Management mechanism of Tong Ren Tang

1992, Tongrentang Group was formally born on the basis of integrating 2 1 core units. Up to now, it has developed into a large state-owned enterprise with 10 companies (including two listed companies), two production bases, two hospitals (Tongrentang Research Institute and Tongrentang Chinese Medicine Hospital) and two centers (Tongrentang Information Center and Tongrentang Training Center), spanning the modern pharmaceutical industry.

Little known is that the composition of employee identity of Tong Ren Tang is quite complicated. There are not only employees owned by the whole people, but also employees with collective ownership status, and more are newly recruited contract employees in development, forming a pattern of coexistence of old and new employment mechanisms and poor wages. At the same time, the overall environment of Chinese medicine has been deteriorating, and the social basis of "not being a good doctor" has long since disappeared, and there has even been a call for "abandoning Chinese medicine"; In recent years, the number of young employees in Tongrentang has increased rapidly, and at the same time, it has continuously entered new fields. For example, Tongrentang Chinese Medicine Hospital, which officially opened at the end of 2008, further aggravated the difficulty and complexity of management.

Faced with the above situation, Tongrentang firmly grasps the main line of "making the best use of talents" and emphasizes that the employment mechanism is different, but the development opportunities, management standards and assessment mechanism are the same. The appointment of cadres does not look at their origins, and the "sea election" is implemented. In personnel management, the standards of cadre management, employee post requirements and implementation system have been unified, and the gap between the two systems in salary growth has been gradually narrowed.

While solving the system problems, Tongrentang knows that brand culture is the soul of the enterprise and the top priority of building qualified employees. By emphasizing cultural identity, it unites tens of thousands of employees with different qualifications and different industries.

All employees who enter Tongrentang, no matter how high their academic qualifications, professional titles and professional and technical levels are, must be trained by the group company on basic knowledge such as corporate culture and corporate development history in order to integrate into the enterprise as soon as possible. For grass-roots posts, Tong Ren Tang focuses on the selection through campus recruitment. New employees must work in the production workshop for more than one year, and then find qualified talents and be promoted to various positions.

At the same time, Tongrentang actively establishes clear promotion channels for employees, and freely authorizes young employees who agree with corporate culture and work hard. Take the health pharmaceutical industry in Tongrentang as an example. The company stipulates that employees who have worked in the front line for more than 2 years, have excellent performance, strong execution and dedication, and have the opportunity to become store managers. After becoming the store manager, the assessment is very strict. First of all, you have to go through the store manager training organized by the human resources department and pass the examination. Then you will practice in the store for a year. During the internship, the regional manager and the management center will conduct monthly and quarterly assessments respectively. Only after passing the examination can he be officially appointed as the store manager, emphasizing lenient entry and strict exit.

This measure has achieved good results. When the Chengdu store opened in 2005, more than two-thirds of the employees were fresh graduates of Chengdu University of Traditional Chinese Medicine. By 2009, they all grew up to be managers at the level of store manager and lobby manager. At present, the average age of health pharmaceutical management is less than 35 years old, and 80% of them are trained by the company. The average age of existing store managers is less than 30, and the youngest store manager is only 23. 65,438+000% were appointed through internal selection.

When entering new industries, Tongrentang gives full play to its brand advantages and unites people with corporate culture. In 2008, Tongrentang Chinese Medicine Hospital was established. When recruiting for the whole country, the top management of the group was quite uneasy, because after all, there was no way to answer doubts, and Tongrentang's competitiveness in salary and treatment was not obvious, but the response of recruitment exceeded everyone's expectations. The number of applicants is close to 3,000, and more than 70 well-known Chinese medicine experts at the national, provincial and municipal levels have been readily hired, which fully reflects the influence of Tongrentang brand in society and the recognition of Tongrentang corporate culture in the industry.

"Any change and innovation in management can only occur and develop in a flexible and open cultural environment, otherwise it will greatly limit the cultivation and exertion of leadership skills." Jiang Xiaodong, the propaganda minister of Tongrentang, believes that enterprises are always faced with a constantly changing competitive environment, but an excellent corporate culture can make enterprises "change with constancy".