At this time, Zhong Hao took over the words and said: "In our company's incentive policy for internal core employees, stock allocation is a very important part and a very large part. This incentive method itself has both advantages and disadvantages. Since the company was founded, this incentive method has significantly increased the cohesion of employees and provided excess returns to employees' contributions. What are its disadvantages? It is also mentioned in the excess returns. It is objectively the same. The high returns of stocks are not already possible, but are promoting the lazy thinking of some employees, and even some people who were originally very missionary have gradually become hedonists."

"After the annual labor performance results of our company come out, we will give the share allocation amount based on everyone's job contribution and performance. Once this amount is obtained, its future income is not so strongly related to the long-term contribution of each of us in the future. To put it bluntly, once we obtain it, we can count money and eat the big pot meal once and for all. This is the greatest living space for laziness. This is a contradictory issue. The key is to see how to balance it."

Li Chuan covered his mouth and nodded slightly, and then said: "So in our incentive policies in the future, how can we make the incentive policies truly cover missionists, rather than hedonists. People who are unwilling to strive forward, the more motivation you give them, the stronger their laziness, the stronger their individual laziness, and the greater their laziness will have on the entire company team."

"So today's meeting does not mean that the decision-making level has come up with a good implementation method and tells everyone how to identify it when implementing it. It is mainly through everyone's joint discussion and collective efforts to correct the existing shortcomings in the normal human resources."

"Then let me tell you." The man named Hu Lin at the meeting said, who was one of the 33 initial team members of Huasheng Technology. He paused and said: "With the issue of missionists and benefits, especially the issue of share allocations in Huasheng Technology, I joined the company shortly after it was established. We did not have these rules and regulations before, and did not have these attendance terms. Didn't we also identify missionists? Why did we use this method to identify them just at this time node? If it is a long-term question, why did it not come up with three years ago, five years ago, but at this time node."

Zhong Hao continued to speak: "The HR department can share some data with you after the meeting. In fact, this problem has existed long ago, but we have not revealed it before. The HR department made a major statistics on the attendance of last year and the previous year. You can check out how many people are taking long-term leave, especially taking leave cards without reason. Whether these people are getting share allotment every time? This is why our documents have requirements for attendance rates for employees who enjoy share allotment. You will definitely get more rewards and contribute more."

At this time, Li Chuan looked at Hu Lin and said, "It's not that it must be implemented at this time point. So if the qualifications of your department are implemented next year, do you think it will be scientific and reasonable? Then, it will be unscientific to allocate shares according to the rank of our jobs, and it will be useless to postpone it for many years. Therefore, one step this year depends on everyone's understanding."

Gu Yue looked at Li Chuan and said, "Boss, but we have started to make public announcements now. If the person who made C indicators in the business department will very much disagree with him. Can labor attitude be included in the scope of identification reference?"

Li Chuan: "Even if you start the public announcement, it is not the same as the correct one. It will take one or two years to be familiar with the public announcement work. Our department managers at all levels must find out about 10% of the winners. They may have shortcomings. Such a selection system will promote the development of the company's human resources management. At the same time, for further analysis of the backwards of about 10%, the supervisors will also have biased assessments. We must unconditionally suppress the growth of options, equity and stock dividends of truly inaction people so that the company will not collapse strategically."

Gu Yue continued: "I have another suggestion. During this option reward share allocation, people who have exceeded the saturation line. If these people are lazy, can we consider appropriately withdrawing from the stock quota? During the evaluation process, because the saturation line span is very large, and even if some people have not reached the saturation line, we actually feel that they are lazy. Is the exit mechanism also applicable to these people?"

Li Chuan knocked on the table and replied without hesitation: "If you are lazy, don't evaluate him. This is your power. I agree to reduce this issue in principle. In some cases, communicate with the human resources department in advance, and then act. If you think this person should not be worthy, even if he meets the company's rules and regulations, he should not be worthy. If he is worthy, it is wrong."

"The company's institutional document orientation is the most likely to produce people who abide by the rules, and people who abide by the rules are most in line with the system documents, but it does not create more value and contributions. If you give options shares, it may be difficult to recover them if you give them to the wrong person. If you give them to the wrong person, you will hurt the company, and if you give them to the wrong person, you will support laziness. So I hope that the major supervisors at the grassroots level must dare to act in execution."

