Some time ago, Zhou Hongyi, chairman of 360 Group, stated on Weibo: the human resources department is required to regularly clean up the "little white rabbit employees", otherwise the "Dead Sea Effect" will occur.
The "little white rabbit employee" in the mouth of the "Red Sect Leader" refers to the kind of person who has a good work attitude and values, but his personal ability and performance are not good.
A stone stirs up a thousand layers of waves. This microblog has also aroused heated discussion among netizens.
The top netizens who like it all think that Zhou Hongyi's statement is too absolute, and those with strong ability should think about the problems of the company itself:
Of course, there are also many netizens who think that Zhou Hongyi's statement is very reasonable, after all, this is a common problem of many enterprises:
The reason why Zhou Hongyi's Weibo has attracted so much attention is because the question of how to choose between the two points of "special ability" and "integration with team culture" in team management has always been a pain point faced by startups and head companies.
1
Stars, skinny dogs, wild dogs, cows, little white rabbits
Regarding this pain point, Ali, who often maintains a sense of crisis, has long had a corresponding deployment.
In Alibaba's talent inventory matrix, employees are clearly divided into five categories: stars, skinny dogs, wild dogs, cows and little white rabbits. Ali's template is born from the famous product marketing evaluation tool "Boston Matrix", which is based on the two basic values of the team members to form the evaluation coordinates: individual ability coordinates and company value recognition coordinates.
Bongo here to give you a brief description of these five categories:
Celebrity: An employee with strong personal ability, outstanding performance, and high recognition of the company's goals and values. For star employees, enterprises should "hold". It is not only necessary to tilt resources for them in their work, provide support, share generously in material terms, provide treatment, commend them spiritually, and promote them in a timely manner, but also set them up as models and encourage them to be in the open.
Skinny Dog: For employees with weak personal ability (the core sign is poor performance) and low recognition of goals and values, it is defined as "skinny dog". For such employees, the policy to be taken is to "kill".
Wild Dogs: Employees with strong personal abilities (the core sign is outstanding performance), but have a very low degree of identification with the company's goals and values, are called "wild dogs". This kind of employee is a bit like Yang Xiu in "Romance of the Three Kingdoms", arrogant and arrogant. However, for employees with such signs, if they cannot quickly improve their value recognition, they will show a strong reaction, and under the cover of their performance data, they will bring negative energy to the team for a long time, weaken the prestige of management and system, and form an immeasurable consequence.
Regarding this type of character, Li Yinan can be used as a good example. As a talented teenager, Li Yinan was admitted to the junior class of Huazhong University of Science and Technology at the age of 15, and became the youngest vice president in China's history at the age of 26, vice president of Huawei. In just four years, Li Yinan completed the earth-shattering transformation from intern to vice president. In addition, Ren Zhengfei particularly valued Li Yinan, and even called him "Dry Son", and was once speculated by the outside world that Ren Zhengfei was trained as a "Huawei successor".
However, in 2000, Li Yinan took more than 10 million yuan of equipment from Huawei's equity settlement and dividends, and took away most of the core members of Huawei's technology department, and resolutely came to Beijing to establish Harbor Technology Network Company. In 2002, Li Yinan set up a separate portal and launched his own brand products, becoming Huawei's biggest competitor in the enterprise data communication market. For Li Yinan's departure and almost "betrayal", Ren Zhengfei was heartbroken. Then, in order to suppress the development of harbor network companies, Huawei launched a "port office" for nearly six years, and finally successfully acquired harbor companies.
Little White Rabbit: Weak personal ability, long-term performance of the poor, but the company's goals and values are very high recognition, excellent work attitude of the employee, Ali Matrix defines it as a small white rabbit.
Cow: Its biggest feature is "falling with the wind". When a team of star employees becomes the dominant force, the star will become its growth direction, and conversely, when the wild dogs in a team become popular, they will use the wild dogs as their work examples. "Cow" employees are the most prevalent presence in most teams.
2
Big guys generally resist the "little white rabbit"
It's more harmful than 'bad employees'
Regarding Ali's talent inventory matrix, Xu Xin, the "VC queen" of today's capital, has repeatedly interpreted it in public. Like Zhou Hongyi's point of view, Xu Xin especially reminded the team to pay more attention to the problem of the little white rabbit in management:
"The little white rabbit is the most difficult, following you for many years, conscientious and diligent, just no performance." Kill it, you seem to be a little soft-hearted, can't do it, but I tell you, if you don't kill the little white rabbit, the harm to you is very great. ”
Therefore, the small white rabbit of "no merit and hard work" often makes people unbearable or unable to start, if not handled well, it is easy to arouse general sympathy, thus forming the concept of "managers lack of humanity" among most people.
