Here, I will introduce the teaching content of the in-house training course in Beijing's outdoor training program, focusing on the relationship between employees' salary growth and leadership. Beijing Outdoor Training Company specifically offers this course. The company believes that every employee hopes their salary can be as high as possible, which is a normal thought. In front of the leader, each leader hopes that their employees can create greater benefits, which is also the basic ability of the leader. Well, these two aspects of wishes complement each other and do not exclude each other. However, various kinds of contradictions appear in actual work. Even if an employee's performance improves, it does not necessarily mean that their salary will increase immediately. At this point, the employee may feel confused: "My performance is so good, why hasn't my salary increased?" They might think about negotiating with the leadership; if successful, they'll stay, otherwise, they'll look for another job.
On the other hand, the leader thinks: "Achieving some results after working for a year is normal. Just reaching this level of business, due to improvement in work, I am considering raising the salary, but not now. It will naturally increase when the time is right."
In fact, whether it's the employee or the leader, the interest relationship between the two is still on two lines in the same direction, just that the speed of growth of the two lines is different. Therefore, it naturally leads to dissatisfaction among employees and awkward situations for leaders.
Let's further analyze the cause of this phenomenon: The management believes that they should give less in terms of salary, reserving some room for future salary increases for employees, not giving too much at once. Thus, they won't actively raise salaries unless someone requests it. Naturally, salary increases will only happen gradually, and employees will complain that the increase is too little. 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 the offer from another company for a certain person, this employee will be willing to stay, making it easy to keep the wage expenditure absolutely minimized without any real risk.
Imagine, if loyal and outstanding employees see their compensation squeezed out bit by bit, most employees will feel that their salary is too low. Those who persevere may wait patiently for the salary increase, while those who cannot endure will likely quit.
So, how do you retain employees with achievements? You need to establish a clear and persistent salary plan, regularly increasing the salary levels of those employees whose contributions exceed expectations, providing deserving employees with appropriate salary standards.
In companies, quite a number of employees initially join an organization, and after several years of experience, their work level significantly improves. Leaders are preparing to consider these employees as candidates for mid-level leadership roles in the near future. However, some employees become overly eager for quick success and jump ship.
Actually, as a leader, communicating well with employees is also a key point in enhancing leadership skills. When leadership is done properly, employees won't leave easily. The departure of excellent employees is directly related to the leader's ability.
Issues such as employees' work environment, labor protection benefits, salary standards, etc., concerning employee welfare and salary, should be frequently attended to by leaders. Having outstanding employees requires having outstanding leadership as well. This way, the company's development will become increasingly prosperous.
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Article reprinted from: http://www.blwh.cn/rz_more.asp?id=317