Recently, an employee of Chery Automobile broke the news, revealing the company's current situation of extreme squeezing of employees. According to the information he provided, in less than a year after joining the company, Chery Automobile's fresh graduates have a turnover rate of as high as 70%, mainly due to the company's strict system and overtime policy.
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The employee said that Chery requires each employee to work more than 20 hours of unpaid overtime per week. If it is based on 8 hours of work per day, this means that he needs to work at least 2 additional hours of overtime per day. This is a very physical and mental torture for any normal employee.
What's even more regrettable is that Chery does not give a fair reward for these extra hard work. The so-called "overtime pay" is only a meal allowance of 10 yuan, and such a subsidy cannot make up for the losses caused by long-term excessive overtime work of employees.
Through the investigation, it was learned that a fresh graduate who joined Chery in May this year worked as many as 120 hours of overtime in a month, and the actual working hours were nearly 300 hours. However, his monthly salary was only 4,800 yuan, and on an hourly basis, his hourly wage was only 16 yuan. This data is enough to prove the true extent of the exploitation of employees.
What's even more infuriating is that Chery will also refuse to pay employees for overtime by tampering with the working hours system, which is completely contrary to the provisions of the national labor law. Chery's exploitation of employees is by no means the first case. As early as March last year, the company's executives issued a directive to designate Saturday as a "normal working day for strivers", which was also widely condemned by public opinion at the time.
It can be seen that Chery has been using forced unpaid overtime to boost its own performance for a long time, completely ignoring the physical and mental health and legitimate rights and interests of employees, and such a model is simply unsustainable. There is another question that should be widely concerned: why is Chery's new employee turnover rate as high as 70%?
In fact, the younger generation is paying more and more attention to the working environment and welfare package. They are looking for more than just compensation, with a greater emphasis on work-life balance and company culture. There is no doubt that Chery's long-term management model can no longer meet the expectations of today's outstanding graduates. At present, the corporate culture that emphasizes humanity and humanistic care has become a new standard for attracting fresh blood.
Chery's existing management style is no longer viable and must be reformed. The company must abide by national labor laws and regulations, protect the minimum working hours and treatment standards of employees, and no longer replace reasonable income and remuneration with forced unpaid overtime; At the same time, it is also necessary to establish a sound subsidy and evaluation mechanism to encourage employees on duty to improve their abilities through actual work.
Talent-oriented should become the phased goal pursued by enterprises. Employees are no longer regarded as cheap labor, but based on respect, tolerance and humanity, and comprehensively update their corporate culture and management philosophy. Only by truly addressing the substantive issues that employees are interested in can Chery change its negative impression, re-attract talents in an employee-centric manner, and ensure the sustainable and healthy development of the company.
We believe that with the common concern and appeal of all sectors of society, Chery will carry out deep self-reflection and seek a more humane working environment for its employees. However, reform will take time to accumulate, and it is hoped that all parties will give him grace and support, jointly monitor his performance, and give positive encouragement if necessary.
Only through open communication and mutual understanding can problems be fundamentally solved, and enterprises and employees can grow into mutually beneficial partnerships. At present, we also hope that the labor department can strengthen the monitoring of corporate culture and management compliance, and protect the minimum rights and interests of every citizen.
We see that Chery Automobile needs to pay attention not only to the completion of economic goals, but more importantly, to create a humanized corporate culture. The key to the longevity of a company lies in whether it can become a stage for employees to grow, so that they can invest in their efforts while also being happy and satisfied.
There is no shortcut to reform, but as long as Chery is sincerely committed to the people-oriented philosophy, we believe that it will successfully lead the company to a more reasonable and healthy development direction. At the same time, all sectors of society should also pay more attention to the supervision of the internal management of enterprises. Only by putting the interests of employees on the front line can every role in the industrial chain make progress together.
There is still a long way to go, but as long as all parties treat it with kindness, problems can always be resolved step by step. We believe that through open communication and mutual listening, Chery and its employees will find a mutually beneficial and win-win cooperation model. At the same time, it will also provide experience reference for other enterprises that need to transform. Once the seeds of reform are planted, they will bear fruit.
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