Some people criticize Huawei for not being humane enough, while others understand that if it wasn't Hu Xinyu who fell, it might be Huawei who fell. In the fierce market competition, without this desperate spirit, how can enterprises survive in an environment with strong hands? In fact, overtime culture is not Huawei's "patent". As far as I know, many excellent domestic enterprises, such as Haier, also have the same overtime culture. As for many Taiwan-funded, Korean-funded, Japanese-funded and domestic private enterprises, overtime culture is also quite popular. Overtime has become a means for bosses to measure whether an employee is dedicated and loyal. Hu Xinyu's death from karoshi is certainly not the first case in China, but because he is an employee of Huawei, Huawei's "wolf culture" and "Basic Law" have also been highly praised by all sectors of society. Therefore, this "karoshi" incident has caused us to question the culture and practices advocated by Huawei. Should the success of an enterprise be based on hard overtime, and should overtime culture be advocated? This is a problem that we must take seriously. The author believes that overtime culture is a double-edged sword. If used well, it can greatly enhance the cohesion and business performance of enterprises. However, if it is not used well, it is likely to hurt the feelings and health of employees and form a bad culture, thus weakening the competitiveness of enterprises. I don't approve of overtime culture, but I think an enterprise must have an "overtime spirit" to make employees work overtime voluntarily, which is the fundamental purpose and direction of corporate culture construction. Can you learn from the Japanese overtime spirit? Many bosses like to say that Japanese and Korean employees are proud of working overtime, and leaving early means that they are not dedicated and have no skills. Indeed, in Japan and South Korea, overtime has become a culture, and it is almost impossible to get off work on time. Many Japanese people who are on business in China are deeply touched. At night 10 subway is full of tired office workers, and they have to go to work at eight or nine in the morning. The Japanese people's desperate spirit is admirable, but why can't such an overtime culture be acclimatized when transplanted to China, and employees won't buy it? Many business managers, especially bosses, are puzzled to ask me this question. Actually, the answer is simple. Japanese and Koreans like to work overtime because it is a benign and healthy overtime culture. Leaders and employees work overtime together, and employees have high loyalty to the company. However, our overtime culture is often based on wishful thinking, and employees lack a sense of belonging and naturally have no motivation to work overtime. We can see the overtime spirit of the Japanese from two aspects: First, the Japanese have a strong sense of crisis, which supports them to strive for self-improvement through hard work. In postwar Japan, everything was in ruins and the country was on the verge of collapse. However, it is an economic miracle that the Japanese have made Japan the second largest economy in the world with their good education level and hard work. Although Japan suffered a decade-long economic recession because of the real estate and financial crisis, as Huawei's president lamented after his visit to Japan, Japan's society is orderly, and most Japanese companies have not increased their wages for eight years, but social security is still better than that of Northern Europe, which is amazing. Ren was moved by the patience, optimism, diligence and spirit of struggle of the Japanese. During his visit to Panasonic, he was surprised to find posters everywhere, whether in the office, conference room or on the wall of the passage. The picture shows a huge ship about to hit an iceberg. It says, "Only you can save this ship." A strong sense of crisis inspires Japanese companies to work hard. Therefore, Ren saw the crisis and the real gap between us and the Japanese, not the education level and technical equipment, but this strong sense of crisis and highly condensed enterprise spirit, so Huawei established a crisis culture and a wolf culture, which also proved to be very successful and became a spiritual force supporting Huawei's rapid development. However, many domestic companies want their employees to be dedicated and hardworking, but on the other hand, they can't convey this sense of crisis to their employees, so their motivation is not very strong. Secondly, the despair of the Japanese is guaranteed by a set of mechanisms, and we are much worse in this respect. As long as the Japanese work hard, you will have a bright future in the company, because his culture depends on your qualifications and loyalty to the company. Although this culture has its negative effects, it can make employees have a strong sense of belonging to the company. As long as you work hard, don't worry about anything else. Japan has special legislation that stipulates that employees who work overtime die, and companies have to pay high compensation, but we don't have such laws. If employees have health problems due to overtime work, I'm afraid you have to bear it yourself. On the other hand, China people are under too much pressure. House, medical care and education have become the three new mountains that weigh on China people. The uncertainty about the future expectation leads to the poor sense of security of China people, so it must be short-sighted. This is not the moral quality of China employees, but the social environment. The unfairness of social distribution and the utilitarianism of education often make those newcomers in the workplace look higher than each other, who gives more money to whom, has low loyalty and lack of professionalism. As an enterprise manager, in order to enhance the cohesion of employees, we must see the actual problems of employees in China, understand the needs and crisis awareness of employees in China, and don't make a simple comparison with Japanese employees, and draw the conclusion that employees in China are not dedicated. Generally speaking, the overtime culture of Japanese enterprises is a system, which not only depends on employees' consciousness, but also is based on a highly crisis social consciousness and a benign enterprise guarantee mechanism based on the self-improvement