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The "backstabbing" incident of Oriental Selection that has been making headlines in recent days ended with the CEO being dismissed and Dong Yuhui being promoted to "Senior Partner of Oriental Selection". With his unique cultural person sales route, Dong Yuhui led Dongfang Zhenxuan to carve out a path in the fiercely competitive live broadcast market. In the eyes of many people, he is the biggest contributor to Dongfang Zhenxuan's "survival after a desperate situation". However, for Dongfang Zhenxuan, it is inseparable from the powerful influence of this living signboard, but it is unwilling to rely too much on "sales champion", so there was a public opinion storm to "de-Dong Yuhui". The situation has fermented to this point because many workers have a resonance when they look in the mirror - even if Dong Yuhui is so successful that he is afraid of his boss, he cannot avoid being "backstabbed" in the workplace and lacks sufficient respect and voice. Returning to the cross-border industry, the workplace life of ordinary workers is even worse: the boss "draws big cakes", the company abandons the donkey after it has done its job, and the labor input is not proportional to the income. It is true that Dong Yuhui’s incident cannot be completely compared with the situation of ordinary sellers, but in the cross-border workplace, similar contradictions actually emerge in an endless stream. In the past two years, cross-border workplace disputes have frequently been exposed to the public, with such chaos as salary cuts, wage arrears, illegal dismissals, and ineffective incentives being common. The root cause is the lack of industry regulations and uneven management levels of cross-border companies. According to survey data, as many as 43% lack a compliant and sound management system. The cross-border workplace is full of swords and sabers, and when talking about the "palace fighting" and "psychological warfare" that Amazon has encountered during its years of operation, it all revolves around the four words "salary and benefits". A seller shared his company’s salary system: wages are calculated based on the required attendance hours and actual attendance hours each month. For example, if the fixed basic salary is 5,000 and the required attendance hours for the month are 176 hours, the company will calculate the hourly wage as 5,000/180=28.4 yuan per hour. If an employee's actual attendance hours for the month are 172 hours, the employee's monthly salary is 172*28.4=4,886.36 yuan. The employee was deducted 113.67 yuan for taking 4 hours of leave. In months with more holidays, assuming there are three statutory holidays in a certain month, the required working hours for that month are 152 hours. The employee's hourly wage for that month is 5000/152=32.89 yuan/hour. The hourly wage has increased, but if the employee takes 4 hours of leave, the employee's salary deduction becomes 32.89*4=131.56, which is nearly 20 yuan more than in months without holidays. In response to this, the seller expressed helplessly that statutory holidays should originally be paid vacations, and following this algorithm has invisibly increased the deduction of wages for taking leave, which deviates from the original intention of the concept of "paid vacations." This situation is actually very common in many small cross-border companies. "Sometimes it is based on the actual number of working days, and sometimes it is based on the number of natural days in the whole month. There are also paid vacations, which are calculated according to the provincial minimum wage standard, not your actual salary. There are also weekend leave deductions, and we can only suffer the loss silently." said a seller. Another seller was constrained by the company's erratic commission system. According to the seller, the commission system of his company has problems such as frequent changes, opacity and irregularity. Many employees only found out that the commission algorithm had been changed when their wages were deducted. Recently, his company once again proposed to revise the gross profit margin commission plan, from 15% to 20%, that is, the commission will be paid only when the gross profit reaches 20%. "Now not only do we have to add at least three or four performance assessments than before, but we also have to change the gross profit margin point for taking commissions. Doesn't it mean that the money earned below 20% gross profit margin is not money?" the seller said angrily. In the current market environment, the increasingly fierce internal competition is constantly squeezing the living space of many small and medium-sized sellers. The lack of supply chain advantages and product innovation capabilities means losing the initiative in the profit competition. Therefore, the lower the profit, the more it is rolled back, which has become a common norm for many sellers. One seller admitted: "The market is so competitive now that some products may only have a profit of a little over 20% without advertising or coupons." Under this circumstance, the commission system that requires high gross profit margins is undoubtedly adding insult to injury. As we all know, the main salary structure of Amazon operations is base salary + commission. In addition to factors such as attendance rate, it also covers multiple assessment indicators such as sales, gross profit margin, inventory turnover rate, etc., which are greatly affected by performance fluctuations. Therefore, if there is a lack of a sound salary management system, it is difficult for employees' basic rights and interests to be properly protected. This can be seen from the current situation of rampant cross-border market litigation disputes. One seller bluntly said: "Class antagonism is an inevitable phenomenon in the workplace. Bosses can never empathize with their employees. The recent Dong Yuhui incident is the best proof of this." Looking at the cross-border e-commerce field, as the industry enters a period of high growth, brand expansion overseas has become a new solution for companies to tap into growth, and the demand for overseas talent teams has also continued to soar. But at the same time, the more market participants there are, the more likely the industry is to be a mixed bag. Many cross-border companies followed the trend and entered the market during the boom period, competing for short-term quick profits without a forward-looking long-term development vision . They lacked a systematic understanding of how to select, use and retain people, and ignored the importance of talent team building to the company's sustainable growth. Therefore, the experience of real cross-border workers is far more difficult than that of Dong Yuhui: the boss makes a pie-in-the-sky PUA trick by not paying the actual salary; the boss starts from scratch but is abandoned after the product is on track; the system is unfair and opaque, and basic rights are not guaranteed... In fact, for cross-border companies, reasonable management systems and perfect talent incentive strategies are more conducive to the healthy development of the team and performance. Therefore, it is necessary to change management thinking, respect talents, break the shackles of internal interest groups in the enterprise, and build a talent echelon on the basis of win-win for both parties. As Yu Minhong said, "The reason why Oriental Selection went wrong is that the management team's mindset did not change. They used traditional thinking to manage excellent employees, which eventually caused the traditional management model to become unsuitable, which inevitably led to shocks and changes. And now many people are still acting like bosses and managing from a high position. There is no problem with traditional companies, but if you are a modern company, there must be a problem."
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