MUJI Creates Stress And Promotes Employee Growth.

According to the world clothing shoes and hats net, though

The products sold in shops give people a gentle impression, but the environment inside the company is surprisingly harsh.

Most employees will harden themselves in such a process.

In this way, no matter what happens, they can bring a spirit of "there is always a way" to put their firepower into work.

The "growing company" is the "good company".

What are the conditions for becoming a good company?

When asked about this question, one of the answers was "employees who do not resign".

Of course, I do not mean to force employees to quit.

It's a company that allows employees to continue to work. Employees who do not quit their jobs are not the biggest blueprint for operators.

The sense of achievement is not just made up of money.

I think that should be the pride of every day's work. It is the feeling of growing up and moving after getting results.

These more practical feelings.

Perhaps readers will think that I am speaking beautiful words, but if they can really create a company that achieves that sense of accomplishment, then high performance and company development will also come true.

No matter which enterprise, will encounter ups and downs, both good and bad side, there is no 100% satisfactory enterprises.

Today, most of those who have picked up the MUJI products are those who have experienced storms.

Although many employees left in the low valley, many employees chose to stay and restore Muji.

Why do these more than 30 year old and more than 40 year old employees choose to stay in this job when they did not leave thirteen years ago? Although the reasons are different, I think the biggest reason is that they want to continue working with their partners, or that they can play their unique personality in this company.

Because of this, they are finally choosing the path to grow together with Muji.

I have always been committed to creating a company environment that enables employees to realize their own value. For this reason, employees have made efforts.

All of us are constantly training ourselves, with strong will to never give up, no matter what difficulties we encounter, cooperate with colleagues, and finally achieve results.

I feel that now Muji staff are stronger than ever before.

Reasons for deliberately creating adversity

"The move is out of mind, so there is no energy."

"Suddenly receiving overseas dispatch or being pferred to unexpected departments is full of uneasiness and dissatisfaction."

There must be many staff members who have had similar experiences.

I also went to Xi you after graduating from University, but at the age of forty, I was pferred to a very small Muji.

Such a move can actually be interpreted as a move left.

Not only myself, but also I have seen many people lose in the battle of promotion, or mistakes in their work, and finally be left.

When left, there are usually two situations.

One was hit hard and then worked hard in the new world to prove himself.

One is always complaining about the surrounding environment and gradually falling down.

I have a feeling that the more educated people are, the easier it becomes to become the latter.

They seem to be very easy to fail, and eventually leave the original organization, but to the new workplace is still difficult to change the downturn, into a vicious circle.

How can we promote our growth?

Some people will get qualification certificates or go to business school to further their studies, but the knowledge and skills learned in those places can not make themselves grow much, because there is a lack of field experience.

It is not difficult to be so elegant, but I have to point out that "adversity" can get the best result.

Nowadays, fewer and fewer occasions are able to experience adversity.

Almost everyone can enter the University, and many schools are implementing the way of avoiding excessive competition.

Even in the early days of society, more and more enterprises are trying to avoid failure of staff education on the basis of "young people becoming more and more vulnerable".

In this way, once a major failure or accident is encountered, the business will be defeated.

In the future, competition among enterprises and international trade will become more and more intense. Those who can not withstand the crackdown will not be able to keep pace with the times, and the stronger and stronger talents will survive in any era and in any environment.

But in today's era, it is difficult to find a trial stage without looking for it on its own initiative.

MUJI will therefore carry out a particularly bold move from time to time.

We used to mobilize the top management of the sales department and management department.

At that time, it will be merciless. Even if someone puts forward that "the scene will be in chaos", the Ministry will turn a deaf ear to it.

In addition, the new employees will be sent to the shops first, and after half a year or so, they will be pferred to other shops.

For new people, it is difficult to adapt to work and environment and leave.

Even sending abroad, you will suddenly notice when you go to China a month later.

After that, the target audience will start learning foreign languages hurriedly, and at the same time, rush to find accommodation at the sending point, and so on.

Despite MUJI products

The sale of goods gives people a soft impression, but the environment inside the company is surprisingly harsh.

Most employees will harden themselves in such a process.

In this way, no matter what happens, they can bring a spirit of "there is always a way" to put their firepower into work.

Nurturing employees who are born without print and have no mark on them.

In Muji, there will be no sudden entry of external personnel into this department.

Even for recruiting people, there are only two to three people a year.

Nevertheless, after all, Muji's turnover rate is not zero, and the vacancies for departing personnel must be filled.

At such times, Muji will start "internal hiring".

The so-called internal employment is to recruit part-time staff into this department.

Part time staff refer to students and part-time staff who work in various stores.

For those who can work for more than twenty-eight hours a week, Muji will sign part time contract with them and become a contract worker and a full-time employee in the future.

In other words, part-time personnel are absorbed into this department.

Internal hiring does not look at gender, education, nor age, but is based on the strength of each person to make a fair evaluation.

In fact, in recent years, the number of people employed in Muji has been more than that on campus.

