Talent strategy case

In the early 1980s, with the passion of starting a business and serving the country and the ideal of improving the quality of life of Chinese people, Shimao entered the Chinese mainland market and actively participated in the forefront of urbanization in China. For more than 20 years, Shimao Group has maintained consistent foresight and market sensitivity, followed the pace of rapid economic development in the Mainland, and established a new wealth landmark and a clear banner of diligent innovation in the high-end real estate industry with advanced strategic vision and unique investment concept. Looking back on the development process of more than 20 years, the key to Shimao's remarkable achievements lies in better optimizing and making full use of various resources, especially the acquisition and efficient utilization of human resources, which ensures Shimao's firm foothold and rapid development in the fierce market competition and gradually casts the Jinyu brand with considerable market popularity. With the sustained development of Chinese mainland's economy, more and more multinational enterprises are pouring into China, and the market competition is becoming increasingly fierce. Competition has penetrated into different markets and sub-sectors of the same market, and the focus of competition has been on the comprehensive competitiveness of capital, management, brand, technology and talents. In the rapidly changing real estate industry, Shimao Group has a long-term foothold and keeps pace with the times. Since/kloc-0 entered the Shanghai real estate market at the end of 1999, we have grasped the way to win by competition, started with human resources, strived to build the core competitiveness of management, and determined to rely on talent strategy to integrate management capabilities and upgrade to a higher level. In the aspect of human resource management, by introducing strategic human resource management scheme, the overall decision-making implementation and management level of the group will be improved, an efficient "win-win" interactive platform will be built, people will be retained with promising career, attracted with excellent mechanism and treatment, cultivated with excellent corporate culture, and motivated with the development prospect of the enterprise, so as to strive to build an excellent talent team.

Innovating the mechanism of recruiting and employing people

-Using talents in an eclectic way is a sword for Shimao to successfully explore the high-end market.

On the one hand, Shimao carried out the "encirclement talent search plan" to break through the region, and crossed national boundaries, boundaries and channels around the world to find talents who agreed with Shimao's core values; Through this recruitment method without geographical restrictions, we strive to break the traditional concept of employing people at the beginning of recruitment and recruit talents from all aspects to the maximum extent according to the development plan of the group. Talent-oriented operation has greatly improved the efficiency and success rate of personnel recruitment and selection; On the other hand, it is to gradually break the boundaries between identity and qualifications, establish a flexible employment system, and change the group's employment standards to merit-based employment, so that employees no longer rely on their original identity and qualifications to enjoy success. All new employees entering Shimao have no concept of life tenure. With the development of the group, every employee has unlimited promotion space and opportunities according to the improvement of his own ability and the accumulation of relevant experience. Accordingly, based on the recruitment strategy and position management system, people have developed systematic evaluation tools, which transform different levels of position requirements into different core competence models and competitiveness latitudes for recruitment interviews, follow-up employee training and promotion of employee career planning. These measures undoubtedly add endless impetus to the construction of employee development platform, and give strict measurement standards. Systematic evaluation tools not only provide scientific reference for group recruitment and selection, but also reserve a broad space for future refined management.

It can be said that Shimao attracts more and more talents with its unique open and rigorous three-dimensional recruitment method and systematic and scientific interview tools, and strives for the common progress of individuals, groups and the environment. From the moment they joined Shimao, the new employees got the edification and generous encouragement from Shimao culture on the unified education management platform, and they all established the spirit of struggling and enterprising and the innovative spirit of being brave in practice and overcoming all difficulties. At the same time, Shimao people also tried their best to attract returnees with a broad mind and achieved certain results.

Innovative performance management system

-Fairness and justice are the cornerstones for Shimao to improve its overall management level.

Performance management is an important part of human resource management, which provides guiding documents for the implementation and execution of other systems. If performance appraisal is improper or communication is insufficient, it will often have negative effects, which will directly affect the cooperation efficiency of the team and the enthusiasm of employees. Therefore, the performance management system is a "double-edged sword" for human resource management.

Shimao decided to design and implement a performance management system according to the Group's current industry development and performance management, overall development strategy and human resource management objectives, so as to fully mobilize the enthusiasm of employees and improve their work efficiency.

Shimao's specific approach is to use the "outside brain" to implement the "talent-oriented management and development plan". Shimao's people-oriented management core idea can be implemented through the following two indicators: first, performance appraisal indicators oriented by "key performance indicators"; Second, the behavioral indicators oriented by enterprise core values. Through the above two indicators, the performance appraisal system will be fully quantified, so that fair and just assessment and incentives can be based on evidence.

"Key performance indicators" attach great importance to people-oriented, emphasize the combination of teamwork and individual play, emphasize the embodiment of individual value on the basis of team performance realization, decompose the group's phased objectives into each team, formulate strict and operable team KPI indicators, and further subdivide them into individual KPI performance indicators with time limit and quantitative constraints, and so on, subdivide them layer by layer, and continuously move down the management center and responsibility center to realize the overall strategic objectives of the group through individual efforts and efficient cooperation of the team.

