Introduction to the management experience of JD.com team

I believe everyone is very familiar with the online shopping store of this big brand, JD.com. In my personal impression, JD.com is a well-known company with fast delivery, good service attitude and guaranteed product quality. So, how does a boss of the huge JD.com achieve these points? Let’s take a look at the sharing of some experiences and insights from JD.com people on managing JD.com! Introduction to the management experience of Jingdong team Part 1

1. Team formation is all about selecting people.

The first of the eight provisions of JD Group’s personnel management is the capability and value system. All employees are classified into five categories: gold, steel, iron, scrap and rust through quantified measures of capabilities, performance and a value system. Those who have strong abilities but poor values ??are rust, which must be removed resolutely. When it comes to hiring people, JD.com’s primary requirement is compliance with its core values, and ability is a secondary consideration.

2. Managers must be trained from within.

Everyone within JD.com has the opportunity to become a department head. It is also mandatory that 80% of the team’s managers must be promoted internally, and only a small number of managers are allowed to be recruited from the market. The purpose of this is, on the one hand, to cultivate management's recognition and loyalty to the company; on the other hand, recruiting a small amount from the market can also inject fresh blood into the company.

JD.com recruits a large number of management trainees from industry graduates every year, allowing them to integrate into JD.com as soon as they graduate. This fundamentally solves the talent problem of the JD.com team and also raises the cohesion of the team to a higher level. .

3. Give corresponding rewards to loyal employees

JD.com’s team culture emphasizes gratitude. Gratitude is not only from employees to the company, but also from the company to its employees. When employees receive their salary, they create value for the company, and the company gives employees corresponding salaries and benefits as a sign of gratitude. JD.com has a training system that aims to allow employees to greatly improve their personal abilities, knowledge, and vision within a few years of working at JD.com.

Teacher Fan Xiaoning, one of the top ten management consultants in Shenzhen, once said: "The core of enterprise management lies in team management, and business development lies in marketing. An excellent enterprise must take into account both!" JD.com has done it, so it If you succeed, learning from JD.com's corporate management and learning from each other's strengths will help your company achieve better development. Introduction to the management experience of Jingdong team Part 2

Liu Qiangdong once said: If a company succeeds because of the team, if it fails it must be because of problems within the team. Cultivating the team is what I spend the most time on and is also the most important thing internally. After all, as a fast-growing company, outsiders often think that we are "burning out" due to the speed of development. But in fact, if you ask me what makes me most "tired" in JD.com's operating system and I dare not relax for a moment, it is team development. Liu Qiangdong believes that if JD.com fails one day, it will not be because of the market, JD.com’s competitors, or investors. There must be something wrong with our team.

Liu Qiangdong proposed that JD.com has four major principles for personnel management. The first principle is the capability and value system. Classify employees according to their abilities, with values ??first and abilities second. Employees are divided into five categories based on their ability and value matching: rust, scrap iron, iron, steel, and gold. And rust is ability. Those who have strong values ??but do not match the company will be out, because rust is corrosive and must be removed. It can be said that JD.com has solved the problem of selecting employees that are suitable for itself through its own principles. It is a unique model among Internet companies and has created Liu Qiangdong’s own unique path to success.

After years of exploration and practice, Mr. Liu Qiangdong proposed the "inverted triangle" management model, which divided the entire inverted triangle into four sections. The bottom layer is "team" and the penultimate layer is "logistics". System, IT system and financial system", the third to last layer is "cost and efficiency", and the top layer is "products, prices and services" which is user-oriented. The keys corresponding to these four parts are foundation and supply chain respectively. , key KPIs and user experience. It can be seen that Liu Qiangdong’s focus on management planning is “the team is the foundation”.

Liu Qiangdong’s success cannot ignore his unique personnel selection methods and corporate management models. These methods have accurately improved the serviceability of employees, the professionalism of the company, and the coordination of internal operations. Introduction to the management experience of the Jingdong team Part 3

In recent years, Jingdong has developed rapidly. After nine consecutive years of losses, it finally made a profit in 2017, proving the forward-looking and superiority of the Jingdong model.

So far, JD.com has taken the lead in logistics efficiency, but it is still exploring online and offline deep integration models, introducing convenience store franchises, and developing drone delivery.

In the foreseeable future, the situation is very good. While JD.com has achieved great success, countless people are also thinking about why JD.com can succeed?

Liu Qiangdong wrote in "My Business Model": At the beginning of my business, what made me most exhausted was actually cultivating the team. This is what I spend the most time on and is arguably the most important thing internally. My success is because of our team.

