Beijing Nanchengxiang, with more than 100 stores, may not be well-known in the country, but the Beijing area is an absolutely excellent chain brand, and it is also a top 10 fast food brand in China.
Positioning: full-time community dining
Slogan: Fanxiang Chuanxiang Chaoxiang _span_p9sp p0span_span1 full span_span1 p0 Nanchengxiang has an average area of 70-100 square meters. Although the scale is not large, the store operation is particularly strong. In terms of single-store revenue, Nanchengxiang's single-store flow is 5 times the average flow of fast food restaurants in the country.
In other words, the average turnover of fast food chains across the country is more than 7,000 yuan, and the average daily turnover of Nanchengxiang's single store is 35,000.
Jingdong Liu Qiangdong , there is a saying: All failures are human failures. So, today we will talk about Beijing Nanchengxiang, how does it solve the problem of talent motivation and retention,Hope to inspire everyone.
One characteristic of catering companies is that the turnover rate of employees is very high. The four links of selection, education, use and retention are all costs that the company needs, especially today’s young people think. With so many words, the store manager is unhappy, and may immediately have an idea, or go out to start a business on his own, or jump to other chain enterprises.
is not only the store manager, but also waiters and cashiers.
So how to design a set of incentive schemes so that talents and enterprises can grow together?
You may immediately think of two options: high salary retention and equity incentives.
Increasing wages and high salaries is not a win-win solution. Many companies are gradually realizing equity incentives, using equity to motivate and retain talent.
But the problem is that most of the equity incentives are dividends at the end of the year, which is too long , generally speaking, the store manager will not look so far.
Nanchengxiang founder Wang Guoyu, in 2006, began to engage in equity incentives, who should be allowed to invest in shares, how to distribute, how to distribute dividends, how to withdraw, and even no money.
By 2015,Nanchengxiang encountered a development bottleneck. Founder Wang Guoyu found that the people who got the equity did not do a good job. Regardless of whether they did well, they could divide the money as long as they followed the big boss.
The company encountered a crisis. They felt that the company was hopeless and were eager to take the money away. So Wang Guoyu, except for the general manager's shares, bought back all the shares of others.
So why is Nanchengxiang developing rapidly?
In 2015, Nanchengxiang made another reform.
Think about it, what is the incentive effect of the year-end bonus? It takes 12 months to get the year-end award. After finishing the year-end award, I feel nothing at the beginning of the year. The timeline is too long.
So Nanchengxiang, instead of equity incentives, instead of using the contract system, how do you understand?
contracting system, another term is called [Excess Dividend], the headquarters and the store manager sign a contracting agreement, based on the store’s profitability in the previous year, set a task for the store manager, that is, how much will be handed over to the headquarters this year The money, the more profitable part is shared with the store manager.
This divides the annual time into months,In this way, immediate feedback and immediate motivation of core employees are also beneficial: If there is a problem in a store, you can see it in the same month, and the problem will be solved in the same month.
Here is another very nice detail:
Nanchengxiang is on the 5th of every month, and all the accounts of the previous month are calculated and then announced in July. Long time can see the report, including the labor cost of the store, customer complaints, evaluation from all parties, turnover completion, and so on. Based on these data, the store manager can figure out how much money he can make this month.
At the same time, in order to motivate employees, it is important to design a sense of ceremony when cashing out. This is particularly important. Don’t put money into the card, but the company holds a commendation meeting. .
Think about it, when the profit is good, a store manager directly takes away hundreds of thousands of cash (quarterly). Is this scene very exciting?
Of course, to do the contract system (ie store partners), not only the audience is the store manager, but also the core position of the store. For example, many positions in Nanchengxiang have also implemented the contract system, such as:
1. The kebab master
General restaurant,The lamb kebab master is responsible for grilling lamb kebabs and is not responsible for the performance. However, in Nanchengxiang, the lamb and equipment are provided by the company, but as many lamb skewers are sold, the chef will get the corresponding commission. Therefore, the lamb kebab chef in our store may earn more money than the manager at the headquarters, and the salary is higher than that of the chefs in other restaurants.