"I mentioned earlier that Huasheng has also been infected with a common disease of large companies. What disease? Dominant ABCDE. As the plate is widening, we have accumulated more and more rigid dogmatic systems. It is very likely to screen out real outstanding contributors. So now we are asking everyone not to be so dogmatic. We must feel that this person is really working hard, so we must dare to admit him, even if the boss criticizes him immediately."

"The evaluation can also follow the feeling. Missionists do not receive overtime wages, but share the surplus value from option rewards and year-end bonuses. But the effort must be recorded, so that they can offset some reasonable holidays in the future. People always have a dilemma. If they don't attend, they have to deduct them, where will their holiday come from? It will be exhausting. If the horse runs without graze, this unhealthy and unsustainable method will definitely not work."

"So in the future, we must insist that all employees record their work, and they must record them themselves without swiping cards. The attendees record them in. If they work overtime during the statutory holidays, they must be calculated based on three days a day. This thing can also be recorded, and it is necessary to correct the unreasonable phenomena in human resources policies."

An executive named Liu Xiong at the meeting said: "The key is to identify missionists. The current means of identification are limited and difficult. After all, it is not said that everyone can have the talent of Li Yao, and it is difficult for a person to fully worry about it, not to mention that he has resigned now."

Li Chuan: "Identify according to contribution, according to current performance or strategic contribution."

Liu Xiong: "In addition to contributions, we also need to read the application for overtime?"

Li Chuan: "No, there is only one contribution. I have never worked overtime or attended records, do you see if I am a missionist, and the front-line technical engineers and scientific research teams in the R&D center, do you see if they are missionists?"

Liu Xiong: "Uh... Then I think there is another factor to add. For example, if you don't obey the organization's arrangements, you will not go to some difficult front-line places, such as sending overseas front-line stations. Whether these people cannot be managers, I think ordinary employees are also in trouble."

Li Chuan: "Oh... if you don't obey the assignment, you're a sparrow. Why do you still treat him as a wild goose? This is a management error. I invite you to come and you can make an objection. I like this voice, but the premise is that after the objection is invalid, you have to unconditionally implement the decisions issued by your superiors. Even if it's wrong, you have to continue to implement it. If you don't obey and don't execute it, then you can pack it and leave."

Liu Xiong: "The other question is middle- and senior employees. In fact, our assessment of them is target responsibility system. Some people here apply to become missionists, while others do not. So how can we achieve this distinctive treatment through this new management method?"

Li Chuan: "The group of people who do not apply for give up their interests to work. I think such people are very great. If they apply and they strive for progress, I think it is correct. If they apply but do not strive for progress, it is wrong. But if they do not apply, I admire this person very much because he is not tempted in the face of financial interests."

Hu Wei: "Now there are more and more missionists in the office and front-line employees. I wonder if we have a time scale for the corresponding system?"

Lao Qiao: "About this issue, we have now implemented corresponding option dividend stocks in overseas employees in many overseas countries, and this has been implemented."

Hu Lin: "We have now established a deferred bonus incentive mechanism for non-Chinese employees. On this basis, the company launched a benefit sharing right plan linked to the income of virtual restricted shares, which will be used as a long-term incentive measure for non-Chinese employees. This system will cover all overseas institutions and overseas employees."

Li Chuan nodded and said, "The company began to globalize three years ago, which is a strategy of radiating the world with its own country as the center. We will continue to promote global business in depth in the future. Huasheng's core business is overseas, and more than 70% of its revenue comes from overseas. Overseas, we must establish a global capability center with outstanding global talents to radiate and manage overseas business around the world. Our evaluation and attention of non-Chinese employees will be gradually reflected after the human resources reform. After all, Huasheng Technology has not been listed as capitalized, and we have no time to compensate overseas employees for their benefits. Without any constraints, we should do whatever we want. As long as it is beneficial, we must give full play to our existing advantages."

Zhang Fei: "Our virtual saturated share allocations are now the same standard worldwide. It is recommended that saturated share allocations be operated according to the degree of different difficult areas."

Li Chuan: "What if he comes back?"

Zhang Fei: "There is still a condition, if he works in a difficult overseas area for a long time."

Li Chuan: "How long does it take to be considered long-term?"

Zhang Fei: "For example, three or five years?"

Li Chuan: "Is it considered long in three or five years? You have to live for seventy or eighty years or even longer."

The conference room welcomed a low laugh for the first time, and Zhang Fei added with a smile: "Sorry, I'll re-express, I mean to consider whether I'm willing to work in a difficult area."

Li Chuan: "Then we can increase the bonus to solve the problem."
Chapter completed!