Here, I would like to introduce the teaching content of the in-house training course in Beijing's Outward Bound training program, focusing on the relationship between employee salary increases and leadership. Beijing Outward Bound specifically offers this course. The Outward Bound company believes that in front of employees, everyone hopes that their salaries can be as high as possible, which is a normal thought. In front of leaders, each leader hopes that their employees will create greater benefits, which is also the basic ability of a leader. Well, these two wishes complement each other and do not contradict each other. However, various contradictions arise in actual work. When an employee's performance improves, it does not necessarily mean that their salary will immediately increase. At this point, the employee becomes confused: "My performance is so good, why hasn't my salary increased? Should I negotiate with my leader? If successful, I'll stay; if not, I'll look for another job." Meanwhile, the leader thinks, "Achieving some results is expected after working for a year. Just reaching this level of business, due to progress in work, I am considering increasing the salary, but not now. It will naturally increase when the time comes."
In fact, whether it's employees or leaders, according to Beijing Outward Bound, the interest relationship between the two is still on two lines in the same direction, just that the speed of growth on the two lines is different. Therefore, it naturally leads to dissatisfaction among employees and awkward situations for leaders.
Further analyzing the cause: Management believes that they should give less in terms of salary, reserving some room for future raises for employees, not giving too much at once. Thus, they won't actively raise salaries unless someone requests a raise. Naturally, salary increases will only come bit by bit. Employees may feel that the increase is too little, and they will demand that their salary aligns with or slightly exceeds what another company is willing to offer. Management believes that as long as they match what another company offers, the employee will be willing to stay, making it easy to keep wages absolutely minimized with no real risk.
Imagine, if loyal and outstanding employees receive only incremental salary increases, most employees will feel that their pay is too low. Those who persevere might wait patiently for their salary to increase, while those who cannot endure might think otherwise, making them more likely to switch jobs.
So, how do you retain accomplished employees? You need to establish a clear and consistent salary plan, regularly increasing the wages of employees whose contributions exceed returns, providing deserving employees with appropriate salary standards.
In companies, a significant number of employees start in their initial positions and, after a few years of experience, significantly improve their work levels. Leaders are preparing to consider these employees as candidates for mid-level leadership roles in the near future, but some employees become impatient for quick success and leave.
Actually, from the perspective of leadership, effective communication with employees is also a key point in enhancing leadership skills. Proper leadership ensures that employees won't leave easily. The departure of excellent employees has a direct relationship with the leader's abilities.
Issues related to employees' work environment, labor protection benefits, salary standards, and other welfare-related matters should be frequently monitored by leaders. Outstanding employees require outstanding leadership; only then can the company develop increasingly prosperously.
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Article reprinted from: http://www.blwh.cn/rz_more.asp?id=317