Learning Successfully And Creating An Emotional Culture To Avoid Inefficiency

In the cultural positioning of "four types and eight states", emotional culture has“ efficiency However, Haidilao has developed an efficient emotional culture, which is worth learning from. The main measures include:

1. Select and cultivate employees who are grateful. The employees of Haidilao are grateful to the enterprise, superiors and teachers, which is the basis of supporting Haidilao's efficient and high-quality service. Not everyone is good at gratitude, so how to recruit, cultivate and promote employees with such characteristics becomes the key. Therefore, when Haidilao promoted someone to an important position, Zhang Yong, its boss, often went to the employee's home to do home textiles to determine whether the employee really met the characteristics required by the enterprise.

2. Create a big family atmosphere. The core idea of emotional culture is big family, that is, employees take their organizations as their homes, and colleagues cultivate close feelings similar to those between brothers and sisters. Haidilao encourages employees to introduce their relatives and friends to Haidilao, which promotes the family atmosphere to a certain extent

3. Inherit the inherent habits of mentoring. Each new employee will be assigned a master who will be responsible for introducing new employees to the door, thus achieving cultural transmission. It is estimated that special qualifications must be required to become a master apprentice. For example, employees with long seniority, good performance and good coordination with the corporate culture can become masters, so as not to make noise in the ears of new employees.

4. Stimulation of employee autonomy. Haidilao inspires employees' pride and cohesion through effective authorization and delegation. The regional manager has more than one million autonomy, and ordinary employees can judge according to the situation, and decide whether they can send some free dishes to the guests, or even give free orders to the dissatisfied guests, so that they can avoid customer complaints in a timely manner. This kind of autonomy makes employees feel proud of being the "owner of the enterprise", so they will have a stronger sense of belonging to this "big family".

5. Refuse airborne troops and insist on internal selection. Haidilao has set up three promotion systems of management, technology and logistics, so that employees have full room for development. More importantly, its managers and personnel in important positions must start from the bottom and start from serving customers directly (except for financial and engineering positions). Haidilao repels "airborne troops", which is also a necessary means to maintain the purity of cultural heritage. However, this way of self cultivation will slow the speed of talent gathering and become the biggest factor affecting the expansion speed of Haidilao.

6. Pursue customers and staff Satisfaction, not profit. This is what I particularly admire about the founder of Haidilao, Zhang Yong, who has done many things that management masters can't do or even can't think of. Haidilao only pays attention to two items in the assessment of each store, one is customer satisfaction, the other is employee satisfaction. Because in his philosophy, as long as customers are satisfied and employees are satisfied, profit is not a problem. It is unreasonable to assess the profit of the store manager, because on the premise of achieving high customer satisfaction and employee satisfaction, the profit is only related to the quality of the overall environment, the store location and other factors, which are beyond the control or influence of the store manager. Which company does not regard profit rate as the first choice indicator for assessing its branches or subsidiaries? Seabottom fishing has been done, so some people said, "You can't learn it".

7. Weakening the rigid system process, strengthening internal communication and innovation. The system and process of Haidilao should not be delivered in the form of documents as far as possible. Instead, the shift leader or store manager should hold a meeting to convey and discuss, and analyze the spirit and concept of each new system and new measure clearly, so that the bottom staff can understand the reason and necessity of the implementation of the new system.

8. Encourage all employees to innovate and put forward suggestions for improvement. Haidilao employees regularly summarize and discuss the customer satisfaction with the service in the near future according to the regular meeting, find out the deficiencies and gaps, and propose improvement measures. Some good improvement measures will be promoted throughout the company. The promotion method will be named after the employee who proposed the proposal. This kind of incentive is very powerful.

At present, many enterprises are very confused about the construction of corporate culture. Bosses always complain that employees do not know how to be grateful. The only way they can think of to improve is to find an external lecturer to give employees a "gratitude" class, which is ridiculous. Because gratitude cannot be taught, but is cultivated by enterprises. Of course, if you want to build a "goal oriented" culture, you can completely ignore gratitude. And once you want to create an "emotional" Culture Haidilao still has a lot to learn from.