Innovative salary distribution strategy

-Doing everything possible to retain talents is the source of Shimao's power to win the future.

With the unique cultural atmosphere and interactive platform for resource sharing, Shimao actively advocates and vigorously promotes personal value expression and career development planning based on teamwork efficiency at all levels of the whole group. While improving the efficiency of teamwork and the overall competitiveness of Shimao, Shimao guides and assists employees to gradually realize their personal career planning, and constantly accumulates the belief that their career will be successful and the rich returns of material foundation. Therefore, Shimao has implemented a set of industry competitive salary system that is suitable for employees' performance. As Shimao's long-term and lasting development orientation and management focus, it is used to encourage more employees to make continuous progress in teamwork. The salary reward system adopted by Shimao is a broadband salary system, which mainly widens the internal distribution gap according to the contribution, combines the salary with the group welfare, post responsibilities, personal performance and teamwork indicators, and gradually establishes a distribution mechanism with post salary as the main body, which has strict theoretical basis and solid practical data support, and fully reflects the comprehensive respect for employees' contribution, value and ability. Every Shimao employee, through personal efforts to make any contribution will be higher than the market average return.

Innovative education and training system

-Interactive and efficient talent education is the magic weapon for Shimao to stay young forever.

Training is the driving force for the development and innovation of modern enterprises, an important way to attract outstanding talents and a lasting strategic investment. Because many enterprises don't have long-term strategic planning, they often "hesitate" in training, and even deduct training expenses when their operations are stagnant, which leads to unsystematic training, vague operation, lack of long-term and pertinence, and the long-term effectiveness of training can't be exerted, and the overall input-output ratio is seriously unbalanced. This vicious circle makes enterprises more reluctant to invest in training, and the development and innovation of enterprises can not be guaranteed.

According to the characteristics of the real estate industry and the training needs of employees, Shimao first made an adequate training budget, and then made a detailed training plan and arranged training courses on the basis of sufficient funds, which were strictly implemented at all grassroots levels. In terms of teachers, Shimao will combine external training resources and internal excellent lecturers to conduct multi-level targeted training. The courses arranged are not only professional training, but also life lectures such as investment and financial management, as well as training courses in management at all levels. The basis of all training courses is to fully reflect the core values of enterprises and various "core competence" models for different employees; Training methods include obtaining qualification certificates, giving lectures by experts on the spot, professional salons, MBA training courses, etc., so as to enhance personal value.

The above four aspects are only the four key links of Shimao's human resource management, and they are the breakthrough for Shimao to enhance human resource management. Human resource management is a systematic project, and it is also a humanized enterprise culture construction process. The starting point is the strategic mission of the group and the needs of employees. Through the synchronous combination and mutual promotion of Shimao's corporate culture construction, the implementation of strategic planning is guaranteed, and the end point is to achieve a win-win situation for employees and Shimao and complete Shimao's historical mission of improving the quality of urbanization construction.

High-quality projects need high-quality employees, and excellent enterprises need elite talents. Shimao's efficient management team and perfect talent echelon embody the spirit of accepting all rivers and talents, providing a powerful and constantly upgrading support system for the efficient use of human resources, and ensuring that more employees and teams are systematically trained and exercised to achieve Excellence.

Talent Strategy of Little Swan Company

Hostage equals quality, and Little Swan's values are people-oriented, and Dexing enterprises, undertakings and people are integrated.

"Everything depends on human effort", and the gathering of competition is the competition, specialization and professionalization of its talents. Human resources are an inexhaustible slander of enterprises.

Little Swan should educate people with career and keep people with feelings. That is, encourage individual achievement and pay attention to teamwork.

Recruitment: "people should look at academic qualifications, people should look at ability, and distribution should look at contribution." In order to make the cause develop continuously, we must face the world, that is, we must attract talents and make good use of them in order to retain them.

Use: "qualified people do qualified things", compete for posts, clarify responsibilities, assess performance, and strictly encourage; Select the top ten employees in the enterprise every year to make outstanding talents stand out.

Training: institutionalization, continuous re-education of enterprise employees, so that the majority of employees "recharge."

Talent strategy of Greenland Group

Humanistic idea

Insist on inspiring people with vision and goals, cultivating people with the platform of career development, retaining people with emotion and treatment, and encouraging talents to constantly surpass themselves and board a broader stage.

Human resource objectives

Adhere to the "people-centered" enterprise development concept, attract, cultivate and retain high-level talents closely related to the operation industry, and build an elite talent team with reasonable configuration and optimized structure; Form effective macro and micro human resources development and management capabilities, and form humanized and efficient management for employees at all levels; Constantly improve the innovative salary and welfare system, adapt to the brand and scale of the enterprise, ensure reasonable flow, and provide a solid guarantee for stabilizing key employees; Create an excellent employer image of real estate enterprises, build a "learning organization" employee growth mechanism, and effectively promote the development of employees and enterprises.

