In terms of management objects, management can be divided into business management and behavior management. Business management focuses more on the management of various resources of the organization, such as the management of finance, materials, products, etc. Behavior management, on the other hand, focuses more on the management of the behavior of organizational members, resulting in the management of organizational design, mechanism change, incentives, individual work plans, individual and team collaboration, culture, and so on.

Business management and personal management are complementary to each other, or from another point of view, it is the management of the enterprise in the management achievements of individuals. Only when everyone in the enterprise has grown and progressed, then our company can improve together.

Although Guanghui Group has been established for more than two years, due to the development speed has far exceeded that of ordinary enterprises, various talent training systems and management systems are not very sound. At present, Liu Chujing of the personnel department of the group is coordinating the human resources affairs of each company, hoping to improve the talent training system as soon as possible.

At present, a training center has been set up under the personnel department of the group, and some experts from inside and outside the company have been invited to teach employees. At the same time, Korn Ferry Group also encourages employees to pursue on-the-job further education, and the company reimburses related expenses.

The remuneration system of each company in the Korn Ferry Group is also slowly improving, and of course, there must be differences between each company. Just like a large profit company like Guanghui Games and a non-profitable enterprise like Douban, there must be a difference between employee compensation and bonuses.

Overall, the Korn Ferry Group's salary scale is divided into 12 major levels. From G1~G12, they correspond to different levels of employees, and between each sub-level, there are twelve sub-levels. Generally speaking, a newly recruited undergraduate graduate, the corresponding grade is given to G2-1, combined with the annual performance, the respective sub-level will be adjusted on April 1 every year, and it will generally be promoted to 0~3 sub-level. In September of each year, a large level adjustment will be given in combination with each person's ability assessment, and this adjustment is generally only one level of increase, except for special talents.

This hierarchy corresponds mainly to ordinary employees, or employees who take the technical route. At present, the average level of the Korn Ferry Group is that the starting salary of G2-1 for newly recruited undergraduates is 5,000 yuan, and if the bonus is added in a year, it will generally be 100,000 yuan. Of course, for a company with a particularly good performance like Glorious Games, the bonus will be more than the salary, and there is no problem for an employee with more than one year of work experience to get 150,000 yuan.

According to Liu Chujing's plan, before ordinary employees are promoted to G5, they are relatively simple, and they can basically be promoted to a higher level in one to two years. The basic salary of G5-1 employees can reach 22,000 yuan. Basically, each level rose by 3,000 yuan, 4,000 yuan, and 5,000 yuan respectively. . . The higher the grade, the greater the difference in pay from the difference of one grade.

After arriving at the G5, if you want to go up again, you need to have relatively strong professional technology. Personnel such as the front desk, and more than 5 are set for technical experts. Basically, a G6 technician, more than 10 is estimated to not be much in the entire group (there is not a single ordinary employee at present).

The salary scale set by Liu Chujing for ordinary employees is borrowed from some practices of enterprises in island countries. Under this salary system, it is conducive to improving the personnel stability of ordinary employees. Of course, after a long period of enterprise development, the salary level of many ordinary employees has also risen, and enterprises will be prone to the disease of large enterprises. However, at least the benefits of this system outweigh the disadvantages for the current Korn Ferry Group. As for 10 or 8 years from now, it will be possible to reform it again.

While setting salary levels for ordinary employees, Liu Chujing also set the desired level for managers. From M1~1 is mainly set for the on-site squad leaders of these industrial enterprises, starting from M2 is the small leader of each department, M3 is the manager, M4 is half of the department manager, and M5 is already the vice president of the branch, M6 is the general manager of the branch. As for the vice president and CEO of the group, I'm sorry, there is no salary level, and everyone receives an annual salary.

Generally speaking, the salary of the Korn Ferry Group was very competitive in 2006. Especially under this system, employees can see their own growth opportunities. Although the basic salary of fresh undergraduate graduates is only 5,000 yuan, it is a gap of tens of thousands of yuan from the beginning of individual companies. However, the promotion system of Guanghui Group allows everyone to see that the basic salary can be achieved after two or three years, plus the generous year-end bonus, the attraction of fresh graduates is particularly strong.

Moreover, this 5,000 yuan is only the minimum starting salary for undergraduate graduates. For example, fresh undergraduate graduates from Huaqing University, Kyoto University and other colleges and universities, as long as they pass the assessment, they can have a G3 or even higher level as soon as they enter the company, and it depends on the level of the individual. In the Korn Ferry Group, if the basic salary is more than 10,000, the annual salary will basically exceed 200,000, which is definitely not a low salary.

In the case of improving the salary system and talent training system, as suggested in Tang's article just now, Korn Ferry Group will also gradually apply a variety of advanced management methods to the daily work of each company.

When the company is bigger, process and standardization will become inevitable. More employees will play a screw-like role, rather than a one-size-fits-all, all-rounder. Of course, it does not mean that there is no need for all-rounders in the company, it can only be said that the vast majority of employees needed by large companies are employees with strong execution and high business level in a small field.

Guanghui Group is like a high-speed aircraft carrier fleet, the commander-in-chief is Jiang Hui, the auxiliary ships are the general managers of each company, and most of the subordinate employees perform their duties to give full play to the combat effectiveness of the aircraft carrier fleet through overall cooperation.

In the final analysis, management is the application of psychology, and there is no management without psychology. If you don't understand psychology, you can't study management behavior, and if you don't understand psychology, it's difficult to do a good job in management. Because psychology is a science that studies the occurrence and development of people's psychological and personality characteristics. The object of management is people, and if you don't understand people's hearts and human nature, you can't talk about management; Do not respect people's hearts and humanity, and do not manage well.

Jiang Hui, who has the experience of rebirth and has seen all kinds of successful experiences and strange things in later generations, is still comfortable with how to control the aircraft carrier of the Guanghui Group.

Through various ways such as share incentives, salary incentives, the realization of personal wishes, and a bright future, the cohesion of the management of the various companies under the group is extraordinary, which is also one of the important reasons why the Winway Group has been able to develop rapidly in the past two years.

People are the root of everything, and without people, no innovation is useless.

(End of chapter)