Therefore, the problem of the little white rabbit has been shelved for a long time in many teams, and a serious consequence of this situation is that the superposition of seniority will support the continuous growth of the little white rabbit into a big white rabbit and an old white rabbit, if a large number of core positions in a company are occupied by rabbits, forming a 'rabbit nest' culture, it will lose combat effectiveness and lose market opportunities.
In the first lesson of the third session of Lakeside University, Ma Yun said: The success or failure of small companies lies in what kind of people you hire, and the success or failure of large companies lies in what kind of people you fire. There are a lot of old white rabbits in big companies, who don't work, and slowly infect more people.
Shi Yuzhu also debated with Ma Yun about a question: Is the little white rabbit harmful to the company, or is the wild dog harmful to the company? In the end, Shi Yuzhu was persuaded and confessed that he would implement a 10% elimination every quarter to make the "rabbit nest" a "wolf pack".
There is a word in economics called: bad money drives out good money.
It means that in the case of two currencies with different actual values and the same denomination value circulating at the same time, the currency with higher actual value (the so-called good coin) will inevitably be melted down by people, exported and withdrawn from the circulation field; while the currency with lower actual value (the so-called bad currency) will flood the market.
This theory also applies to team management and building. Due to factors such as the inertia of the salary system, the remuneration of some low-quality team members exceeds that of high-quality team members, resulting in the "expulsion" of high-quality team members by low-quality team members. That is to say, to prevent the employees of the little white rabbit from corrupting the "cattle" type of employees and "expelling" the star employees.
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How to make the "rabbit nest" into a "wolf pack"?
The money is given more, and not only talents have become talents
How to deal with this management pain point? The answer given by Ma Yun is: gradually phase out.
Because he believes that cultivating little white rabbits is likely to waste resources, but because they have a good working attitude, they can choose to stay through the later test.
In this regard, Ali implements the "271" management policy within the company, that is, in a company, 20% are excellent employees, 70% are good employees, and 10% are employees who must be eliminated. In fact, it is a "survival of the fittest" mechanism implemented for "little white rabbit" type employees.
In fact, when expelling the little white rabbit, managers should also reflect on some issues:
1. If the employees themselves are not excellent, why are they recruited into the company? 2. If employees are excellent when they join the company, then why did they become little white rabbits later?
Especially the second point, why are the people who have been precipitated by the enterprise only have small white rabbits; why are the people who stay behind unable to work?
The so-called "born in distress, died in comfort", the company's small white rabbit, most of them are the product of warm boiled frogs, the original capable employees, in the day after day of tepid corporate working atmosphere, gradually become a white rabbit without performance.
Of course, the simple and rough dismissal of these small white rabbits is also a way to solve the problem, but it is only a symptom, not a cure, and if a small white rabbit is fired, there will still be a succession of small gray rabbits and small black rabbits.
The best way for companies to deal with them is to activate these employees and let them spontaneously generate the driving force to achieve the company's goals, rather than working day after day without pain.
So how do you make a "rabbit nest" a "wolf pack"?
Huawei, which has always advertised a "wolf culture", has the most say. Ren Zhengfei's method is rough but effective: take money and smash it! Motivate employees with enough compensation. As long as they make outstanding contributions, in the new program, small employees can also receive bonuses for employees of the 23rd level. Under rough estimates, the quarterly bonus of Huawei's 23-level employees is also nearly one million yuan. Huawei only looks at the contribution, does not cap it, and is not in arrears!
Ren Zhengfei said: Huawei should recognize the power of capital to create value, but more importantly rely on the power of workers. Especially in the Internet era, the combat ability of young people has improved rapidly. We must dare to raise wages, so that the courage of human resources reform will be greater and the confidence will be sufficient. All cells are activated and the person does not decline. What to take to activate? Blood is the pay system.
Ren Zhengfei's most classic sentence is like thunder: What is talent, I see that the most typical Huawei people are not talents, money is given more, not talents have become talents.
Of course, it may be that the average startup does not have enough financial base to motivate employees like Huawei.
However, it is necessary to design performance with internal driving force, and make institutional adjustments in specific analysis of specific conditions, such as the implementation of an effective rotation system, such as the elimination system, such as the implementation of fission-type entrepreneurship within the company, and let the wolves with hearts take the lead in making their own careers.
This wolf culture + supporting mechanism, encouraging action, is more effective than chicken soup.
Write at the end:
Therefore, whether it is an entrepreneurial team that has just been on the road or a head company that has survived for a long time, in order to pass the life cycle of the enterprise smoothly and smoothly, we must pay attention to the trade-off balance between the "special ability advantages and disadvantages" and "integration with team culture" in the company's team management. Only by better handling the "little white rabbit employees", the following middle-level management and grass-roots management will have the same example; you only have a strict performance appraisal system, managers have tools, have a basis, and can move towards a mature and vital enterprise.