Hu Lin: "I think we need to optimize and adjust the salary structure. At present, our salary structure has the short part too short, the long part is too long, the long ratio is too high, and the short one is not targeted. The structure will change in the future, and there will still be the long part, but the proportion of that part should be reduced. I suggest adding a medium-term incentive between long and short, which is a limited-term medium-term incentive. This incentive is related to the job responsibilities undertaken by employees and their future continuous contributions. At the same time, we will also establish a backtracking mechanism for all rewards to prevent possible short-term interest orientation and inappropriate personal behavior from affecting the interests of the company."

Li Chuan: "We are discussing a major strategic reform in the future. This reform must be fully discussed. Don't be too anxious. How to solve this problem this year? What other problems do you have? Let's talk about it now. I think the Human Resources Management Department should establish a reception department to accept everyone's complaints about this issue, especially outstanding employees. Don't be wronged. Only by protecting excellent employees can the company's development be healthy and sustainable."

Wang Lei: "I would like to ask another detailed question, stock dividends, salary increases, bonuses, etc. Every year, we encounter many problems in the actual process. The more the front-line supervisors understand employees, the more they become, the more they are. But sometimes, including bonuses, should we leave some spare every year to give front-line supervisors some power?"

Li Chuan: "This is not a matter of leaving some extra money, but you have given all the credit limits. If you do bureaucrats, don't blame the senior management. Now all the salary packages and bonus packages have been paid. You dare not raise your salary or pay bonuses. This is your problem, not the senior management. If you give you power, you have to make good use of it. I agree that grassroots supervisors understand the basic employees best, but grassroots supervisors also have limitations and one-sidedness, so we strengthen the limitations and comprehensive improvements through open mechanisms. One thing that must be clear is that when you use the wrong person and use the wrong person, he will also share your salary package. If you don't fire the employees who are inaction, you are actually all supporting them."

Wang Lei: "Sorry, boss, what I want to say is that for example, all the achievements I have made in front-line employees this year, but it may not be able to see it next year, the year after year or even longer, so I think there must be an error correction mechanism. Let me give you an example. For example, the ex-repreneur will definitely divide all the bonuses in the end, but the contract will be lost in the second year, and the next one will lose, and the next one will lose."

Li Chuan: "That's when the regional president has a problem. The regional department has divided the area and there must be a problem. This is still a traceable one. The film will always trace you."

Li Ruolan: "What about the problem of equal pay for bonus distribution and different pay for equal work?"

Li Chuan: "I think the employees of the agency should be called white-collar workers. Staff should not receive such high salaries and bonuses, because you are living a good life with air conditioners and coffee in places that are rainy and rainy. Financial personnel and business personnel are not two-faced. Financial personnel must take responsibility for the business. I actively advocate that financial personnel and business personnel develop together in interests."

"But I think CFOs should belong to the central platform of the parent company and have a restraining mechanism. At least a few people will be managed by the central platform. This will allow the business system and financial system to share the expansion task in many mechanisms. In the burden of expansion tasks, effective growth and profit growth should be raised. I support this issue."

Anping: "When it comes to common development, there is a solution for the financial director in state-owned enterprises. I think Huasheng needs to learn from this solution. The salary of the financial director of the state-owned enterprise is given by the superiors, and the bonus is combined with the service department. We avoid a one-size-fits-all solution in the solution, and we must assume some service responsibilities, and we should also assume responsibility for the performance of the work unit. For the future, I advocate that for CFOs and financial backbones also recommend adopting similar solutions."

Hu Lin: "I discussed a lot of issues today. These issues involve normal, conceptual, and execution-level aspects. This reminds that our company needs to have a good way to conduct thorough internal communication in the HR field. Especially for communication issues at all levels of management, if we cannot reach a consensus and cannot clearly understand them, problems will arise when we execute them downward."

"After many of our policies go to the grassroots front line, they are completely different from what we think in the conference room. They are not saying that the content is different, but that their understanding of their spirit has been deviated. Our values ​​and policies are not what we say here today, but what they see for front-line engineers, sales managers, financial managers, etc.."

There were two empty bottles in front of Li Chuan's seat, and the third bottle of water was almost the same. The meeting had been going on for a long time and the issues discussed were all-round.

Drink all the last breath, look around everyone and speak:

"Actually, one of the core points I talked about is that everyone thinks they are missionists, so please protect them more and not hurt them. Even if they have conflicts with the documents and the people below you can't make the decision, you can report them, that is, you must dare to open up the gap in treatment, let outstanding employees get more money, and allocate more option rewards. A long time ago, I emphasized that human rights are equal but treatment must be divided into different levels."

"In our reform, we cannot leave and right for a while, and then the injured person, the injured person, is actually the most injured person, must be excellent people. Why? Because they must have many shortcomings, but they also have many advantages."

"We cannot implement dogmatic ABCDE. What is perfect? ​​A newborn child is perfect, and a person who does nothing is perfect. We think that in this society, at least our Huasheng Group does not need such perfect people. What we need is people who can make contributions. We must truly understand this in the administrator system and human resources, and figure out who is the person we really need. I don't think we need perfect people."

"There is also the case that I have put forward opinions on the company's all-round investigation. Why do I have opinions on the company's so-called all-round investigation? I think it's not that there is something wrong with your investigation method, but that there is something wrong with your evaluation method and analysis method. The all-round investigation is to find everyone's achievements and contributions, and of course, it also includes finding heroes. Instead of simply looking for a person's shortcomings and problems in a targeted manner."

"This time the discussion on reform is a very, very important strategic reform. It requires strict research to ensure that this reform plan is proposed. The most important problem of our reform is that it cannot hurt outstanding missionists, and even those who are naughty and disobedient but have a sense of mission. They make contributions. Sometimes they are very lazy, but their performance is very good, which means that he has great potential. So add more burdens to him so that he cannot be lazy, not to attack him, right?"

"How can we not harm excellent missionists? This is an important strategic guidance. If this strategic reform is metaphysical, it will reverse all Huasheng's values, and the contradictions will only be greater rather than smaller."

"We must be based on the company's human resources management concept, guidance and direction, and based on the current policy mechanism, implement it in a realistic and objective manner, and ensure the identification and feedback of missionists, and continuously optimize our operation and management mechanism through such flexible implementation."

"That's what I want to talk about today. Thank you for wasting so much time to hold this meeting today. Thank you for your communication with you so sharply. No one is angry with me. I respect all the speakers. I like those who speak actively, and even those who oppose me."

(The subordinate said that even if I want to be angry, I dare not dare to face your boss. ￣□￣￣｜｜｜)

"That's all, then. Finally, I will strictly emphasize that if the reform problem is a mistake at the decision-making level, I will take full responsibility for it, but if the implementation problem is not effective, I will hold the blame for which part of the problem."

"Let's leave the meeting."
Chapter completed!