Here, we will introduce the teaching content of the in-house training course in Beijing's Outward Bound Training program, focusing on the relationship between employee salary growth and leadership. The Outward Bound company in Beijing specifically offers this course. It is believed that in front of employees, everyone hopes that their salaries can be as much as possible, which is a normal thought. In front of the leaders, each leader hopes that their employees can create greater benefits, which is also the basic ability of a leader. Well, these two wishes complement each other and do not exclude each other. However, various contradictions arise in actual work. Even if an employee's performance improves, it does not necessarily mean that their salary will increase immediately. At this point, employees become confused: "My performance is so good, why is my salary still stagnant? Should I negotiate with the leadership? If successful, I'll stay; if not, I'll look for another job." Meanwhile, the leadership thinks: "Achieving some results is normal after working for a year. Just reaching this business level, due to progress in work, I am considering raising the salary, but not now. Salaries will naturally increase when the time is right."
In fact, whether it's employees or leaders, the interest relationship between the two is still on the same direction but on two lines, just that the speed of growth of the two lines is different. Therefore, it naturally leads to employees feeling dissatisfied and leaders facing awkward situations.
Further analysis of this cause: The management believes that they should give less in terms of salary, reserving some room for future salary increases for employees, rather than giving large raises all at once. Thus, they won't proactively raise salaries unless someone requests a raise. Naturally, salary increases will only happen gradually, and employees may feel that the increase is too small. They will demand that their salary levels match or slightly exceed what another company is willing to offer. Management believes that as long as they can match the offer another company gives to an employee, that employee will be willing to stay. This is easy to do, keeps wage expenses absolutely minimized, and there is no real risk involved.
Imagine if loyal, outstanding employees receive only small incremental raises. For employees, most will feel that their salary is too low. Persistent employees might wait patiently for gradual salary increases, while others may think differently and are more likely to switch jobs, as seen in Beijing's outward bound training programs.
So, how do you retain high-performing employees? You need to establish a clear and consistent salary plan, regularly increasing the wages of employees whose contributions exceed expectations, and provide deserving employees with appropriate salary standards.
In companies, quite a number of employees start in their first positions, and after several years of experience, their work levels improve significantly. Leaders were planning to consider these employees as candidates for mid-level leadership roles in the near future, but some employees are too eager for quick success and end up leaving.
In reality, as leaders, 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 is directly related to the capabilities of their leaders.
Issues such as employees' work environment, labor protection benefits, salary standards, etc., concerning employee welfare and pay, should be frequently monitored by leaders. Outstanding employees require outstanding leadership, and only then will the company's development become increasingly prosperous.
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Article reprinted from: http://www.blwh.cn/rz_more.asp?id=317