Sol Personnel Management

[Julian-Dumitrascu]

This is a team of the division Sol Relationship Management.
We can discuss personnel management and agree on how to transact so that the relationships among your main decision-makers and the people who work for you help you enjoy the desired benefit-cost ratio.
What benefits do you want from these business relationships?
What costs are you willing to incur?
1. General aspects
2. What do employees need?
3. People for your activities
4. Increasing your benefit-cost ratio
5. Best practices

1. General aspects

1.1 It seems that 3.32 billion people are employed in 2022.
They state that the labour force amounted to 3.45 billion people in 2021. Some 43% of all people. This many millions in: China 792, India 471, USA 165, Indonesia 139, Brazil 100, Pakistan 74, Russia 72, Bangladesh 70, Japan 68, Nigeria 64, Mexico 57, Vietnam 56, Ethiopia 56, Germany 44, Philippines 44, Thailand 39, Britain 35, DR of the Congo 33, Turkey 33, France 31 Some 2.44 billion people (70%) in 20 countries. It seems that the labour force can exceed 3.5 billion people in 2022.
It seems that the people aged between 0 and 15 years or older than 64 years represented 54.55% of the people aged between 15 and 64 in 2020. It seems that our population reached 7,794,798,739 in 2020. This would mean that some 5 billion people were aged between 15 and 64. So the labour force represented some 68% of them. Are the other 32% disabled, unemployed, studying, or otherwise engaged?
It seems that 6.2% of the labour force (214 million people) was unemployed in 2021. 53.4% (some 1.74 billion people) of the almost 3.26 billion people who worked were employed, 33.3% (1.1b) were own-account workers, 10.2% were contributing family workers, and 3.1% (some 100 million people) were employers.
50.9% of the labour force (some 1.6 billion people) worked in services in 2020, 27.4% (874 million people) in agriculture, and 21.7% (693 million people) in industry.
It seems that people work some 135 billion hours a week: 40 hours / person / week; in 45 weeks, 1,800 hours. Maybe people sell around 6.075 trillion man-hours or hours of service per year for USD 78.9 trillion PPP.

1.2 It seems that almost 224 million people work for less than USD 1.9 PPP / day, almost 366 million people for USD 1.9 to 3.1 PPP / day, and almost 2.67 billion people for more. This can mean that some 0.6 billion people earn maybe less than USD 1k / year.
The International Labour Organisation reported in 2020:
a. "327 million wage earners are paid at or below the applicable hourly minimum wage." "266 million wage earners around the world are estimated to earn less than existing minimum wages – either because they are not legally covered, or because of non-compliance."
b. "around half of the countries with a statutory minimum wage have a single national minimum wage rate; the other countries have more complex systems."
c. "the median value of gross minimum wages for 2019 is equal to USD 486 PPP per month, meaning that half of the countries in the world have minimum wages set lower than this and half have minimum wages set higher."
d. Personal income tax and social security contributions for a single minimum wage earner with no children (% of gross minimum wage) in 2019:
Malawi: 0%
Mexico: 3% insurance
I wrote "insurance" instead of "social security". It seems better to be able to buy some services for yourself than to pay for public services provided to who knows whom.
Indonesia, DR of the Congo, Kenya, Mauritius, Thailand: 5% insurance
Senegal: 6% insurance
Niger: 5% insurance + 1% tax
Morocco, Jamaica, Bahrain, Oman: 7% insurance
Tanzania, Brazil: 8% insurance
If these dues average 15%, the median value of the net minimum wages may have amounted to some USD 410 PPP per month in 2019.
It seems that the median daily income amounted to USD 6.92 in 2019. This would amount to USD 2,500 per year.
It seems that in 2020 wages averaged PPP USD: USA 69.4k, Iceland 67.5k, Luxembourg 65.8k, Switzerland 64.8k, Netherlands 58.8k, Denmark 58.4k, Norway 55.8k, Canada 55.3k, Australia 55.2k, Belgium 54.2k, Germany 53.7k, Austria 53.1k, Ireland 49.5k, Britain 47.1k, Sweden 47k
"For the single worker earning the average wage, the OECD average tax wedge was 34.6% in 2021" This can mean that such workers earned a net income of USD 36,000 PPP or 3k per month.
The World Inequality Lab wrote in their report from 2022:
"An average adult individual earns PPP USD 23,380 per year [13 per hour] in 2021, and the average adult owns USD 102,600. These averages mask wide disparities both between and within countries. The richest 10% of the global population currently takes 52% of global income, whereas the poorest half of the population earns 8.5% of it. On average, an individual from the top 10% of the global income distribution earns USD 122,100 per year, whereas an individual from the poorest half of the global income distribution makes USD 3,920 per year.
Global wealth inequalities are even more pronounced than income inequalities. The poorest half of the global population barely owns any wealth at all, possessing just 2% of the total. In contrast, the richest 10% of the global population own 76% of all wealth. On average, the poorest half of the population owns PPP USD 4,100 and the top 10% own USD 771,300 on average."
Credit Suisse reported that the global wealth amounted to USD 463.6 trillion in 2021, and the wealth of an adult person averaged USD 87,489, so they counted almost 5.3 billion adult people. 10% of them are 0.53 billion people, who might own USD 352.3 trillion. Then one of them would own USD 665k on average.
The wealth share of the global top 1% reached 45.6% in 2021, up from 43.9% in 2019. "USD millionaires gained 5.2 million extra members during 2021 and totalled 62.5 million worldwide at the year end." "The number of ultra-high-net-worth (UHNW) individuals expanded at a much faster rate, adding 21% new members in 2021. The United States (30,470) was the country that gained the most UNHW members, followed by China (5,200). UHNW membership also increased by more than a thousand in Germany (1,750), Canada (1,610) and Australia (1,350). Reductions in UHNW individuals were relatively uncommon. The biggest falls occurred in Switzerland (down 120), Hong Kong SAR (down 130), Turkey (down 330) and the United Kingdom (down 1,130)."

