In addition to paying high salaries, MFI also pays attention to rewards. All employees of MFI company, including cleaners and salesmen, are included in the departmental reward plan. From the beginning of participation, every employee can deeply realize that his income is the inevitable result of wealth creation. By enhancing the sense of responsibility, improving productivity and profit rate, employees have increased their remuneration, which further promotes their sense of participation. In this way, a complete virtuous circle is formed, which makes the management mode of enterprise leaders no longer difficult.
In addition to profit-related incentives, MFI also adopted other ways. For example, * * * Company has 24 management departments, and each department evaluates the stores with the highest score within its scope according to the comprehensive evaluation of service, operation and sales, and then rewards them. The company has rated 100 best stores nationwide, and all its employees and their spouses can enjoy a rare weekend overseas trip for free. Overseas travel provides special rewards for the employees of 100 best stores, and also creates new opportunities for the management of the company to meet and talk in an informal and unrestrained environment.
By adopting these practical incentive plans, MFI Company has developed from an unknown small company into one of the world-famous companies with more than 65,438+000 branches in China and an annual turnover of 300 million pounds.
Ojai has about 17 1 100 employees worldwide. In addition to producing and selling building materials, they also developed advanced home and industrial materials. From 65438 to 0992, when executive director Heller took over the company, he was faced with unsalable products, net liabilities of enterprise assets, uneven quality of employees, low morale and sluggish research and development. At the same time, the balance sheet is full of debts and huge litigation reserves brought about by enterprise restructuring.
By the end of 1994, the enterprise had carried out the reform movement, improved the business process and maximized the productivity. Thomson, the newly appointed senior human resources manager, made a strategic plan to reshape the company culture and change the attitude of employees, thus achieving the unattainable financial goals.
Nothing can stimulate employees' enthusiasm better than properly linking work with personal interests, and nothing can improve employees' morale and performance better than directly linking salary with enterprise profits and losses. The new floating salary and flexible welfare project-"reward and resource plan" implemented by Ojai Company is based on this management concept. By adopting the liquidation method, the company completely updated every existing welfare plan and added a global stock plan with bonus shares and stock options. From 1996 to 1, floating incentive awards began to occupy an increasing share of cash compensation, resulting in a package plan that closely combined employee incentives with enterprise costs and performance. This scheme not only effectively supports the human resources strategy and overall business planning, but also saves considerable expenses.
The original welfare scheme of Ojai Company does not conform to the new strategy and does not reflect the company's core values. On the contrary, all kinds of welfare projects only mean a lot of fixed expenses, and have no effect on motivating employees at all. In short, this rigid welfare mechanism makes many employees think that welfare is just a natural income.
"The first step in the company's transformation is to make employees think and act like company owners and make them more willing to take possible business risks." Thomson said, "The second step is to update the salary and welfare structure to make it consistent with the overall strategic plan."
Ojai spent about a year redesigning the whole salary and welfare scheme. The new scheme gives employees some enterprise shares, aiming at strengthening the entrepreneurial concept that has been instilled in them. At the same time, the scheme links the company's expenditure with the company's performance and keeps cash. Employees get less protection, but if the company runs well, it will earn more.