Huarun'S "Brutal" Approach To Crisis Has Been Resisted By Employees.

Huarun's ten thousand personnel management processes and systems have been carrying out annual salary adjustment and review in July each year according to the current year's performance. The original system of Tesco's colleagues is adjusted in March every year, because Huarun's body size and staff quantity are relatively large, so as to minimize the efficiency reduction caused by integration, so we choose to follow Huarun's ten thousand personnel management system. This arrangement makes the time of pay adjustment for Tesco employees postponed to July every year. This change brings inconvenience to employees.

TESCO Tesco, after being acquired by Huarun Wanjia 1st anniversary, did not disappear from people's perspective. Instead, it returned to the public in the way of staff downtime.

In June 11th, slogans such as "Huarun bullying Tesco employees" were posted in the prominent place of Tesco supermarket in Guangzhou.

At the same time, more than 80 employees of Tesco supermarket in Daliang, Shunde stopped their work collectively, pulling up the banner of "respecting my working years", and the cardboard of "protecting rights" was protesting at the door of Tesco supermarket.

The fire of the incident was the implementation of the Huarun shop rotation system. Although it was only the store manager of the 7 home shopping store in Southern China, it was triggered by the employee's fear of personal interests.

In the year of merger and acquisition, Huarun's stakeholders told reporters that "honeymoon period" has passed. The most praiseworthy management and operation methods of IT, supply chain and membership management have been given to Huarun 10000 without reservation. "TESCO"

Although the Huarun family has cut the Gordian knot quickly, it has been counterproductive at the moment.

Now Huarun Wanjia is also "inheriting" TESCO's lineage, but the replacement of information system is only a technical problem, and it basically depends on the integration of corporate culture.

At 3 p.m. on June 9th, Hua Runwan, general manager of human resources and director of Guangfo District of the Southern District of Guangzhou, came to Tesco, where he had talked for more than an hour. He asked the store manager to pfer to another store. The shop manager had not been there for a long time, and the young boy had been working in the shop because of his inconvenient reading. He did not want to work too long.

However, Huarun Wanli gave tough advice. If you refuse to pfer, the compensation plan is "N+1" (N is the service age and 1 is a month's economic compensation).

Huarun's purchase of Tesco's headquarters and stores in the past was calculated according to the "N+3" to calculate compensation and cancellation. For the different standards, the shop manager was puzzled that he could not accept it.

At 7:40 on June 11th, it was time to punch in.

Huarun Wanjia sent several celebrities with unknown identities to plug the shopkeeper of Tesco shop in the staff passageway, not to rush to work.

As a result, the mood of the staff was intensified, and a banner demonstration such as "Huarun bully Tesco employees" and "Tesco employees were treated unfairly" at the door of Tesco in June 11th.

Until 15 afternoon, Huarun Wanjia sent mail to the store and realized that it lacked communication and apologized, and began to communicate with every store from 16.

For the manager of the shop, Huarun Wan told reporters that the merger of Tesco was not planned at the beginning. The starting point was also for Huarun's better integration with TESCO system, and the two stores could learn from each other.

"The main idea of this shop rotation is also Huarun Wanjia innovation in the process of integration to seek a new initiative."

But in the above Tesco store staff's view, the manager's move was very sudden and did not give advance notice.

In view of this statement, Huarun has different voices.

"In April, the manager did a good job in arranging the job rotation."

Store rotation is a customary method in the retail industry, but generally the salaries of employees must be higher than those of other stores.

But the manager of Tesco's rotation failed to meet the expected requirements, and was also asked to turn off the job naturally.

The focus of the conflict is also on pay.

"In terms of salary, Huarun's TESCO has a pitional policy. Every year in March Tesco has its salary adjustment measures, but not this year."

The above Tesco employees told reporters that the promotion of employees, the promotion of new posts in nominal terms, actually did not increase salaries.

According to plan

From June 9th to 12, all of them were laid off.

The plan did not take place.

Many enterprises have implemented dual track system at the beginning of mergers and acquisitions. At present, Hua Runwan, a group who spends too much time on integration, hopes to merge TESCO into its own system step by step.

"After Huarun's acquisition of TESCO, Huarun did not want to pfer the original TESCO staff to act according to their own thinking. Improper handling is easy to turn into an explosive barrel for staff conflicts."

Ding Liguo, a senior retail expert, said.

As a state-owned enterprise, the Huarun family itself.

The wage level is relatively low, and the wage level of foreign-funded enterprises such as TESCO is relatively high.

"With a low wage system to buy a high salary system, it can't be Huarun's ten thousand wage system to move closer to TESCO. It can only be the level of wages of TESCO employees falling to the level of Huarun, so the contradiction arises."

Ding Liguo said.

In his view, employees in the high salary system usually have a higher professional quality than those in the low salary system. TESCO's original store staff, whether they are the shop manager or the grass roots, are in charge of themselves than their weak counterparts, mentally uncomfortable and dissatisfied.

In fact, the low salary system for acquiring the high salary system has huge obstacles in itself.

What I saw before was more foreign acquisitions of domestic capital, accompanied by high pay system and low pay system, which would be very troublesome if it turned upside down.