Foshan Daily Published an Article of Interview with Professor Qin Xin of Our School "Developing Entrepreneurship to Build a Community of Shared Future"
On March 21, the Foshan Daily published an article of interview with Professor Qin Xin of our school in the key news section "Developing Entrepreneurship to Build a Community of Shared Future". The full text is as follows.
The epidemic has brought challenges to the resumption of work and production of enterprises across the country. How should human resource management play its role to help enterprises overcome difficulties?
How should enterprises play the role of human resources to reduce the impact of short-term shutdowns?
Qin Xin: At present, the most important thing for an enterprise is to ensure the health of employees and the survival of the enterprise. Among them, employee's health is the premise and the first thing for the human resources department to do. The core indicator of enterprise survival is cash flow, which is to increase revenue and reduce expenditure. In this process, senior executives must take the lead in reducing salary and set an example to convince the others with morality. And the salary of ordinary employees should be adjusted in time according to the actual situation.
What problems should Foshan enterprises pay attention to in the process of increasing revenue and reducing expenditure?
Qin Xin: In this process, enterprises should pay special attention to the legal issues related to employment. Otherwise, once breaking the law and triggering social conflicts, it will undoubtedly make things worse for the enterprise. Also, enterprises should also pay close attention to the government's policy support, connect with relevant government departments, understand and declare relevant policy support timely, which can also save a lot of costs for enterprises.
What do entrepreneurs need to do in the process of promoting the reform of human resources coping with the crisis?
Qin Xin: To survive the crisis, we must make everyone a community of shared future, to think and act in the same direction. At the same time, it is also necessary to reach an agreement with key stakeholders such as the upstream and downstream of the enterprise's supply chain, so as to let everyone collaborate for the common goals. Now is the time to test the entrepreneur's entrepreneurship. Only when entrepreneurs have a clear understanding of these issues and fully communicate with their employees, can they stick together, from "I" to "we", give up part of their interests for the same goal, and become a community of shared future.
After reaching a consensus, how to motivate employees to go through thick and thin together with the enterprise?
Qin Xin: The enterprise should set a clear goal according to the actual situation that everyone recognizes in the short term. At the same time, the original set of assessment and incentive mechanisms of the enterprise must also be readjusted. When necessary, the enterprise should provide the core employees relatively long-term incentives, such as certain equity and option incentives, which can also ease the cash flow pressure to a certain extent.
After the epidemic, enterprises should also reflect on the management loopholes exposed in the epidemic, what they did right and wrong, and how to establish an emergency response mechanism that suits them. Only when crisis awareness, culture and system become instinct, can the enterprise be calmer when the next crisis comes.