Through the effective implementation of talent introduction strategy, management promotion strategy, salary and welfare strategy and employer's brand strategy, we will create an ecological environment for talent career development of "working, studying, becoming a talent, developing, contributing and succeeding in green space".

Human resource mechanism of humanistic concept

Greenland regards talents as the most important wealth of enterprises and the driving force for their long-term development. Through the establishment of talent training mechanism for echelon selection, fair and scientific performance evaluation mechanism, classified training mechanism and reasonable and rich welfare distribution mechanism, the long-term * * * win-win interests of enterprises and employees will be constructed, and the * * * growth of enterprises and employees will be realized.

Zhongxing strategy

ZTE —— Establishing "People-oriented" Talent Strategy 2 1 Competition in the century is, in the final analysis, talent competition. Talent is the most precious resource and wealth of an enterprise, and establishing a long-term talent strategy is the fundamental guarantee for the sustainable development of an enterprise. As the general manager of ZTE said: "In high-tech enterprises, the traditional asset management has fallen to a secondary position, and the management of human capital is the most important corporate behavior. Like other capital elements, the main goal of talent capital management is to expand and add value, introduce talents, and use talents as talent capital that can increase enterprise assets. "

In order to manage "human capital" well, on the one hand, ZTE has made a strategic plan for talents, set up ZTE Research Institute in Shanghai, where communication talents are most concentrated in China, and Nanjing, where program-controlled switches are most developed in China, and introduced a group of local senior technical talents, thus forming the largest and most innovative high-tech R&D team in China. On the other hand, by establishing a "people-oriented" talent capital management mechanism, around the core of talent capital, the enterprise resources such as funds, projects, jobs, goals and markets are allocated and positioned. The post development system of ZTE's technology, business and management has created sufficient development space for everyone who has the ability, regardless of their qualifications. "People-oriented" is the core of ZTE's corporate culture. This "people-oriented" talent capital management mechanism not only attracts a large number of talents to join ZTE, but also makes them grow rapidly and stand out in ZTE.

Waveguide strategy

Focus on encouragement and sharing.

Bird adheres to the people-oriented talent concept, standardizes human resource management, and is committed to building a first-class talent mechanism. "Incentive and sharing" is the core of Bird's human resource management. The company constantly explores the salary and welfare system of modern enterprises and establishes a perfect training system.

Bird talent strategy

1, people-oriented, gathering talents.

2. Capable people authorize and successful people reward.

3. Teaching students in accordance with their aptitude: on seniority, those who are capable are superior, those who are mediocre are inferior, fair competition, survival of the fittest;

4. Retain people by events: implement targeted, project-oriented and knowledgeable management to ensure that specific things can be retained and facts can be retained;

5. Affective person: the limited employee stock ownership plan is implemented, and the shares of employees who have made significant contributions, especially middle and senior technology developers, managers and marketers, are distributed according to the principle of distribution according to work.

6. Know people and be good at their duties: make corresponding work arrangements according to personal strength, and closely combine personal goals with company development.

Guided by the business philosophy of rejuvenating enterprises through science and technology and talent-oriented, the company established the first enterprise postdoctoral research center in Ningbo. This is not only the affirmation of Bird's scientific research strength from all walks of life, but also the result of Bird's emphasis on scientific research and talent training, which is a major achievement of Bird's talent strategy.

Bird's own "university"

The company attaches great importance to the construction of internal teachers and the training of internal lecturers, and makes full use of the company's internal training resources. Now, through open recruitment and trial selection, a lecturer team of Bird Company with more than 30 people has been formed. While regularly organizing various professional trainings, the company will also set up Bird University internally to provide all-round skills and quality training for employees at different levels and stages.

Numerous appreciation opportunities

The company has strengthened the management of decentralized employee training, and adopted the training mode of first decentralized and then centralized, so that the pre-job training covers every employee. The company has also jointly set up a postgraduate course in communication and information engineering with Zhejiang University, and an MBA distance learning course with Guanghua School of Management of Peking University. Through outsourcing and internal training, talents at all levels are trained according to job classification. The company sends technicians to foreign countries for training from time to time, and communicates with French SAGEM company and South Korean SEWON company.

Flexible management mode

While providing various training opportunities, the company allows employees to make internal and external changes in their posts, so that employees can better play their roles. The internal post competition system implemented in early 2002 has provided more opportunities for employees to compete and develop.

Gradually implement the limited employee stock ownership plan (ESOPL).

Guided by the values of "the person who has made great contributions to Bird is the owner of Bird", Bird adheres to the principle of being able to hire people, retaining people with things, and inspiring people with emotion and material spirit, and gradually implements the Limited Employee Stock Ownership Plan (ESOPL) within Bird. Reward shares according to the principle of distribution according to work, so as to improve employees' sense of participation, give play to their sense of ownership and fully mobilize their enthusiasm for work.