Japanese Yamato culture, thus shaping a hard-working enterprise spirit and enterprise culture. It is really not enough for our enterprises in China to learn from others' spirits. How do enterprises shape "overtime spirit"? I admire the spirit of overtime, but I am not against the overtime culture. Good overtime spirit is the temperament and personality of an enterprise to strive for progress and constantly surpass. Should be integrated into the hearts of every employee. But we should not blindly advocate the so-called "overtime culture". In Japan, there are also many employees who have nothing to do at work and have to be busy after work. It is very undesirable to work overtime for the sake of overtime and to please the boss. Of course, it is unscientific and dehumanizing for some bosses to take whether they are willing to work overtime as the standard to assess their employees' professionalism. So how can we shape a healthy "overtime spirit"? First of all, we must affirm Huawei's wolf spirit, but the overtime culture needs to be adjusted. Overtime is only benign if it is voluntary and conscious. Although Huawei has been questioned by the outside world, Huawei's wolf culture has penetrated into the hearts of many employees, because everyone realizes that the rise of any nation cannot be smooth sailing, and it requires blood and sweat. Japanese and Koreans are coming. We're in China? When Huawei attacked the Russian market with heroic momentum, it quoted a famous saying of the Soviet Union to Germany during World War II: "Behind us is Moscow, and we are no way back!" What spirit is this? If China enterprises want to go abroad, how can they succeed without this spirit? Huawei is not without its shortcomings. This overtime culture is not worthy of recognition, but the key is that enterprises should have such a spirit of continuous change and transcendence. We also see that Huawei has introduced an overtime system, stipulating that overtime after 10 in the evening should be applied for. We believe that Huawei can change some bad things about itself, but if it loses this wolf spirit, it will not be worth the candle. Secondly, we need leaders who fight side by side with employees, not leaders who command employees to work overtime. Many leaders always complain that employees are unwilling to work overtime and are not dedicated enough, but they don't see it. They caused this result. When a general takes the lead and sets an example with clear rewards and punishments, his soldiers must be United and willing to take the lead for him. However, many of our leaders don't pay enough attention to their employees, and they are usually on top of each other and don't understand their actual needs. This is a cancer caused by the feudal hierarchical consciousness in our culture. But the Japanese are different. They work hard at work and play and relax after work. Sometimes we think Japanese people are extreme or incredible, but this is an important way for them to shape team culture. Japanese superiors, like their parents, often scold their subordinates, but they can be intimate outside work, so in Japan, this relationship between leaders and employees also leads to their unity and strong cohesion. In addition, we should understand China culture and the psychological characteristics of China people, and implement Chinese-style management. Today, China's culture is very diverse. Although the traditional culture "Confucianism, Buddhism and Taoism" has a great influence on China people, I think China people are increasingly influenced by European and American cultures. Most of the management systems used by enterprises are western-style, such as target management and performance appraisal system. Behind these management methods are western values and ways of thinking. Western culture is basically a contract culture. Employees and companies are contractual and pay attention to individual rights and obligations. Therefore, employees of European and American enterprises emphasize responsibility and obligation more, and have lower requirements for loyalty. The biggest advantage of westerners lies in their sense of innovation and rules, so their enterprises are very orderly. When we carry out many management systems, the salary and incentive system is becoming more and more western-style, but when it comes to enterprise spirit and employee loyalty, I hope it is Japanese-style. This ambivalence makes many of our management systems inefficient. China people are deeply influenced by Confucian culture and attach great importance to "benevolence, righteousness, courtesy, wisdom and faith". Enterprises should start with Chinese-style management in this respect, specifically, "first move with emotion, then make it clear with reason, and finally bring it to justice." If enterprise leaders want to shape the spirit of overtime, they must have feelings with employees and make employees feel grateful to the enterprise; Secondly, we should be reasonable, let employees establish a sense of crisis, and guide employees to establish a correct outlook on life and work; Finally, there must be a perfect incentive mechanism. Don't forget why Huawei employees can withstand such intense overtime because it has very competitive salary and benefits. In the final analysis, materials are the foundation. Finally, the spirit must be based on material foundation, and the spirit without material foundation can only be a castle in the air. We envy the Japanese efforts, but don't forget that the Japanese have established a fair and reasonable distribution system. Although this theory of seniority seems pedantic and the Japanese are changing, this distribution system gives the Japanese a sense of security and material security, so that they can breathe with the enterprise with confidence and create huge material wealth for the enterprise, and employees can benefit from the rapid expansion of the company (promotion of positions, promotion of salary and benefits). We hope that employees have a sense of cohesion and belonging to the enterprise and hope that they can work hard. But to do this, enterprise managers need to have superb leadership skills, understand the needs of employees and stimulate their enthusiasm for work. But it is very important to establish safety and material security for employees. Only in this way can employees feel at ease and enterprises feel at ease!