So let’s take a look again, what are the secrets of JD’s talent management?

The first thing is to select people. To manage talents well, we must start from the source.

JD.com’s criteria for selecting and employing people

1. Do more than you say. Liu Qiangdong believes that first of all, people who speak very nicely and can only talk rhetoric are not wanted. Second, doing things down-to-earth is the basis for joining JD.com.

2. Start from the basics. Working experience is an important basis for selection. JD.com’s management talents must start from the grassroots level, regardless of their academic qualifications.

3. Must have working experience in domestic enterprises. If you have only worked in foreign companies, you may have team integration problems in JD.com.

4. Integrity. This is the bottom line. There is no tolerance for integrity issues. As long as someone is found guilty of complaining, they will be fired. Executive or not.

5. Have a strong sense of purpose. Liu Qiangdong requires every employee to have the determination and action to "only be the first".

Although there are harsh and unique standards for entering JD.com, JD.com’s care for its employees is real. Liu Qiangdong hopes to help employees settle down, so that their children and parents can have a better life and their satisfaction will continue to increase.

JD.com’s senior executives are rarely airborne, and most are selected internally, so internal training is particularly important.

Jingdong’s training system has different plans for people at different levels

Executives above vice president:

The company provides these executives with domestic First-class foreign business schools have the opportunity to participate in the systematic on-the-job EMBA program. Every year, at least three executives will be arranged to study.

Director-level managers:

Cooperate with well-known business schools to open JD MBA training courses for high-potential talents among director-level managers; in terms of management skills, JD leadership The core goal of the force model is to provide phased learning projects; for newly hired executives, JD University cooperates with the human resources department to provide them with a "90-day executive turnaround plan" with personal support; in addition, each manager must at least Conduct a corporate culture presentation for new employee induction training

Middle-level and lower-level managers:

The challenge that JD.com’s rapid development brings to middle-level and lower-level managers is to implement it as soon as possible. Role changes, and mastering basic team management ideas and business management content. On the basis of 4-6 days of off-the-job training per person per year, at the same time, in busy work, they can "learn by doing, learn by doing" and master practical management skills. "People, management and business" skills.

Grassroots delivery personnel:

Provide a complete training system for each delivery person, provide broad promotion opportunities, and strive to achieve 60%-70% % of managers are trained by themselves.

Liu Qiangdong believes that systematic and three-dimensional training is far more than that. It should be included and run through all daily work, such as when going out, the webmaster Employees will be told to be careful on the road, wear non-slip boots, remind them to bring raincoats, and test delivery personnel on how to answer when customers ask questions.

At the same time, the company also stipulates that any JD.com person wants to do so. To get a promotion, you must personally train someone who can succeed you, otherwise you will lose the opportunity for promotion.

The eight rules of personnel management

Through the ability and performance system. And the quantitative measurement standards of the value system divide all employees into five categories: gold, steel, iron, scrap iron and rust. Those who are very capable but have poor values ??are rust, which we must resolutely remove.

ABC principle. C’s recruitment, salary increase, dismissal, and praise should be decided jointly by A and B***. 8150 principle. There should be no less than 8 subordinates and no less than 50 subordinates for lower-level managers to ensure that the organization will not be bloated and inefficient.

No employee shall bring in more than 2 colleagues. Jingdong, in order to prevent the formation of cliques.

Backup principle. Every manager who has been in a position for 2 years must designate a successor recognized by the company as a backup. Otherwise, you can be dismissed directly.

24-hour principle. Any manager who receives calls, text messages, and WeChat messages from his subordinates must respond within 24 hours. There are two situations where you cannot say "NO". The first is that there are no facts and data to prove that other people's needs are incorrect. You cannot say "NO". A scoring mechanism is established between different departments. If other departments do not cooperate, the requester can Rate it. Second, if it is helpful to improve user experience, no one can say "NO"

The principle of seven ups and eight downs. When there are vacancies in management positions, priority will be given to internal employees, and external recruitment is not allowed. It is also mandatory that 80% of managers be promoted internally.

JD.com provides employees with the material and spiritual honor they need through its internal talent management mechanism, from selecting, cultivating, and motivating people. While meeting needs, it has also formulated Various stringent requirements and standards ensure the efficient operation of JD.com and avoid potential risks, which is why it has achieved today's success.

Many of our companies may not be as large as JD.com, but the management system created by JD.com is indeed worth learning from.