1.3 It seems that between 2010 and 2019 these percentages of the labour force worked for government entities: India <4%, Rwanda 7%, Tanzania 7.5%, Japan 7.7%, Bangladesh 8%, Peru 8.4%, Nigeria 8.6%, Philippines 9.1%, Thailand 9.3%, Vietnam and Indonesia 9.5%, Cameroon 9.8%, Paraguay 10.1%, South Korea 10.3%, Ghana 11%; New Zealand, Mexico, and Guatemala 11.5%; Zimbabwe and Morocco 12.1%, Brazil 12.3%, Chile 12.4%, Germany 12.9%, USA and Turkey 13.3%
If these values averaged 10%, it would mean that 9 people worked to pay 1 person to manage public services provided partly by private entities. If 20% (0.7 billion people) work in the public sector, then 2.8 billion people pay too much or indirectly for services provided "publicly".

1.4 Christopher Kolmar wrote about the USA: "The average employee stays with their employer for 4.1 years as of January 2020." It seems possible that many people from other countries also work on approximately 10 teams during their lifetime. (Of course, they can also be members of teams who carry out activities of other types. One can also say: I'm on these teams: my family, my friends, and my neighbours. So one could easily belong to 15 teams in total.)
"The older a person is, the longer they will statistically remain with an employer." "The median tenure increases with age, as workers ages 55 to 64 remained with an employer for about 9.9 years." One seems improbable to change teams after the age of 55. "10% of workers aged 55+ were with their employers for 12 months or less." "In January 2020, 75% of 16- to 19-year-olds were with their employers for 12 months or less."
One seems to change a job in the private sector every 4 years, one in manufacturing every 5 years, and one with the government every 6 years or less often.
-- "Employees in management and legal occupations stay at their jobs a median of 5.8 years.
-- This is closely followed by architecture and engineering occupations (5.1 years).
-- Educational, training, and library occupations have a median tenure of 5.0 years.
-- Service occupation workers had the lowest median tenure at 2.9 years.
-- Foodservice workers have a median tenure of 1.9 years."
"39% of these respondents indicated they changed jobs for a salary increase."

1.5 "In 2021, the expected duration of working life in the European Union was 36 years."

