What kind of experience is it like to be HR in a 996 company?

Recently, 996 has become a hot topic, and everyone around me is discussing it.

With 996, this is a pain for the HR of these companies. For example, an HR friend complained to me recently, she said:

"Our company implements the 996 work system, and I worked here as HR for two years, it's really painful!

Go to recruit, job seekers hear that it is 996, hang up immediately, there is no room;

Engaging in corporate culture is even harder! I have to rack my brains to do publicity and activities, to please employees in various ways, and I can't wait to bring the MLM routine.

And the saddest thing is that my own job is also 996..."

What kind of troubles do those HR personnel in 996 have?

What kind of experience is it like to be HR in a 996 company?

There is a huge labor law risk in the implementation of 996

HR in the 996 company, sometimes crossing the line or stepping on the red line may be a last resort, but you must know where the line is? What are the consequences? Has it been clearly communicated to your boss?

The so-called "996" refers to the working system of working at 9:00 in the morning, 9:00 in the evening, 1 hour (or less) rest at noon and in the evening, totaling more than 10 hours, and working 6 days a week.

According to the law, the working hour system for workers is divided into standard working hours, comprehensive calculation working hours and irregular working hours.

As for the standard working hour system, according to the provisions of Chinese labor laws and the relevant provisions of the "Regulations of the State Council on the Working Hours of Employees", the daily working hours should not exceed eight hours, and the average weekly working hours should not exceed 40 hours. If you need to work overtime, you must negotiate with the trade union and workers before you can extend the working hours, with a maximum of 3 hours a day and a maximum of 36 hours a month.

It can be seen that under the implementation of the 996 work system, the monthly overtime hours must exceed the legal upper limit of 36 hours, so it is illegal; secondly, for employees working overtime, the company also needs to pay overtime according to law; finally, the company may also face the labor administrative department. Risks of warnings, penalties and even collective labor disputes among employees.

Of course, the 996 system also has another hidden function, that is, it can help companies lay off employees in disguised form. Imagine that employees work in a company, and there are always things like getting married, having children, seeing a doctor, etc. These are inevitable, but according to the labor law, it cannot be a reason for layoffs, because forced layoffs are not only illegal but also pay compensation. Therefore, with the 996 system, these people will be eliminated naturally. They are unqualified and they are not ashamed to ask the boss for money. The cost of layoffs is greatly reduced.

But is this disguised layoff really effective? I think it will inevitably cause dissatisfaction among employees, and they will take up legal weapons to defend their legitimate rights and interests.

Faced with such a huge labor law risk, the HR babies of 996 Company seem very painful. How to break the situation? Two suggestions are given below:

1. Make the risks clear to the boss in advance, lay out the facts and reason, this is actually attacking the boss's heart. If the boss insists on his own way and doesn't listen to your advice, at least you have done your own professional things. No regrets.

2. In the face of such a big right and wrong, the human resources department must be the executive department. If the boss insists on his own way, he will write a written report and submit it. Whoever approves is responsible.

What kind of experience is it like to be HR in a 996 company?

Behind the 996 contradiction is actually the problem of "Qianjing"

The 996 controversy is so big, in addition to violating labor laws, I think the essence behind it is actually a problem of salary rationalization.

Some big Internet companies implement 996. They really can afford to pay three times the salary to buy overtime. From the perspective of money, many programmers will recognize it.

But this has also ruined a large number of small factories. The wages are not much, the benefits are never paid, and they are also doing 996 like others. Who can stand it?

Therefore, HR people in these 996 small factories are often the most anxious. The main challenges they encounter are:

1. The company's salary level is lower than the industry average;

2. The boss talks about ideals and struggles every day, but he never talks about raising wages for employees, and he is not even willing to raise wages for outstanding talents;

3. The boss thinks that the employees who come for the money will not be able to do long, and they are unwilling to stay;

4. HR has been doing things at the executive level, and they are part of the reason for the "training base" phenomenon.

I think HR needs to do three things in order to change the status quo:

The first is to improve your competence

As the HR who complained to me said, in fact, she is also a 996 herself, and it's really hard. She also tried to communicate verbally with her boss about the rationalization of employee salaries, but all of them failed.

From the perspective of HR, I think this at least exposes the problem of insufficient competence, such as insufficient persuasion and limited communication skills.

To improve the competence of HR, efforts can be made from three dimensions:

1. Personal qualities, including cognitive ability, affinity, communication ability, etc.;

2. Professional knowledge: mainly refers to the professional skills of each module of human resources;

3. Business knowledge: including business operation management, finance, law and other knowledge.

The second is to improve the competence of the boss

The lid law of leadership suggests that how well an organization develops depends largely on the leadership of the boss. Thinking from this perspective, an excellent HR should first be a person with an overall view. Your thinking should jump out of the tedious daily affairs, take the boss as the starting point, and promote the talent management activities of the enterprise.