This is also to encourage the kebab master to keep it on for a long time. A good grilled lamb kebab cannot be learned in a few months. Experience is very important. The kebab chef in our shop has been doing the kebabs for the longest time for 20 years.
2. The deep-fried dough stick for breakfast
The deep-fried dough stick master, if you feel busy in the morning, you can ask someone to help. But you have to work out the accounts clearly. Each fried dough stick is worth 50 cents. The fried dough stick must be calculated. The maximum number of fried dough sticks you can sell in a morning and how many people should be used. In this way, all people's enthusiasm can be mobilized.
Then would employees make their own decisions?
Therefore, the headquarters must be managed uniformly. For example, the store manager must clock in when he goes to work, and he must abide by the company's rules and regulations. Including kebab masters, the headquarters still has to conduct training and supervision. If you violate the company's regulations, you will be fined if the product is not up to standard. Even if it is a contract, the management of the company cannot be loosened at all.
The above is a way to motivate talents
But motivation is not a problem of ability.Motivation only solves the problem of willingness. If there is willingness, it is not enough. It also requires employees to be competent. It is difficult to recruit people now, so instead of chasing horses, it is better to plant grasslands to attract horses.
So, we can think about: Can talents be grown from the ground? That is to say, an internal talent cultivation plan must be formulated. After the talents come in, we will use our systematic training and training to avoid the embarrassing situation of "I think of digging wells when I am thirsty, and farming when I am hungry".
How does Nanchengxiang solve the problem of talent duplication?
First of all, Nan Chengxiang delegated the recruitment authority to the store manager , so that the front-line personnel who heard the artillery fire could direct the battle. They knew what kind of person they wanted.
Secondly, in Nanchengxiang, a very important assessment for the store manager is that the store manager must bring new people out. In a store, it is very important that you can bring several deputy store managers this year and train a few reserve talents who can be store managers.
You will definitely ask, why is the store manager willing to recommend the person he has cultivated to the headquarters and let him open a new store? Who doesn't want to keep capable people?
Actually, it is easy to solve this problem. The person recommended by the old store manager can be sent to be the store manager of the new store after the head office has completed the assessment. But the new manager is still the apprentice of the old manager. Anyway, opening a new store also needs help, the old store manager will continue to support him, and then the performance of the new store for the first half of the year will be shared with the old store manager.
So that the old store manager can earn money with people, he is willing to bring people. For young people, you have become a store manager yourself, you have been promoted, and you have made money. Everyone is happy.
This is the essence of retaining talents. Employees see the future and also have channels for promotion.
“span3” is a “span_span3” method that keeps people with high salaries is not a good way to make a profit.
"equity retention" is easy to raise lazy people, and you can still get dividends if you do not innovate or take the initiative. Finally, the general manager position holds shares, and the general position is liquidated, ending the policy;
finally set new Incentive system:
1. Instant rewards, cash out, and settle accounts immediately
There is no year-end bonus, and it is easy for employees to work hard until the end of the year. Change to monthly accounting and announcement of rewards and penalties, quarterly distribution, on-site cash ceremony sense distribution.
2. Sign a contracting agreement, set task assessment
The contracting system is actually the store partner, who can come in, how many shares can be invested, how to divide, how to withdraw, etc. Controlled by the grassroots to mobilize enthusiasm.
3. Focus on retaining people, but hiring less
To lead people well, the manager’s assessment and training of talents is a very important indicator to encourage the cultivation of new talents. The position of the store manager who will not bring people is unqualified and cannot be sustained. The new store manager trained by the old store manager has promoted the apprentice of the old store manager, and part of his bonus for the first half of the year is given to the old store manager according to the system.
In this way, employees can advance and retreat together with the company and work hard together.
hope to inspire you.
Author: Chain Leader
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