2. What do employees need?

If one's financial capital amounts to some USD 100k and they can increase it by about USD 2k in the next month, we'd still be speaking of an amount around USD 100k.
If one works for 40 years, one could earn USD 950k. Given that it's improbable to start one's working life with a capital of USD 100k, we could estimate the average lifetime capital of a human being at USD 1 million PPP. If one spends such an amount during 50 years, one would spend USD 20k PPP per year on average. On what?
2.1 Housing
If one is required hardly anything for starting to use a housing unit (e.g. because they inherit it and the unit is in good shape), one might pay some tax, insurance, and maintenance (including the management of air, water, food, energy, etc.). (We can discuss here taxes and other costs of public services.)
One might pay quite a bit for repairs when one starts using a house.
One might pay a lot to own a house. It seems that most people own their houses. Given today's mobility, the benefit-cost ratio of home ownership might decrease. How can we manage housing units more usefully?
It seems that between 2018 and 2022 these percentages of people owned their homes in these countries: Switzerland 42.3%, Germany 49.5%, Austria 54.2%, Turkey 57.9%, South Korea 58%, Denmark 59.2%, Japan 61.2%, France 64.7%, Sweden 64.9%, Britain 65.2%, USA 65.8%, Australia 66.2%, Canada 68.5%
It seems that some people from these countries focus more on using them than e.g. on having the right to transfer to others a right over them. We can agree on who should use which house when and on plans to carry out related activities, e.g. build, supply, maintain, and demolish. One can hire specialists for such activities.
If houses were owned by a collective, its members would agree with the users of those houses. (Example: A neighbourhood decides on who lives in those houses.) Some users might be decision-makers, too. Such an arrangement might make it easier to decide on short-term rentals. We can agree on who should be the members of such collectives. Do we unite in one global collective? Do we manage language communities? Do we use any geographical criteria?
Because some people have instilled in others a fear of communism, they might choose ownership by few people, which fosters oligarchy.
The larger the number of owners of a house, the lower its rent might be. At the moment, Sol Real Estate discusses housing subscriptions with a tiny number of owners per unit.
One can also use other Sol services for a (monthly) subscription.

3. People for your activities

When one places an order, one asks for the result of a number of activities carried out by at least one individual.
The service provider tries to spend as little as possible of the user's money when they do what it takes to fulfil the order, so that they cover their entire life: pay for their housing, spare time, retirement, raising children, public services etc.
When you want something done, you can:
3.1 order us to do it.
3.2 agree with us on what plan is probable to help you the most.
The makers of this plan will indicate who is to do what under what terms (tools, languages, conversation partners etc.). To the extent that you need new personnel, you can:
3.2.1 lease them from us.
3.2.2 hire them with our help.
When you want to give at least one task, you can use one of our private spaces to post a task or a job. We'll let you know to what extent our best candidates can meet the requirements.
We can help design data flows and workflows that make personnel management as effective as you like.

4. Increasing your benefit-cost ratio

4.1 We can help you to take useful actions when you would like to improve work results, e.g. by helping your employees to coordinate better or by motivating them to work with you for a longer time.
4.2 When you want certain employees to improve how they carry out certain activities, you can task Sol Education to train them.
4.3 Each individual can regard themselves as a service provider.
We help people to regard professional connections as customers and to build professional relationships. This is more important than the terms of an order or an agreement, e.g. the work schedule and the owed taxes.
It seems that some employees, especially government employees, imagine that employers pay them, and they treat their customers rather poorly. The users of our services pay us.

5. Best practices

Let's agree on what methods and means would help you the most!

5.1 Some recruiters use telephone numbers.
Why?
If you must place your order over the Internet, but they want your employees to have telephones, why bother with such services? I would not consider such a provider.
Do you prefer employees who can use computer software?

5.2 Some recruiters make telephone calls across borders.
Are you fucking kidding me? Have they heard of the Internet?
Don't you think they're wasting your money?

5.3 Some recruiters try to have unscheduled calls with candidates.
Really? Have they no respect for your chances of employing the most helpful people? If your best candidate is doing something important and suddenly your recruiter calls them, the candidate might be so annoyed that they would want nothing to do with that recruiter. How effectively do you want your recruiter to communicate?

5.4 Some recruiters call candidates to fill forms with words they hear, including over poor connections.
Do they know the first things about data management?
We manage candidate profiles together with them, so they don't fill forms.
Nobody dictates data to us. Our candidates are literate.

5.5 Some recruiters ask candidates questions just to waste resources.
Those questions don't really help you.

5.6 I doubt that any discussion is about questioning people.
The same way it is recommendable for a manager to communicate with their team so that they feel given appropriate trust, I find it recommendable for recruiters to help candidates to express themselves, so that they can discover all available resources (e.g. skills), so that you can put them to good use.
How do you see this? How much do you enjoy being questioned?

5.7 Some employees of some recruitment companies are disrespectful to candidates.
I am under the impression that they continue an attitude that makes slavery possible: they try to treat people as inferior or difficult to trust.
How respectful do you want us to be towards your (future) employees?

5.8 Some recruiters speak poorly the language they need to master in order to do business, e.g. English.
How well do you feel you can communicate with me in English?