From what this is to how to start, ordered the way you decide. No rate card here — rates depend on your labour structure, and the assessment returns a line-by-line costing.
Three ways to source labour. They differ in how the engagement is defined and how cost is calculated.
Zhenlinggong is a technology platform for flexible hiring on the enterprise side and flexible employment on the worker side, currently focused on restaurant chains and contract catering. A store posts a defined workload — a role, a time window — the platform takes on that work and organises the people to deliver it, and the enterprise pays for the hours actually worked.
The three models differ on two points: how the engagement is defined, and how cost is calculated.
| Model | Definition | Payment basis |
|---|---|---|
| Labour dispatch | A dispatch agency sends people to the enterprise | Per head, per month |
| Business outsourcing | A whole function is handed to a contractor | Per delivered result |
| Contracted workload (Zhenlinggong) | The store posts a workload; the platform takes it on and organises delivery | Per hour actually worked |
In a store, the difference is concrete: hands track footfall, and you pay for the hours you use.
Four stages, running in one system:
Each stage keeps its own record and the four reconcile with each other, so hours no longer depend on manual counting.
Chain service businesses where demand tracks footfall, store count is high, and frontline roles are mostly hourly or part-time. The best fit is a mid-size chain of 20–50 stores with monthly flexible-labour payment volume of RMB 0.5–1 million: large enough to need coordinated dispatch, not yet large enough to build an in-house labour platform.
Typical scenarios: lunch and dinner peaks, holiday surges, product launches and promotions, new-store ramp-up, and the concentrated service windows of contract catering.
Our current focus is restaurant chains and contract catering. For flexible-labour needs in other sectors we record the business model, engagement cycle and headcount, then respond after compliance and solution review.
It turns a fixed labour cost into one that floats with volume.
In a chain restaurant's cost structure, staffing is sized for the peak: to cover the busiest two hours, you carry the same people all day. Under elastic labour, hours are billed as they occur, staffing follows the footfall curve, and idle hours stop entering your cost base.
At the same time, compliance administration, commercial insurance, dispute handling and legal support move into the platform's scope of service along with the contracted workload.
Whether it is worth doing depends on how deep your peaks and troughs are. A gap that appears every month justifies changing the labour structure; a one-off gap can be covered by adjusting the roster.
Administration moves to the platform. What store managers do barely changes.
Administration moves from HR to the platform. What store managers do barely changes — rostering and on-site acceptance were already their daily work; they simply move off paper and out of chat groups and into the system.
| Role | Before | With Zhenlinggong |
|---|---|---|
| HR | Contracts, attendance, payroll, tax filing, injury and dispute handling | Top-up and approval |
| Store manager | Rostering, on-site issues | Raising demand, rostering, task acceptance |
| Worker | Clocking in | Accepting tasks, clocking in, confirming completion |
The boundary is written into the contract: the store sets the business standard, and day-to-day labour management is carried out by the platform to compliance requirements. Drawing that line before signature is what makes the rest run smoothly.
The worker app does three things: accept a task, clock in, confirm completion. All on a phone, with nothing extra to install and no re-registration per store — one identity verification, after which a worker can take tasks across different stores inside the platform.
Three reasons workers come back: time outside accepted tasks is their own; payment is made by the platform per the consideration agreed in the written contract; and commercial insurance cover starts on the first day on site.
Performance stays retrievable inside the platform: accepting a task and not showing up affects future assignments. That rule reads the same way to stores and to workers.
A standard rollout requires no changes to your own systems. Once enterprise onboarding, role configuration and worker identity verification are done, you can start.
The standard timeline is 9–12 weeks: assessment 1–2 weeks, solution design 1–2 weeks, system connection and worker onboarding 2 weeks, a 3–5 store pilot 2 weeks, full rollout 2 weeks, continuous optimisation 2 weeks.
The actual timeline depends on scale and your internal approval chain, and is scheduled by the implementation team. For a single-store urgent gap, scheduling responds at hour level once the requirement is confirmed.
We do not publish a rate card, but the logic is open — and every number comes with its basis.
Two modules, combined as needed: labour risk management — the platform takes on compliance administration and risk coverage across the engagement; and platform recruiting — the platform sources and dispatches people to site.
