Ronghui only needed perseverance, discipline, and a little bit of viral luck to make five figures; he didn’t need a white-collar title. A wave of surprise and admiration was sparked when the Haidilao trainee manager from Singapore’s Plaza Singapura location casually mentioned in a TikTok video that he earns S$10,000 per month. The video, which was shared by content creator Xavier Chew, told a story of loyalty, hard-won success, and a new perspective on what professional value in the service economy can look like.
Ronghui made more money than many local engineers, government analysts, and even mid-level bankers by traditional standards. In a field where burnout and long hours are common, he became a symbol of dedication. His part? a combination of leadership under duress, logistical skill, and emotional labor. In addition to overseeing the high standards of patrons in a high-end establishment, he was also training new employees and making sure the service excellence engine never stopped.
Haidilao Trainee Manager Ronghui – Personal and Career Profile
| Attribute | Details |
|---|---|
| Full Name | Ronghui |
| Nationality | Chinese (Fujian Province) |
| Current City | Singapore |
| Job Title | Trainee Store Manager |
| Workplace Location | Haidilao, Plaza Singapura (Dhoby Ghaut area) |
| Years with Haidilao | Nearly 6 years |
| Monthly Salary | Approximately S$10,000 (as of March 2025) |
| Notable Recognition | Went viral for exceptional pay and service |
| Customer Tipping Record | Received S$1,000 tip, allowed to keep full amount |
| Reference Source | AsiaOne – Melissa Teo Report |
Ronghui’s name has been trending on digital platforms in recent days. Not because he started a business or put out an album, but because he made soup, fixed issues, and kept a smile on his face while working long shifts. Ronghui’s compensation isn’t typical, according to Haidilao, which is renowned for its incredibly successful service model. His pay is determined by his cumulative overtime, strategic placement, and years of consistent performance. The business called it “an exception,” but it sparked a public review of labor valuation in the hospitality industry.
Haidilao has created a culture that has significantly increased retention in an otherwise ephemeral industry by incorporating a reward system that encourages loyalty and performance. Haidilao presents longevity as a rung on the ladder to success, in contrast to many chains where employee turnover is unbelievably high. Ronghui, who has risen through the ranks for almost six years, may receive emotional capital in addition to financial compensation. He is “the face of service done right,” as many commenters have noted.
His salary might be viewed as an algorithmic anomaly in a spreadsheet of averages, or as an outlier from one angle. However, the emotional reaction on the internet reveals more. Not only were people interested in the pay, but they were also motivated by the prospect of receiving financial recognition for their efforts, even in a profession as emotionally and physically taxing as restaurant management. That concept is remarkably similar to what many people wish for themselves.
The vulnerability of frontline work became painfully evident during the pandemic, when countless service workers were underpaid or placed on furlough. That story is reversed in Ronghui’s tale. He has established a new model for upward mobility in the food and beverage industry by sticking to the plan, making constant adjustments, and exhibiting the kind of leadership that is felt rather than displayed.
His responsibility extends beyond serving customers; it also involves establishing a performance-based culture. Numerous online employee testimonials claim that Haidilao celebrates customer satisfaction, staff mentoring, and emotional intelligence in addition to measuring metrics. By that criterion, Ronghui has emerged as a sort of cultural spokesperson for the chain. Even though he doesn’t work with spreadsheets or give keynote addresses, he is unquestionably influencing public opinion.
Stories like his can be especially helpful for early-stage employees thinking about careers in food and beverage. They shed light on what can happen when businesses make significant investments in their employees. Ronghui’s path demonstrates a path filled with mentorship, perseverance, and respect for one another, in contrast to positions that keep workers in cycles of burnout with little opportunity for recognition.
The response on social media was especially encouraging. “I recognize this guy—he’s friendly, always upbeat,” one viewer commented. I even witnessed him perform for the guests. He is deserving of every penny. Others remarked on how uncommon it is to witness someone in such a demanding profession maintain constant enthusiasm and composure. It is uncommon to receive this degree of community and employer validation, but when it does, it strengthens the potent relationship between financial gain and emotional labor.
Ronghui’s story also challenges conventional job hierarchies in the context of career satisfaction. Why is a F&B trainee manager viewed as less successful than a tech or finance professional? His story exemplifies the growing belief that impact, contribution, and consistency are the foundations of value rather than industry alone.
Similar cases might start to gain more attention as platforms like TikTok continue to humanize blue-collar work and highlight underrepresented narratives. Although Ronghui’s viral moment may not result in sponsorship agreements or brand partnerships, it does provide a realistic, unvarnished vision of what dignity in work looks like.
In addition to rewarding an employee, Haidilao creates a narrative that tells potential hires that persistence pays off by praising efforts like his. In a field where attrition is frequently acknowledged as a necessary part of doing business, this is especially novel.
The impact on society as a whole might be greatly enhanced if more F&B chains implemented similarly open and inspiring frameworks. Young people who have lost faith in traditional career paths may find fulfillment in the service sector. Managers with expertise would be kept on board. The bar would be raised. Perhaps most significantly, there would be a rise in respect for labor at all levels.
