In Germany, it is common for employees to serve in a company for more than 20 years, or even for a lifetime. In a BMW factory, many workers have worked at BMW for about 40 years. High employee loyalty is the hallmark of German companies. What is the secret of German companies to keep their hearts firmly tied? Competitive machining carbon fiber China Manufacturer
Attaching importance to the fine tradition of human resources
In Germany, after many people enter a good company that they think is great, it is common for them to serve for more than 20 years, or even not to change their owners for life. At the BMW factory. There are many workers under the age of 60 who have worked at BMW for about 40 years. High employee loyalty is a hallmark of German companies. Of course, employees think it is because bosses treat them well first. Because any “loyalty” is both sides. Competitive machining carbon fiber China Manufacturer
German enterprises have a tradition of attaching importance to human resources, and after internationalization, they will also move “Germanic HR” to overseas companies or factories to capture the hearts and minds of their employees. The effect is outstanding. German chemical industry manufacturer BASF) group human resources president Dr. Wolfgang Hapke to Sina Financial exclusive interview confirmed: the global perspective. In the first three years of employment, BASF employees left the company voluntarily at an average rate of 1.3 percent. The turnover rate in Europe was 0.6, in North America 1.5, and in Asia and the Pacific 3.6.
In Germany, another top German corporate executive says, their company has less than a percentage of staff turnover at the head of department level, since, of course, people are more willing to switch jobs in China and India. Even so, German companies still have a much lower turnover rate than their counterparts in the local market.
For Germanic HR, Roland Berger, founder and chairman of the supervisory board of Roland Berger, says German companies. In other words, respect for employees in European enterprises has become a European characteristic, mainly reflected in the concern for the physical and mental health of ordinary employees. But in the view of American enterprises, shareholder value may be more important. What Chinese entrepreneurs should do next may need to find the most reasonable path. Not necessarily the European model, nor is it likely to copy the American model.
. .the French eye – red labour policy . The German Federal Government , while focusing on maintaining growth in employment and boosting productivity , is the primary premise that the real incomes of citizens must be increased . The principle has been very clear . The Harvard Business Review commented that the German salaries and benefits are 66 per cent higher than the United States . More importantly , the growing gap in the United States income is controversial in the American society . In 2015 , the German government began its welfare , one of which was the minimum wage of about 11,000 yuan . Germany ‘ s wages are not as high as Western European countries . From January 1 , 2015 , Germany gradually introduced the minimum wage standard of 8.5 euros per hour before tax . This is lower than Luxembourg ‘ s minimum wage of 11.1 euros ( RMB81 ) ; France 9.53 ( RMB69.6 ) ; slightly higher than the UK ( £ 6.5 , about RMB 61.38 ) . But in fact , the German economy has been defined as the world ‘ s most sound economy . The German economy is defined as the world ‘ s most sound economy . Is it ” the most robust ” difficult to say , but German welfare does have a lot of points . For example , if a German worker does not want to separate from two places , the Labour Office can pay for the porters . For example , both parents have to bring their children , and two can apply for a paid leave home with a child , with a salary of 65 % of the original wage . If one is unemployed , a subsidy of 300 euros per month can be applied . This benefit is called ” parental gold ” , which is heard by many countries . In the past decade , the German government has carried out a number of reforms aimed at the labour market , including in addition to a number of special policies for families with children or single parents , many ” mini – jobs ” , i.e . jobs in the form of short workers , low wages , but employers ‘ social insurance . This flexible working hours greatly enriched Germany ‘ s job market , guaranteed employment and reduced the burden on many enterprises . Officials in France have publicly accused Germany of ” mini – jobs ” that have had a bad influence on the job market in France . Competitive machining carbon fiber China Manufacturer
A lavish German enterprise
Not to mention the attitude of Germany’s federal government, most German companies are actually generous in paying workers compared with the shabby minimum wage at the corporate level.
Alex Humpert, chairman of EM Motive, admitted they were paid hourly rates for front-line workers at the Hildesheim factory in Germany. The hourly salary ranges from 36 euros to 40 euros. The working week is about 40 hours. The monthly salary of a skilled worker is calculated to be about 6,400 euros.
A BMW production line could be worth millions of euros or more and workers on these lines are well paid, the German company told Sina Finance in private. German products are expensive. The manpower cost behind it is not to be underestimated.
Dr Wolfgang Hapke, president of human resources at BASF, a German chemical manufacturer, explained: “in addition to setting wages at market levels. BASF promises benefits, opportunities for personal development, and a comfortable office environment. In many countries, employees enjoy pension benefits, supplementary health insurance, and equity programs. That is to say, the investment company shares in the income-this is to encourage employees to become BASF ‘veterans.’
