In this case, from what aspects did Haier inspire employees?

By building a unique corporate culture and management model, Haier Group has successfully shaped the team spirit of employees, established a scientific talent development and incentive mechanism, and quickly formed the vitality and synergy of enterprise development. Zhang Ruimin believes that "enterprise management is the management of human resources", "the core task of enterprise team leaders is not to find talents, but to establish and improve the mechanism of talents" and "what China enterprises lack is not talents, but the mechanism of talents".

How can an enterprise (or team) establish a mechanism to give full play to the potential of employees in the development process? How to create a "just, fair", "positive and passionate" corporate atmosphere? How to establish an effective interest-driven mechanism and incentive scheme to fully mobilize the enthusiasm of employees? How to make employees work spontaneously and creatively? And how to reduce employee turnover rate and improve employee stability. , has become a key problem that has long plagued China enterprises and must be solved as soon as possible. Especially in today's state-owned enterprise reform, human resource management must update and expand its thinking, so that enterprises can find a new way to adapt to the current economic development model under the new competition form. To this end, the Training Center of China Corporate Culture Research Association specially held the "Advanced Seminar on Learning Haier's Performance Incentive and Innovation Team Building" in Qingdao.

This course aims to explain team building, incentive mechanism, performance management and assessment, Haier's characteristic salary design, Haier's human development and training in detail. Through cases, help students understand the management processes of enterprise innovation team building and management, employee motivation and so on, and master the basic skills of team management and personnel management. This seminar is hosted by Beijing Bailang Education Development Co., Ltd., and the training-related matters are hereby notified as follows:

Second, the training content

The first part: Introduce Haier's team building and human resource management experience.

First, the team incentive mechanism

1. "Three industries coexist and change dynamically"; 2.80/20 and 10/ 10 mechanism structure;

3. Haier features "team atmosphere motivation"; 4. Haier SBU construction;

5. Team management "clear mode and classified management" (employee career design);

6. "Active" training for employees;

7. Cognition of the role of performance management: human managers and non-human managers;

8. Haier performance appraisal: what to test? Who will take the exam? Test who? How much is the test fee? How to take the exam?

9. Haier's first-line job evaluation: Improve the team's enthusiasm and stability through relatively fair calculation and distribution of integral values.

Second, the human resources development mechanism.

1. Haier's characteristic "culture first" mechanism; 2. Haier personnel recruitment;

3. Haier adopts six principles; 4. Haier training 3 principles;

5. Haier's "dolphin promotion", "rotation upon expiration", "in-position control", "competition for posts", "echelon construction" and "subdivision and upgrading";

6. Haier's three types of retaining people and its countermeasures.

Part II: Introduction of personnel management of department managers and team leaders.

1.2007 "three forces" construction of middle and primary managers in Haier;

2. The specific interpretation and application of the five functions of Haier middle-level managers:

3. The promotion of cultural construction and values construction to management;

4. The application of human resource management in non-human managers:

5. Haier's concept of human resources guides and helps managers' management skills and team performance.

Part III: Interactive discussion.

1. Problems existing in current enterprise management in China (cultural construction, human resources, management mode, platform system construction);

2. Haier's targeted countermeasures and practices;

3. Seek solutions in combination with the actual problems of your own enterprise.

Third, the speaker

Mr. Wang, distinguished professor, Senior Economist and Senior Consultant, Training Center of China Enterprise Culture Research Association; Successively served as director of TQM total quality management office, director of human resources department, director of branch factory, director of manufacturing department and director of management department of Haier Group; MBA from Shanghai University of Finance and Economics, expert in practical consulting and training.

Mr. Ge is distinguished professor, Training Center of Qingdao University, China Enterprise Culture Research Association. He is an expert in cultural practice between academic school and real school, returned school and native school. Over the years, I have paid attention to and participated in the practical work in the field of corporate culture and marketing, and conducted a long-term and in-depth follow-up study on Haier's culture, service and marketing innovation cases.

Fourth, training objectives.

1. Senior management personnel of the enterprise, including: chairman, directors, general manager, factory director, deputy general manager, assistant to the president, etc.

2. Grass-roots managers in enterprises, including department managers, supervisors, backbones and reserve talents.

3. Enterprise human resource managers, including human resource directors, training, performance, recruitment supervisors and related personnel.