As far as treatment is concerned, of course, it is the best joint venture between China and foreign countries. In 2003, my annual salary in a petrochemical company in Northeast China was less than 1.5 million. At present, the treatment in Sino-foreign joint ventures is very good, and you can have a house and a car. There are also endowment insurance and provident fund, commercial medical insurance and overall medical insurance. Overtime pay is three times as much as usual. In particular, medical insurance is very good. If there is no job, all diseases, children and wives are guaranteed.

Only officials of state-owned enterprises can fly to sleep in soft beds, private enterprises can fly to sleep in soft beds as long as their bosses agree, and everyone in Sino-foreign joint ventures can fly to sleep in soft beds. Officials of state-owned enterprises can be divided into big houses, ordinary people into small houses, and young people have no houses. Sino-foreign joint ventures have no houses, and state-owned enterprises share fruit and oil on holidays (people who purchase these things will inevitably get kickbacks). Sino-foreign joint ventures rarely get points, but they have year-end bonuses (one to two months' salary).

Second, the intensity of work.

Sino-foreign joint ventures are busy, and this work intensity is unsupervised. They all take the initiative to do their work, and the most relaxed is the state-owned enterprises. I see that management positions are very easy. Because state-owned enterprises have many employees. Our current workshop needs at least three times as many people as state-owned enterprises to run.

Third, employee relations.

The relationship between employees in state-owned enterprises is the most complicated. If you have no relationship or are not good at dealing with interpersonal relationships, there is little chance of promotion. State-owned enterprises are too busy to play, but there is one advantage. No matter how bad you are, no one dares to fire you. Sometimes workers can break the leader's head in order to divide the house.

The employee relationship of Sino-foreign joint ventures is very simple, and there are not so many intrigues. The employee relationship in Sino-foreign joint ventures is better and simpler. Our company organizes family trips and parties for employees every year. Everyone helps each other when they are in trouble. Sino-foreign joint ventures don't know how much colleagues earn a month, at least they don't know the details. In state-owned enterprises, people often compare payrolls with each other. Fourth, trade unions and workers' rights and interests.

Trade unions in state-owned enterprises have the greatest power, including the chairman of the trade union, the director of the office, the minister of women workers, the minister of accounting and entertainment. But they are all owners who only take money and don't do things. They all have connections to get that position. It is impossible for such a trade union to safeguard workers' interests, and there will never be anything to negotiate with leaders to raise workers' wages.

An employee has to go through a trade union congress, and the more important leaders of state-owned enterprises are afraid of getting into trouble. Generally speaking, Sino-foreign joint ventures in Europe will not dismiss employees casually. There are no laid-off employees in our company. Most employees who leave their jobs have three destinations: going abroad, starting a company, and going to a better Sino-foreign joint venture. An individual who is fired will generally notify him in advance to find a new unit and then leave.

Verb (abbreviation of verb) training.

Sino-foreign joint ventures with the most complete training system, but Sino-foreign joint ventures generally do not hire a graduate with no experience at all. For fresh graduates, state-owned enterprises are the best training bases. It is generally difficult for students without work experience to enter Sino-foreign joint ventures, but some positions are exceptions, such as production positions. Don't expect to send you to study in state-owned enterprises, it is difficult to give you such indicators, which will only be left to officials and related. The best training that state-owned enterprises can give you is to do things. It doesn't matter if you boldly use state-owned assets to train troops. Because no matter in private enterprises or sino-foreign joint ventures, there will be no such good opportunity to give you a try. Everyone in state-owned enterprises knows these things.

The training of Sino-foreign joint ventures is relatively systematic. Even if you are already familiar with something, you may have to carry out training every year. This kind of training is usually carried out within a company or a group of foreign companies, rather than sitting in a classroom. And the trainers are internationally renowned training companies. I have this opportunity several times a year.

Sixth, management.

One of the favorite words of state-owned enterprises is "managing benefits". There is nothing wrong with this sentence, but the state-owned enterprises misunderstood the meaning of this sentence. The real meaning of this sentence is "management-oriented enterprises produce benefits", not "managing employees well produces benefits" In fact, most state-owned enterprises in China have been unable to compete with Sino-foreign joint ventures. The profits of monopoly enterprises come from policy support, and the profits of competitive enterprises have become lower and lower. Jilin Petrochemical once asked employees to make two trips, three trips and five trips. Sounds like prisons and barracks. Believe it or not, it is true.

At present, there are two kinds of Sino-foreign joint ventures in China, one is an export processing factory set up by using China's cheap labor, and the other is an enterprise set up focusing on the China market, most of which only focus on sales and services. In this way, Sino-foreign joint ventures in China recruit few employees, but the profits are considerable. As far as I know, Beijing Philips Co., Ltd. has about 100 employees and an output value of about 1 100 million.

Personally, the quality of workers in state-owned enterprises is still very high, and the quality of technicians is not bad. The difference lies in management. To tell a funny story, my former petrochemical company also passed the ISO quality system certification, and this set of documents was written by several quality management engineers.

In my Sino-foreign joint venture, such documents are generally drafted by department managers, and the drafters must be clear about every link related to management and technology, and their comprehensive quality should reach a considerable height. Generally speaking, employees of Sino-foreign joint ventures only know the system documents of their own departments. In fact, it is enough to know these, and the interface problems with other departments will be explained in the document. In this way, a business department and an after-sales service department can independently become a complete ISO quality system, and can continuously improve the management loopholes through the operation of the system.

Seven, the front desk.

State-owned enterprises don't have a front desk, only the security guards at the doorposts. They don't ask you, "Do you need help?" Instead, ask, "What do you do?"

Sino-foreign joint ventures also have a front desk. It's also beautiful. She is also a translator. When there are foreigners, it is "Can I help you?" Otherwise, it is "hello". Eight, boss.

I have worked in a state-owned enterprise for ten years and changed three bosses. Only one boss is more admirable. . But it is said that now it is corrupt and often goes to the sauna.