be more people like Zhang Xu who cannot get on the top of our company. If these people cannot get on the top, it will be a failure in our human resources strategy."

Everyone in the conference room listened without saying a word. Everyone found that the BOSS was a very easy-going peer in private, but once they arrived at the high-level conference room, they were the helmsman who held the power of life and death. Many people were in awe of his authority and the momentum they showed in the conference.

Li Chuan drank a sip of water and held the bottle in his hand and continued: "My understanding of human resources objects is divided into three types: the first type is ordinary workers. These people should protect their basic interests from infringement according to the relevant legal remuneration clauses, and give them slightly better rewards based on the company's operating conditions. This is a kind of care for ordinary workers and a reflection of the competitiveness of the company's HR."

"The second type is general missionists. We should allow some people not to have a positive sense of mission. They think that the small family is so warm. They want to go home on time every day to light candles and have a candlelight dinner with their girlfriends. We must be able to understand this type of person. This is also the need of normal people. As long as their contribution to the company is greater than the cost paid to them, they can continue to exist in the company, and their reward should be higher than that of ordinary workers."

"The third type is excellent people with a strong sense of missionism. At the same time, they also require sharing the surplus value of the company. We also need these people to fulfill each other. The way to share surplus value is bonuses and stocks. These people are the backbone of our company and the absolute main force. We are eager to more and more such people serve the company."

"I have always emphasized that human rights are equal, and treatment must be divided into different levels. So since its establishment, Huasheng has been receiving treatment based on contributions. We never emphasize receiving treatment based on service years. But sometimes when I learn about HR, I saw that when someone said, 'This person has not increased for several years, he should have a little salary increase'. At that time, I was thinking why? Why? The company is not a voluntary nursing home. Has his labor quality improved in recent years? Is his contribution really great? If not, why should I raise the salary?"

"Why are the ranks of some positions in the company not capped? I think it is necessary to cap it. The contribution of some positions has not changed, and the compensation of employees cannot increase due to their working years. We emphasize that you should receive benefits based on your contribution. As long as your contribution does not increase, you should not receive more."

"The company rewards its stocks to employees. Not only do we get our own labor remuneration, but we even get capital appreciation. This kind of remuneration is quite large and has a great impact on the company. Some people are lazy because of this. The key point we really need to focus on is to prevent laziness at the level of missionists."

"Our teams at all levels face excellent missionists. To determine whether this person has a strong sense of mission and enthusiasm for progress and whether he has made contributions is based on his performance, not on the company's provisions and frameworks. Sometimes he also needs to follow his feelings. The total number of stocks he allocates should be determined based on the feelings of management teams at all levels to determine whether he is in the right queue, rather than to accommodate his qualifications."

"In general, there are three types of people who are treated in three categories. Some of our supervisors have a rigid document comparison, and some have a good sense of mission, but the terms do not match. They mechanically hit people hard. This is wrong. This hurts the hearts of all of us. We are eager for those who have high salaries, high treatment, high benefits and high benefits at the same time. I like these people."

"Therefore, the terms of the document are strict, but they must be flexibly authorized during implementation. If each department believes that it is unreasonable for a specific person, you can not execute the company's documents and dare to speak for those missionists with shortcomings, so that the company's incentive policies can truly cover people with mission."

Li Chuan, who had been talking a lot, finally stopped. The conference room immediately fell into a quiet scene. Li Chuan looked around everyone and said, "Don't stop talking. This is not a hearing. Everyone speaks freely. If you don't discuss how to improve and make major strategic changes?"

Everyone looked at each other. After a while, an executive named Gu Yue regulated the control panel on the front desk twice, then looked down at the content of the panel and said: "This is a guiding document for the group company to conduct saturated share allocation during the spin-off and reorganization. It talks about under what circumstances can you obtain options, share allocations, dividends, and under what circumstances should you not obtain, or discounts."

Gu Yue regulated the documents on the large screen in the conference room for everyone to see. A group of executives also looked up and said, "What the boss said just now is actually returning to a key issue. This problem is something that all the human resources supervisors and business department supervisors here must solve by themselves. That is: under the background of the group company's advocating missionary corporate culture, how do we identify people with a sense of mission and without a sense of mission."

"Employees shouting to be missionary does not mean that they really have a sense of mission. Speculators are guarded by them. I think the key is to look at their performance at work."

"No matter how well the document is made, the terms and contents are rigid after all. The company's current plate is so big and developing so fast, it cannot completely cover all the changes that are taking place. As executors, we require how we understand the essence of what we are going to do."

"This essence is what the boss just said, identifying and distinguishing three different categories of workers, so as to decide in a realistic manner who should allocate shares, who should not allocate shares; who should allocate more, who should less, etc., in the process of distribution of benefits and rewards."
Chapter completed!