【商業智慧】李嘉誠：「員工養活了整個公司，公司應該多謝他們才對。」"Employees are the ones who sustain the entire company, and the company should be grateful to them," said Li Ka-shing

香港政府近期強調要「搶人才」，吸引世界各地創科人才滙聚香港。不過成功吸引各界精英後，就要懂得留住他們。李嘉誠的不少下屬都跟著他打拚多年，直到退休。與很多單純重視制度的美國公司相反，他更強調人情。他不但唯才是用，更是以人為本。

李嘉誠曾忠告年青商人：「一家大企業就像一個大家庭，每個員工都是家庭的一份子。就憑他們對整個家庭的巨大貢獻，他們實在應該取其所得。只有反過來說，是員工養活了整個公司，公司應該多謝他們才對。 」

1970年代後期，長江地產雖發展得如日方中，但他起家的塑膠花產業已日薄西山，利潤幾乎零。而他卻因顧念老員工，堅持塑膠花的生產。即使後來工廠停工，李嘉誠仍安排員工在長江和記實業內工作。

李嘉誠曾指他非常不願意裁員，因為這不僅導致失業，更令留下來的員工因憂慮自己會否失去工作而失去向心力。可是，長江塑膠廠卻因經營不善，迫於無奈裁員。他曾向被辭退的員工承諾只要公司營運有好轉，便會重新聘請他們。他最後亦履行承諾，重新僱用的員工亦比以前更忠誠。

李嘉誠曾分享，要建立員工對公司的歸屬感，就要讓他們意識到自己對組織有所影響，而不是工具。他每次開會前，都會仔細考慮員工提出的有用意見，讓他們能參與決策。

李嘉誠重視人情味，把公司視作一個大家庭，將員工當成家人，給予員工歸屬感，讓員工視自己為公司的一份子。在他的管理下，出類拔萃的菁英聚首一堂，使其事業持續鼎盛。

The Hong Kong government has been calling for "compete for talents" to attract top-notch innovation and technology talents from all over the world to Hong Kong. However, after successfully attracting elites from various fields, it is crucial to retain them. Many of Li Ka-shing's subordinates had been with him for many years, up until their retirement. In contrast to many American companies that solely focus on systems and processes, he places greater emphasis on personal relationships. He not only values talent, but also places people at the centre of his business philosophy.

Li Ka-shing once advised young entrepreneurs, "A large corporation is like a big family, with each employee being a member of that family. Given their immense contributions to the entire family, they deserve what they earn. To put it the other way around, employees are the ones who sustain the entire company, and the company should be grateful to them."

In the late 1970s, although Cheung Kong Holdings was thriving, the plastic manufacturing company where he started, was in decline, with profits nearly zero. However, he insisted on continuing plastic flower production out of consideration for his long-time employees. Even when the factory ceased operations, Li Ka-shing still arranged for the employees to work within Cheung Kong Hutchison Group.

Li Ka-shing once mentioned that he was extremely reluctant to lay off employees, as it would not only lead to unemployment but also cause remaining employees to lose motivation due to concerns about their own job security. However, the plastic manufacturing company had no choice but to lay off workers due to poor management. He promised the laid-off employees that he would rehire them as soon as the company's operations improved. In the end, he fulfilled this promise, and the rehired employees became even more loyal than before.

Li Ka-shing shared that to establish employees' sense of belonging to a company, it is necessary to make them aware of their impact on the organization, rather than treating them as mere tools. Before each meeting, he would carefully consider useful suggestions put forth by employees, allowing them to participate in decision-making.

Li Ka-shing values personal connections and relationships, treating the company as a big family and employees as family members. He fostered a sense of belonging among employees, encouraging them to see themselves as an integral part of the company. Under his management, outstanding talents came together, ensuring the continued prosperity of his business empire.