人(ren)才是(shi)企業最寶貴的(de)資產,但如(ru)何確保他(ta)們的(de)動(dong)力與忠誠是(shi)關鍵問題。一套員(yuan)工(gong)(gong)入股(gu)方案,能(neng)讓員(yuan)工(gong)(gong)穩定且主動(dong)做業績。很多老板是(shi)地主思維,剝(bo)削勞(lao)動(dong)力,員(yuan)工(gong)(gong)如(ru)果(guo)沒有(you)發展機(ji)會(hui)就可能(neng)跳(tiao)槽(cao)。而他(ta)們擅(shan)長做員(yuan)工(gong)(gong)捆(kun)綁,因為自身(shen)是(shi)從基層業務員(yuan)做起(qi),了(le)(le)解(jie)員(yuan)工(gong)(gong)需求。使(shi)用員(yuan)工(gong)(gong)入股(gu)方案后,員(yuan)工(gong)(gong)極其穩定且瘋狂出業績,解(jie)決(jue)了(le)(le)老板頭疼的(de)員(yuan)工(gong)(gong)管理(li)問題。
方案細則是以一(yi)(yi)家有(you)十(shi)個(ge)員(yuan)(yuan)(yuan)工(gong)(gong)(gong)(gong)、年營業(ye)額三(san)百萬(wan)的店(dian)為(wei)例(li),采用(yong)一(yi)(yi)加(jia)五(wu)的模(mo)型,即(ji)存量(liang)(liang)一(yi)(yi)個(ge)點的分紅(hong),增量(liang)(liang)五(wu)個(ge)點的分紅(hong)。假(jia)設店(dian)營業(ye)額沖到(dao)六百萬(wan),員(yuan)(yuan)(yuan)工(gong)(gong)(gong)(gong)能(neng)(neng)分到(dao)的錢(qian)為(wei)存量(liang)(liang)三(san)萬(wan)加(jia)上(shang)增量(liang)(liang)十(shi)五(wu)萬(wan)共(gong)二十(shi)萬(wan)。這筆錢(qian)百分之二十(shi)平(ping)均分,百分之三(san)十(shi)按崗位分,剩(sheng)下百分之五(wu)十(shi)按員(yuan)(yuan)(yuan)工(gong)(gong)(gong)(gong)業(ye)績貢獻(xian)比例(li)分配。這樣(yang)能(neng)(neng)動性(xing)強的員(yuan)(yuan)(yuan)工(gong)(gong)(gong)(gong)能(neng)(neng)多拿(na)分紅(hong),普通員(yuan)(yuan)(yuan)工(gong)(gong)(gong)(gong)能(neng)(neng)拿(na)一(yi)(yi)萬(wan)左右(you),優秀員(yuan)(yuan)(yuan)工(gong)(gong)(gong)(gong)能(neng)(neng)拿(na)三(san)到(dao)六萬(wan)不等。老板(ban)采用(yong)此方案,疫情后員(yuan)(yuan)(yuan)工(gong)(gong)(gong)(gong)全部(bu)到(dao)崗,因為(wei)員(yuan)(yuan)(yuan)工(gong)(gong)(gong)(gong)是為(wei)自己(ji)干。
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