Changhong’s human resources management system?

Changhong, with a brand value of 58.325 billion yuan and one of the world's top 500 brands, actively introduces modern human resources strategic management concepts and builds a "3P" (position management Position, performance management Performance, and salary management Payment) As the core human resource management system, and its promotion and application in practice, it has taken an important step in the implementation of modern enterprise human resource management procedures, making human resource management activities a habit of managers at all levels.

Position management is the foundation

Positions, large and small, constitute the cell cluster of the entire organizational structure system. Position management is also the source of all human resource management activities. In its human resources management activities, Changhong has formed a set of reserve talent selection and training programs for key positions that are in line with its own characteristics, and implemented them as a long-term mechanism. Through qualification review, ability and quality assessment, potential assessment, and with reference to the performance file results of the past three years, a reserve talent pool for key rank sequences such as reserve administrative management, reserve engineering technology, and reserve marketing has been established. The personnel in the reserve talent pool are all key talents in professional fields such as design and R&D, operations management, marketing, and engineering technology. For such talents, the company selects them to participate in off-the-job training and promotion training as a reserve force in the development of corporate business strategies. And by establishing a reserve talent position system that is linked to salary, it provides guarantee for better motivating and retaining outstanding talents.

Position management involves job analysis, job description, responsibility clarification and responsibility authorization, position value evaluation, job appointment and other aspects. Taking job recruitment as an example, it is currently used by education, health, finance, postal and telecommunications, transportation, science and technology and other public institutions in talent selection and recruitment, but there are only a few companies that have successfully implemented this initiative. As a large state-owned enterprise group, Changhong has carried out open recruitment for high-level positions such as regional marketing general manager, property company general manager, infrastructure company general manager, and hospital director based on its own characteristics, allowing more outstanding talents to participate in the competition. activities, and deepened the candidates' knowledge and understanding of the responsibilities, qualifications, and job prospect rules of these key positions.

Performance guidance is the driving force

Performance management is a management process from performance planning, performance execution, performance appraisal, performance result feedback and application, which can be called the PDCA cycle (see figure ).

Effective performance management can guide and stimulate human resources to maximize their work potential, continuously improve work performance, and thereby enhance the overall performance level of the enterprise. Ken Blanchard, a contemporary management guru, pointed out in his book "The One Minute Manager" that in many companies, employees do not actually know what their managers or companies expect of them, so they often suffer from "occupational preference disease" at work. , that is, they have done too many things that their managers did not expect them to do, but they have not made any achievements in the areas where their managers expected them to achieve results. This situation is caused entirely because the manager fails to set goals for employees, or fails to clearly communicate the goal setting to employees. This points out a long-neglected problem in employee performance management: in many cases, employees' inefficient performance is not due to employees' low ability or low motivation, but because of unclear goals.

Before Changhong implements assessment and decomposition, it first establishes the strategic goals of the enterprise based on the needs of the enterprise's business plan, signs a letter of responsibility, and implements the decomposition at all levels. For department heads, it formulates quantifiable KPIs (key Performance indicators) are implemented for assessment, and indicators are designed from the four dimensions of corporate finance, employee growth, customers, and operations to convey and implement corporate operating responsibilities. For personnel below the supervisor, MBO (key work plan) assessment, key event assessment, etc. are supplemented. From prior commitments to subsequent follow-up and implementation, and evaluation of assessment results; through the establishment of a performance assessment incentive mechanism, it can drive the improvement of the overall performance of individuals and departments. While implementing performance management, Changhong emphasized the four major principles that performance management must follow:

Principle 1: Value guidance. When designing indicators, it is necessary to fully consider that the performance indicators and goals set are consistent with the value goals pursued by the organization. The assessment should insist on rewarding the good and punishing the bad to correctly guide employee behavior. Regardless of rewards and punishments, positive attitudes must be created among employees. motivational effect.

Principle 2: Openness, fairness and impartiality.

Performance management should strictly follow its methods and processes. All performance appraisal results should be supported by performance plans and goals, and should be evaluated scientifically and objectively based on objective data and facts.

Principle 3: Forced distribution. For similar job groups with job sequences such as R&D, management, and engineering technology, a mandatory five-level step-by-step method is implemented. Based on the assessment results, forced distribution ranking is carried out according to S, A, B, C, and D, and the relative value is evaluated. Distinguish differences in employee performance and promote talent development and rational use.

Principle 4: Continuous communication. Performance communication is an essential part of performance management. Through communication, we can achieve personal performance commitments and guide employees to continuously improve their performance levels and realize their own value. At the same time, communication should run through the entire process of performance management, whether it is plan formulation, indicator setting, or during the assessment process. Only through continuous communication can we promote the continuous improvement of personal performance and capabilities.

Salary management is the embodiment of value

Human resource management activities ultimately belong to salary incentives, which is also the embodiment of the value of all human activities in all work processes and results. Industry analysts point out that an excellent salary system is to establish a fair, competitive and employee-satisfied salary system, improve employees' work interest and enthusiasm, stimulate employee creativity, and form a virtuous circle of the human resources system. Salary management is closely integrated with corporate business strategy and other modules of human resources management such as positions, performance, recruitment and training, and gives full play to its salary incentive and guidance functions. In addition to the basic function of ensuring employees' living needs, salary's most important role is to attract talents, motivate and retain outstanding employees, thereby improving corporate operating performance and achieving strategic goals. Remuneration activities mainly depend on three major factors: position, ability, and performance. In the implementation stage of salary results importation, Changhong combined with industry best practices and adopted a unified position value evaluation tool, making full use of the 14 key driving factors that affect position value, to evaluate the value of all non-production positions, form a position matrix, and plan Rank and job bands establish the salary levels for each position sequence.

The effective implementation of salary management should follow the "one premise, two fairness, and three matching", meet the requirements of the company's financial payment ability, take into account the salary levels of employees in similar positions inside and outside the company, and achieve personal realization. The remuneration matches the relative value of the position, job performance, and the total remuneration and company benefits. In short, it is necessary to focus on promoting the realization of company strategies and business goals and give full play to the incentive and guarantee functions of salary management. "Pay for the position, pay for the ability, pay for the performance." Changhong's senior human resources personnel expressed Changhong's payment philosophy in one sentence during employee training.

Human resources management is a systematic project, and various professional management modules also have certain connections. Among them, the three modules of position, performance, and salary are the core content of human resources management. Efforts to build a human resources management system with "3P" as the core will play a decisive role in the long journey of corporate development.