That's because more and more talented people have been born in Muji.

All employees of Muji shop have to accept the guidance of "MUJIGRAM".

It is different from the general guide.

Because it is not from top to bottom, but based on the hope of employees and customers who work at the scene.

And it does not exist in the concept of production completion. Instead, it updates content every month.

Therefore, only a few years later, the content will change greatly.

from

Folding and loading, to store cleaning and inventory management, Muji does not exist "feel" work, all work has a clear purpose and meaning.

MUJIGRAM is characterized by the purpose of teaching work before teaching methods.

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Teaching "purpose" is also a way to impart Muji concept and philosophy through field work.

The idea of teaching Muji can be penetrated into the minds of employees through every work.

This is how we cultivate students who are born without print, and who grow in print.

By working experience in a shop, the shop manager who has worked in a shop has, to a certain extent, the ability to be an employee of Muji.

The social workers recruited from outside are far from easy to cultivate.

First of all, using human numbers to solve human problems will weaken the company itself.

For example, turnover has increased by 10% and employees' work has increased. That is to say, 10% more employees will be added. It seems that many companies will have such an idea, but this is a great risk.

If we continue to recruit employees like this, we will not be able to see any drawbacks in good performance. Once the performance deteriorates, personnel costs will become a heavy burden.

Therefore, not only is the real estate, every enterprise must also guard against the excess investment of talents, and prudently formulate the expansion route.

According to my own experience, most of the employed people will quit in a few years.

The company used to hire several social workers before, but at the very beginning it worked very smoothly, but it was not long before they were taken away by the headhunting company.

At the same time, other employees also resigned, when the most important period of settlement, the company suddenly became chaotic.

I learned from the painful lesson of that period that "people who dig in money will eventually be poached by money."

However, as long as the company's operations are handed over to those familiar with MUJI products, there will be no core confusion.

To this end, even if it takes a little time to develop, it is still the best strategy to cultivate people who have no prints and grow in print.

Why should we use it now?

"Lifelong employment + strength" as the goal

MUJI is targeted at lifetime employment.

Perhaps some people will be mistaken for "muti" when they hear it.

To be precise, our goal is to create a system that correctly appraise the strength of employees and aim at lifelong employment and strive to provide a stable living guarantee for employees.

After the collapse of the Japanese bubble economy, the reputation of the lifelong employment system is getting worse and worse, because that system is always tied up with the annual sequence system.

What is really problematic is that whether the strength is good or bad, as long as the number of years of work is long enough, we can get a raise and pay raise, which has suppressed the system of legitimate competition.

I think it is very important for employees to work safely to the retirement environment.

Without this premise, it is impossible to cultivate the spirit of loving work and loving the company.

In addition, if there is no mechanism of gradual increase in pay, employees will not be able to get a sense of achievement from work.

According to the survey conducted by the Japan Institute of labor policy and training in twenty-four years (2012), 87.5% of those who supported life tenure accounted for the highest proportion in all previous years.

This means that nearly 90% of employees want to work in the present company until they retire.

Looking abroad, few enterprises will employ white-collar workers for life.

Generally speaking, foreign countries adopt the duty wage system.

The so-called official wage is the distribution of wages according to the "work content".

Therefore, employees' experience and age are not considered.

In order to raise wages, the staff will study hard and work hard through night school, qualification certificate and so on.

The reason why foreign white-collar workers have high productivity is probably because of this.

In contrast, Japan adopts a functional wage system.

Functional salary is the system of distributing wages according to "working ability", while Japanese generally believe that the longer the working life is, the higher the ability is, which is related to the annual sequence system.

I think the European and American style of achievement supremacy is not suitable for Japan.

Because Japan attaches importance to team cooperation, it is not suitable to adopt the achievement supremacy that regards others as rivals.

Europe and the United States used to pursue individualism, so the achievement supremacy can play a role in it.

In the final analysis, popularity does not mean "truth".

Simply because many places have been adopted, then regardless of the trend of the enterprise must have suffered a lot.

To be honest, Muji has also introduced achievement supremacy.

However, excessive advocacy of achievement first principle will weaken the most important "cooperation" and "win win" of an enterprise.

What Muji wants to achieve is the environment where teamwork is achieved, and everyone works together.

As a result, the company has developed a system that ensures cooperation while correctly evaluating individual strength.

For example, the Department's overall evaluation should be added to the evaluation content.

For outstanding departments, the award fund is allocated according to the overall performance of the Department.

In addition, in view of the sales department, in order to make all the staff of the store work together to improve customer evaluation, the company also added a customer evaluation project to its personal goals.

It is a lifetime employment, and it is not an annual sequence.

It will evaluate the personal strength, but not advocate the European and American achievement supremacy.

This is the Muji system of hiring, and it is also a way to create a company unwilling to resign.

I think perhaps this system is best suited for Japanese enterprises.

Those enterprises who are unable to discard the serial system and those who can not correctly appraise the strength of their employees must take this as a reference.

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