When it comes to money, you can do this:

1. Feedback the most valuable information to the boss in a timely manner. For example, the person you cultivate is not only an employee who is lost by poaching a corner, but he is actually a multiple of the relationship, because you and your competitors compete in talent competition. He has grown", and the training fee has also been reversed.

2. Open the boss's "Johari Window". Ineffective communication is often due to mistrust, or unsuitable demands. For example, you can arrange for 1-2 outstanding employees in the company to communicate with the boss, so that the boss can accurately grasp the salary situation in the market.

What kind of experience is it like to be HR in a 996 company?

3. The most direct way to help the boss fully understand the demands and characteristics of "Millennial" employees is to ask the boss to read the comments under the topic 996 on Weibo and Zhihu.

The third is to improve employee satisfaction.

In fact, salary is by no means the only criterion for retaining employees. Through reasonable task allocation and humanized management, employee satisfaction can also be effectively improved.

Specifically, the following suggestions are made:

1. Since the company's salary is limited, HR can strive for more benefits for employees, such as travel, team activities, holiday gifts, etc.;

2. Design multi-channel development paths and transparent promotion mechanism for employees;

3. Recognize the value of the employee's position and increase the employee's sense of achievement;

4. Create a culture of learning organization, I think even the post-95s will not refuse their own growth;

5. Pay attention to the work-life balance of employees.

What kind of experience is it like to be HR in a 996 company?

996 does not mean the improvement of "human efficiency"

Over the years, the term "people effectiveness" (human resource effectiveness) has become a buzzword in the field of human resources.

From the perspective of human efficiency, if the organization needs to force 996 to complete the work, the first problem that the boss and HR should think about is not the work intensity but the work distribution mechanism.

According to the research results of a well-known market research company, the longer the working hours, the lower the efficiency of employee output results. Don't put the pressure outlet on the working hours because of the boss's anxiety. Faced with the downward pressure on the economy, many domestic companies are facing the test of survival. The anxiety of the boss is understandable, but the way to relieve anxiety is not to make employees work as much overtime as possible.

So how can talents really improve their performance, instead of using these simple and crude methods such as extending working hours?

1. Effectively identify talents

Jack Ma once said: "The growth of a big company depends on what kind of people are fired. People who don't match their values, no matter how high their position and how strong their abilities are, don't stay."

To improve the human efficiency of an organization, HR must first know how to identify which employees are the key talents we strive to retain, and which employees the organization should consider eliminating.

Here we can learn from the "five-category standard" classification method, which has two dimensions, the first is values, the second is ability, and then employees are divided into five categories according to the matching degree of values ​​and the strength of ability (see the figure below).

What kind of experience is it like to be HR in a 996 company?

After identifying key talents such as gold and steel, it is more critical to make good use of them and retain them, because these people are the company's treasures and advantageous resources.

2. Conduct job job analysis

Post work analysis includes both workload analysis and workflow analysis. HR needs to consider how to liberate those high-ability employees. We often see that some senior talents are still doing junior work, and they do not spend their limited time on jobs where they can maximize their effectiveness. If the employee ran away by himself, the company "wasted" him.

Job optimization is actually a big challenge for HR. If possible, we can help the department organize the work list and draw the standardized operation process of SOP, so as to retain the core professional work and outsource the transactional work.

3. Introduce project management

When it comes to project management, I recommend everyone to study the book "Thix Change" written by Li Wen and Miao Qing.

In a project-based organization, HR can achieve maximum employee empowerment. The main significance of implementing project-based management is as follows:

First, the organization dares to let its internal employees undertake challenging projects with high ability requirements, which will stimulate the enthusiasm of the officers to start a business and realize the rapid growth of compound talents.

Second, project management has also opened up multiple channels for employee promotion, which is conducive to retaining internal talents.

Third, because the internal employees are more familiar with the organization, they are more suitable for the actual development of the organization when promoting the project, which makes the project easier to implement.

Fourth, projectization breaks the original hierarchical structure of the organization, including the barriers between HR and business, and the barriers between HR modules, making project implementation faster and more efficient.

Fifth, the composite performance appraisal introduced by the project can stimulate the enthusiasm of employees to participate.

For the improvement of "human efficiency", I can sum up one sentence: all overtime behaviors that are not aimed at improving work efficiency are invalid behaviors, and all employee management that is not aimed at improving work efficiency are inefficient management.

What kind of experience is it like to be HR in a 996 company?

write at the end

In the modern workplace, especially for some start-up companies, the pressure of competition is high, and it is understandable that more employees need to improve their performance. After all, Huawei is still advocating "wolf culture", but these should not be the value of "996". , to exploit legal loopholes to enslave their own employees.

I think the HR working in 996 company is indeed very bad, but if you have a positive attitude and try your best to exert your professional ability and influence to change or coordinate such a sharp labor-management conflict, it is also a kind of behavior to the employees. "Reward".