But I don't know how many catering bosses can understand the three insights behind these two problems.
First, employees' requirements for enterprises have increased.
According to Maslow's hierarchy of needs theory, employees 10 years ago were in the stage of food and clothing, and their needs were mainly for survival. For example, having a job has little to do with salary, including food and shelter.
But today's employees, especially those born after 1990 and 1900, are mostly in a well-off stage. Their needs are mainly about ownership, such as whether leaders respect employees, get along well with other team members, are satisfied with corporate culture and employee care, whether their work can be affirmed, and whether their salary is fair.
A great influence of employees on the promotion of enterprises is to leave without saying a word.
Maslow's hierarchy of needs theory
Second, customers pay more attention to service.
The core of service industry is service, but because of the upgrading of consumption, consumers have changed and the connotation of service has also changed.
Similarly, we can refer to Maslow's hierarchy of needs theory. Compared with consumers more than a decade ago, consumers now pay more attention to the service experience and the interaction with service personnel in the service process.
Third, without good service personnel, there will be no satisfied customers.
Without satisfied customers, there is no moat for your business and profits, and you can't control your own destiny in the face of competition from other peers.
With the economic development and consumption upgrading, customers' requirements for service experience are increasing day by day, and with the development of the Internet, customers' evaluation reputation is constantly being amplified, and of course, so are bad reviews and complaints. At this time, employees who are willing to work hard for you have become the magic weapon for catering enterprises to win.
So, how can we have such employees? Let's first take a look at how Haidilao, a phenomenal enterprise in the service industry, does it.
Haidilao's practices in employee management are mainly reflected in the following five aspects:
Five secrets of staff management in Haidilao
Let's elaborate:
1. How does Haidilao treat employees as people?
It seems simple to treat people as people, but it's actually easier said than done, as simple as that. But this is summed up by Zhang Yong, the founder of Haidilao, which shows the position of this sentence in the management of Haidilao employees. So, how is Haidilao practiced?
Most employees of Haidilao come from rural areas and leave their homes, eager to live the same life as city people, which is the same in most service industries.
In terms of specific practices, some have formed a system, and some have integrated into the corporate culture, such as caring for new employees, high-standard dormitories and staff meals, and various logistical welfare guarantees, all of which have been solidified in the form of systems and must be done. The concern and support from superiors to subordinates, the guidance and support at work, as well as employee training, internal promotion and authorization of front-line employees are all passed down through corporate culture.
In fact, many catering enterprises have the same understanding as Haidilao, and think that it is worthwhile to do so. Although it costs more, there are still few enterprises that actually do it. It's easier said than done.
2. How does Haidilao make employees make money?
Many people find it amazing that Haidilao's employees are enthusiastic and hard-working. They think that Haidilao has a mysterious corporate culture and brainwashes employees, so many people learn Haidilao's corporate culture and understand the working atmosphere of Haidilao employees, but in fact, it is fundamental for employees to make money. Without this, all corporate culture and working atmosphere will not last long.
The restaurants in Haidilao are located in first-and second-tier cities, but most of the service staff come from third-and fourth-tier cities and rural areas. However, Haidilao's work for employees is indeed in accordance with the standards of first-and second-tier cities, and it is slightly higher than that of its catering counterparts, that is, Haidilao is attracting migrant workers from fourth-tier cities with the middle wages of first-tier cities.
According to Maslow's hierarchy of needs theory, the significance of the second and third levels of needs is very limited before the first level of needs is met. It can be said that the salary higher than that of the general catering counterparts is one of the most direct complaints of Haidilao's recruitment.
Secondly, Haidilao has established a perfect internal employee promotion mechanism, and employees are promoted at all levels. With the promotion of rank, the income of employees will definitely rise, and more importantly, it will meet the higher-level needs of employees.
3. Haidilao inspires employees' enthusiasm
A manager of Haidilao said that the culture of Haidilao is very similar to mahjong. For example, playing mahjong, no one wants to be late. People who play mahjong never pick the environment and play wherever they sit. More importantly, people who really play mahjong don't complain. They blame themselves for not playing well.
Proactive and hard-working, this is the ideal state of all work, this is the normal state on the mahjong table. So, what is behind the mahjong culture in Haidilao? It is to stimulate employees' initiative, even to stimulate employees' self-management.
For example, in order to motivate employees' enthusiasm for work, Haidilao will send hundreds of yuan to lobby managers, cadres above the store manager and parents of outstanding employees every month.
Secondly, more importantly, on the basis of ensuring that employees can earn money, Haidilao has done another thing: fairness.
Most of the service staff grew up in rural areas, with poor family background, little reading and limited knowledge, leaving their homes, and they are vulnerable to discrimination and psychological inferiority in big cities.
However, Haidilao encourages employees to communicate with diners, provide personalized services, use Internet technology to let diners evaluate and reward the services of service personnel, encourage employees to interact with diners, make Haidilao employees feel respected and affirmed by diners, inspire employees' motivation and enthusiasm to provide better services, and make Haidilao's service reputation spread far and wide.
In other words, Haidilao takes into account the interests of consumers, employees and managers by designing this set of service logic and mechanism, and achieves a win-win situation.
4. How does Haidilao evaluate employee performance based on users?
Haidilao attaches great importance to customer satisfaction and customer reputation. Few Haidilao regards customer satisfaction as its core strategy and brings it into the employee appraisal system, not only as its core strategy, but also as its action strategy.
Haidilao's assessment of each store manager has only two indicators: one is customer satisfaction, and the other is the enthusiasm of employees. Employees are highly motivated, and customer satisfaction will definitely not be low. But how to measure customer satisfaction is really a big problem facing the service industry.
Through the software platform, Haidilao can score and rank according to the customer evaluations, rewards and complaints obtained by employees, and bring customer satisfaction into the performance appraisal of employees. These data play an indispensable role in improving service management.
5. How does Haidilao move management to mobile phones?
Zhang Yong, chairman of Haidilao, believes that customer satisfaction is guaranteed and realized by employees, and mobile phones and mobile Internet have become essential items for both customers and employees. Therefore, Haidilao not only took the lead in introducing Internet innovation into the catering industry to create personalized and characteristic services, but also moved enterprise management to mobile phones to realize mobile office.
At present, Haidilao can collect and consult business reports and track work progress through WeChat, and employees can view and set their own salary, test scores, electronic business cards and personal information.
Secondly, the management of address book, news, knowledge base and conference room can be realized by mobile phone; In addition, employee interactions are conducted through mobile phones, such as opinion surveys, questionnaires, registration, complaints, consultation, internal recruitment, and innovation reports. And many offices can be operated by mobile phones, such as financial reimbursement, task management, online training, exams and so on.
For example, Haidilao has developed an "electronic business card" application, which is used by thousands of people every month and employs more than 20,000 people. Haidilao can receive tens of thousands of employee feedbacks every month on average by moving management to mobile phones, which realizes the benign communication and interaction between enterprises and employees.
In short, the traditional service industry must broaden its horizons and innovate constantly. With the mobile Internet, the contact scenes between enterprises and consumers and employees are changing.
Only by truly grasping the needs of young people and providing them with their favorite choices in various scenarios can these concepts of socialization, interaction, personalization and entertainment stick to consumers, improve their management level and finally take the lead in the competition.