The rate depends on role type, city, volume and depth of service. The same requirement is priced differently across 20 stores and 200, which is why there is no "from RMB X" figure on this page — that number usually has nothing to do with your actual situation.
Complete a staffing assessment and the costing sheet breaks every line out: service fee, commercial insurance, amounts withheld and remitted as required by law, and the documentation basis you can obtain.
The rate looks high in isolation because the two quotes cover different things: an outsourcing price usually contains labour cost only, while our service fee includes compliance administration, commercial insurance, and legal and dispute handling.
Compare total labour cost, not a single rate. Once staffing tracks volume, hours are billed as they occur, and recruiting spend falls, the total is lower year on year.
The actual figure has to be modelled against your own role structure. We can produce a costing sheet with its assumptions stated.
Modelled results typically fall in a 20%–40% reduction in total labour cost, from three sources: staffing that tracks volume, hours billed as they occur, and lower recruiting spend.
This is a modelled range, not a commitment. Actual results vary widely with talent-pool density, city, role mix and your own staffing structure. We give ranges and conditions rather than guarantees — complete a staffing assessment and the costing sheet states the assumptions and the figures for your structure.
The platform pays workers as the service provider under the agreed consideration, and withholds and remits individual income tax as required by law. The enterprise obtains documentation for the total service value.
Zhenlinggong operates to the resale-model standard: it recruits, prices, controls quality, bears disputes independently, and holds its own data. Qualifying projects obtain 6% VAT special documentation on a full-value basis, and the enterprise can claim the corresponding input-cost deduction.
Every worker's tax record is retrievable, and the enterprise can export cost and hour detail at its own store level.
Platform classification and documentation basis are subject to substantive determination by the competent tax authority.
Boundaries are written into the contract; coverage is written into the scope of service.
Zhenlinggong bears labour-dispute handling independently as the engaging party, with an in-house legal team. Eight tiers of commercial insurance are available, cover starting on the first day on site, spanning accidental death and disability, medical costs and hospitalisation allowance, configured by role risk category; higher tiers are available for high-risk positions such as kitchen work.
Claims run online — reporting, document upload, follow-up — with support staff accompanying the case throughout.
Sum insured and scope of cover follow the plan in force at the time.
Compliance control, commercial insurance, tax filing, hour accounting and legal support in proceedings all sit inside the scope of service. Where a dispute arises the platform leads the handling, and the enterprise supplies the business records.
The boundary is written into the contract: the enterprise sets the business standard, and day-to-day labour management is carried out by the platform to compliance requirements. Drawing that line before signature is what there is to rely on when a dispute arises.
Whether a dispute stays manageable depends on whether the engagement form and the allocation of responsibilities were designed before signature. We front-load those two things, then move into daily delivery.
The boundary is set by the substance of the business — by whether the records across the four stages are complete and reconcile with each other.
Zhenlinggong operates to the resale-model standard, meeting all five conditions: independent recruiting, independent pricing, independent quality control, independent bearing of disputes, and independent data ownership. The classification rules of August 2026 divide platforms into resale, agency and matching types, assessed on substantive operating model, with the competent tax authority looking through to substance.
We keep the records across demand, contracting, delivery and payment complete and mutually consistent. That is what makes the documentation basis hold up.
Determination for a specific project rests with the competent tax authority.
Begin with a 3–5 store pilot. Agree the success metrics before deciding whether to scale.
Yes — and it is what we recommend: pilot 3–5 stores for three months, agree the success metrics and the data-collection basis up front, then decide whether to switch across.
Also, even where an incumbent platform is classified as agency-type overall, a single project that substantively meets the five resale conditions can still claim full-value documentation on its own — provided recruiting, pricing, control and dispute-handling records are kept complete at project level.
Yes. Platform recruiting is a standard module: the platform sources and dispatches people to site. It suits stores without their own recruiting channel, or a new-store opening that needs a full team at once.
People come from the platform's flexible-employment talent pool, matched by role type, store location and service rating. Recruiting targets, headcount and start dates are written into the plan, with progress visible in the system.
Stores can also recruit directly: the people they bring complete identity verification, insurance and payment through the platform. Both routes run the same process in the system.
Three steps:
Service hotline 400-021-6611.
Hotline 400-021-6611 · 28F, CapitaMall Xingmao, 268 Hengtong Rd, Shanghai
