Where will local distributors go? Roughly talk about interests
While being on the tiptoe of expectation for 'Brothers Black Five' steamed stuffed buns, I was pressed by website editor Mike to start out. I just finished the vacation in the countryside in Guizhou. Because previous article was subtitled as "Also talk about good faith". This article is titled as "Roughly talk about interests". However, let me start with Guizhou.
Guizhou is better than I image. In Karst landform with ridges and peaks, Guizhou's countryside shows new and vivid views. I saw more old people and children because the majority of middle-aged persons and young people went outside to work for living. Guizhou is worse than I image. Hot peppers there have a unique style (not cause excessive internal heat), but wine culture isn't different with that in all undeveloped areas. It draws everyone to a game knitting social relations, including soldiers, farmers, businessmen and officials. They lead a befuddled life to pay attention to fellowship primarily and proper business secondarily, and leave cost and time behind their backs. One day, in a feast, a guy sarcastically talked about present social survivorship philosophy. He asked "what is 1+1 equal to", answer 1+1=2 means fool (a bookworm has such answer); 1+1=3 means true man (bigger number is to deal with higher level); 1+1=0 means offender in corruption (how could there be less number?); 1+1=boss' answer, yeah smart answer! All persons laughed, including children (one is 13-year old; two are newcomers admissible to universities).
When back to Shenzhen where there is blue sky and white clouds, I still remembered the dust floating in Guizhou's air. I had to worry about children there. Simple 1+1=2 was so complicated in their eyes. How will they face the future? While being in Shenzhen where there is still blue sky and white clouds, I thought of my colleagues. Among them, how many persons still adhere to "1+1=2" ideology? How many persons are immune against "1+1≠2" idola?
Where will local distributors go? A strategy means, in brief, boss holds the steer. For local distributors, it means how their sampans sail towards destination smoothly. When talking about strategy after coming back from Guizhou, in my opinion, best strategy is to hold HR steer firstly, then business steer. Chinese enterprisers have two required courses, i.e. HR management and business management; particularly for local medium/small-sized enterprises, there are many defects in HR management when business is developed preliminarily. In case of a tiny neglect, a sampan could sink. In this case, all staffs discard the sampan to flee for their lives and leave the boss alone. On the other hand, foreign enterprises entering into Chinese market have powerful technologies and funds and complete management and system. It is hard for steersman in a sampan to survive in calm seas, say nothing of big waves.
How to hold HR steer? Generally, it is based on talents selection, education, employment and retain unexceptionally. In my opinion, this HR process must be in reverse: retain, employment, education and selection. If I think anyone couldn't be retained, in other words, values are inconsistent, he/she shouldn't be employed as possible; a highly competent person won't be employed unless you are able to retain him/her. Nobody is unchangeable. Talents education depends on attitude and patience. Leaders should improve and change themselves while educating talents. Talents selection isn't the first and also the last deal at recruitment moment, but you should frequently qualify the underlings for promotion and assignment according to their progresses and shortages instead.
I was criticized for these 'empty talks'. However, I paid special attention to recruitment before and each applicant had to complete a composition. I believed such principle as "gentlemen love money, but make it in right way". Later, I found people would follow any principle, but also stressed actions. Any right principle must be reflected and restricted by concrete criterion of conduct; otherwise it is inapplicable practically although your theory is agreed fully. Retaining talents is most important. How to retain? First of all, their salaries should be calculated as per simple 1 +1=2 theory and each part of salary structure is realized in right way; then you should consider their realizable interests in the future, including skill and management trainings and promotion channels, and enterprise's profit share and prospect design, in other words, these interests are also clear and accurate like 1+1=2; finally, you also consider staffs' psychological needs to provide them with vacations, welfares and various leisure activities, hence creating a positive corporate culture and viewing 1+1 =2 as core value. In three aspects mentioned above, I already worked with my colleagues to do a try. I don't dare to say we did well, but can say retaining talents is endless, so we cannot keep a slack hand.
As a local distributor, retain means retaining staffs, but also clients and suppliers. On the one hand, this should be treated differently; on the other hand, this involves in business modes more, we will discuss it later.
Bustling crowd comes and goes for benefits. Good faith mentioned above seems to be idle talk when compared with 1+1=2. as compared with interests, good faith seems to be same opposite position as justice and interests. Actually not so, all bosses are same (at least I am). They are afraid that staffs don't want to make money. They wish staffs make more money. However, the money must be made in good-faith way. They should radically reform by striking at the root of the evil to correct 1+1=2 truth, break with 1+1≠2 idola, and implement the reform at each point in HR management. The sampan can set sail only when the management is performed strictly, reasonably and smoothly to integrate justice and interests.