Human Resources of Zhenrong Group

The average working experience of Zhenrong Group’s management employees is more than 6 years, and the average working experience of middle-level employees is more than 4 years. Almost all senior managers are trained and promoted internally, and the team is stable and dynamic;

The group has a high-quality team. More than half of the group’s employees have intermediate and senior professional titles, and the per capita output value is growing at an average rate of 25% year by year.

5% of the group’s employees have graduate degrees or above. 90% of employees have college or undergraduate degrees;

The group’s young talents aged 40 and under account for more than 60%, and the group shows endless creativity and motivation. In order to improve and protect employee welfare and enhance employees' sense of belonging, Zhenrong Group has established an attractive and competitive welfare system.

Holiday benefits

1. Statutory holiday benefits

2. Vacation benefits

①Paid sick leave

②Annual leave

③Marriage leave

④Maternity leave

⑤Nursing leave

⑥Bereavement leave

Labor insurance benefits< /p>

1. Insurance benefits: including social pension insurance, unemployment insurance, maternity insurance, work-related injury insurance, medical insurance, personal accident group insurance and other insurance types.

2. Labor welfare:

①Physical examination

②High temperature fee

Gift money and welfare

1. Holidays Gift money

2. Birthday gift money

3. Wedding gift money

4. Birthday gift money

5. Condolence money

Other benefits

1. House purchase benefits

2. Family visit benefits

3. Women’s Day benefits

4. Children Welfare and remuneration principles

Satisfy one premise, that is, meet the requirements of the group's financial solvency.

Focus on two kinds of fairness, namely internal fairness and external fairness: external fairness means that the group’s salary level must be competitive compared with other companies in the industry, and internal fairness means that the group’s internal salary level must reflect the value of the position and Personal skills.

Achieve three matchings, namely, personal benchmark salary matches the relative value of the position, personal salary matches work performance, and total salary matches the group’s benefits.

Salary adjustment

Salary adjustment is divided into overall adjustment and individual adjustment. Overall adjustment means that the group makes corresponding adjustments to the overall compensation management system based on changes in macro factors such as price levels, industry and regional competition, changes in corporate development strategies, and the group's overall performance. Individual adjustments mainly refer to adjustments to salary levels, which are divided into regular adjustments and irregular adjustments. Regular adjustments to salary levels are adjustments made by the Group to employee position salary levels at the end of the year based on performance appraisal results. Irregular adjustments to salary levels are adjustments made by the Group to employee salary levels in the middle of the year due to job changes and other reasons.

Performance Appraisal

(1) Purpose of Performance Appraisal:

1. To help employees summarize personal gains and losses in their work and clarify future work goals and requirements;

2. Help employees truly understand themselves so that they can improve in a targeted manner;

3. Unify their thinking, realize the synergy of the team, and jointly establish the next development plan;

4. Tap the potential of employees and discover talents for the company. At the same time, verify the compatibility between the person and the position, identify problems, and solve them in a targeted manner

(2) Performance appraisal principles:

1. Principles of fairness, impartiality, and open communication ;

2. The principle of linking the performance of organizations at all levels;

3. The principle of rewarding the good and punishing the bad;

4. The principle of process coaching and supervision;

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5. Fixed proportion distribution principle (20% are excellent, 70% are good, and 10% need to be improved (of which 3%-4% will be eliminated).

(3) Performance evaluation system:

1. Organizational evaluation: The group’s human resources department organizes annual performance evaluations of the group, subsidiaries, and various departments.

2. Employee evaluation:

Quarterly evaluation. : The company will conduct performance appraisals at appropriate frequencies based on company and department units based on actual conditions.

Annual Appraisal: Every year, the human resources department at the headquarters will conduct a comprehensive employee appraisal to evaluate employees’ work performance, abilities, etc. Conduct comprehensive assessment and evaluation.

(4) Application of performance appraisal results:

1. Determine salary and bonus;

2. Personnel changes (promotion, demotion, dismissal, etc.); < /p>

3. Training plan and career development