“those companies that make their employees feel like they don’t belong, I think it’s the company that takes money too seriously and doesn’t do it well enough. If a business is to run for a long time, the focus should be on the long-term goals of the company. Instead of looking at short-term profits.
When a company grows to the size of tens of thousands or even hundreds of thousands of people, the so-called corporate ‘centralized’ practice is hard to work, and every employee must be motivated and paid. “Welfare is as important as the company’s atmosphere,” a senior German executive, speaking on condition of anonymity, told Sina Finance.
A unique culture of employee care
In the interview with BMW, I learned a new word English, called “human engineering”. How to care for workers, BMW has been building reputation. In Germany BMW Dingolfing factory, for some older workers is more intimate, from the plant is set to medical care, and even have a physical therapist long service. Competitive machining carbon fiber China Manufacturer
The word “human engineering” are of high frequency in BMW’s production department, mainly because they believe that the factory production line setup and installation must be taken into account for the structure of the human body. These conform to the basic principle of human body engineering components and production lines, are reflected in the details.
For example, a special wooden floor, can display a larger font display rotating frame; in order to prevent workers stand too long and can provide comfortable bench; in order to prevent the height adjustable shelf staff flash to the waist to do; for poor eyesight of staff to strengthen the illumination intensity in the shift of the gap, the workers can even break in the convenience of bed plant break room provided.
BMW group spokesman Saskia Ebbauer explained: “automation can greatly liberating manpower, some need to repeat after simple tasks and exhausting can give the robot, borne by them all heavy labor, this is also the factory feature in the future. Even so, the human is still an important component of plant operations”
So BMW has been trying to take care of the staff.
The BMW group has 70% employees working in Germany. BMW group and use the principle of human resource planning, can be matched with the situation in Germany. According to the analysis of BMW’s data show that: by 2020, the proportion of the average age of German workers over the age of 50 will grow from 15% to over 35%.
In 2004, BMW group launched a comprehensive “Today for Tomorrow” project, mainly exploring how to increase workers’ age while ensuring their creativity and productivity.
“In short, we need to create a working environment for all ages. In fact, there is no so-called ‘old line’, but not ‘lightweight workstation’, only suitable for all ages of the production line. Even the young workers, but also to ensure that their bodies in the age of growth and health, can maintain long-term productivity.” Saskia Ebbauer said.
Willing to invest in the future of employees
Tell the story of Franz Fehrenbach of Franz Fehrenbach, who entered Bosch as a trainee as soon as he graduated from college in 1975. The reason is that Bosch’s workers are well paid, and they have invested heavily in R & D and equipment. After 28 years, Fritenbach moved from trainee to chairman of Bosch, where he became chairman of the supervisory board in July 2014. To become a partner in Bosch Industrial Trust Co., Ltd.
“Why do I always work for this company because it is quite international: 350 countries operate in different business sectors, which means there is no need to change companies. I’ve worked in the United States for a while, and I’ve worked in different business sectors. So I never thought about leaving the company, the truth is. I can’t find a reason to leave. For other loyal employees, I think they are happy with the way our company works. ”
I asked Feilenbach, “suppose a talented young man applies for a job at Bosch, but he has changed three companies in three years. Will you hire him?” ”
“he could never get an interview from me,” Feinbach replied with a smile.
“continuity is very important to our company. All commitments made must be fulfilled and can not be interrupted,” he said.
How similar to Daimler’s Robert Frederick Veit. Robert Frederick. Veit is president and CEO of Daimlerka bus China Co., Ltd. When asked why German employees are loyal to their bosses, the tall, fast-talking man. The sharp Daimler Veterans patted his chest and said, “just look at me. I worked in Daimler for 22 years, started as an apprentice, and was lucky to take part in management training.” Is it not a good example to step by step to today’s post? ”
Robert Frederick Veit went on to explain: “the company’s growth is robust; it’s highly international; it gives employees a lot of opportunities-I’m not going to jump.”
Stefan Albrecht, president of Daimler truck China joint venture and executive vice president of Beijing Futian Daimler Automotive Co., Ltd., said: “the loyalty of German employees is very high. It’s because of the corporate culture: companies are willing to invest in employees and make them happy. Employees naturally give more and become loyal to their bosses. This is two-way. ”
Of course, “investment” is more than just pay. Giving employees the opportunity to learn and promote is the secret of many German companies.
Further training appears to encourage “lifelong learning” for employees, according to Wolfgang Hapke, head of human resources at BASF. Ensuring that employees have lifelong learning opportunities is also an investment in BASF’s future.
BASF, like many quality German companies, did not cut jobs during the financial crisis because it took a number of steps to tide over the storm, including cutting overtime and controlling costs. More flexible mobility. At Ludwigshafen600 employees have been transferred to temporary positions or to other positions.
“it has proved entirely possible to avoid layoffs during the financial crisis,” Wolfgang Hapke said.
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