Talent is the first driving force for reform

2021-07-27 16:44:07

On July 24, 2021, at the general Manager's office meeting, Mr. Wang Fenghua, general manager, stated that talent is the first driving force for reform.

In order to realize the sustainable development of the enterprise, the senior management of the company has deployed or adjusted some strategic projects according to different development stages. In recent years, the company focuses on the implementation of T5, NPI, MPS, cutting center and other projects. In the process of implementing these projects, some projects are specious, some projects are stumbling, some projects are slow... Why does this happen? I think the company is short of professionals.

First, talent is the primary driving force for reform

The subjective initiative and creativity of human beings to understand and transform the world determine the fundamental driving force and core factor for mankind to achieve high-quality development. The development of enterprises depends on reform and innovation to drive, and reform and innovation needs talent to support. Take the T5 team launched by the company this year for example. The T5 team is an extension of the "borderless management" proposed in the 2015 strategy meeting. The meaning of "borderless management" is to "break the boundaries between people, departments and business units, and truly achieve resource sharing and brainstorm." In 2018, the senior management enriched the content on the basis of "borderless management" and proposed "platform and community". In 2021, the content of "borderless management, Platform and community" was summarized and accurately defined as T5 team. The so-called T5 team is a service team led by salesmen, with PE, CQE, MPS and designers as the core, and a deputy general manager and project manager for strategic customers or key projects. The purpose of establishing the T5 team is to let professional people do professional work, rather than letting the salesman undertake all the business with the customer. For example, technical problems will be connected between PE and customers, quality problems will be dealt with by CQE, and delivery problems will be served by MPS commissioner. Since most of the customers we cooperate with are internationally renowned enterprises, being a T5 team requires not only hard-working spirit and good service attitude, but also professional knowledge and skills. In this way, the process of cooperation with customers can be in the same starting line. The so-called T5 team is a service team led by salesmen, with PE, CQE, MPS and designers as the core, and a deputy general manager and project manager for strategic customers or key projects. The purpose of establishing the T5 team is to let professional people do professional work, rather than letting the salesman undertake all the business with the customer. For example, technical problems will be connected between PE and customers, quality problems will be dealt with by CQE, and delivery problems will be served by MPS commissioner. Since most of the customers we cooperate with are internationally renowned enterprises, being a T5 team requires not only hard-working spirit and good service attitude, but also professional knowledge and skills. In this way, the process of cooperation with customers can be in the same starting line.

Second, we will focus on making the best use of people's talents and strengthen the building of the personnel team

1. Enhance mobility and tap internal talents

For more than a decade, the flow of talent within Ouhai has been good. From vice presidents to grassroots cadres, many of them were selected and trained from grassroots soldiers. In recent years, whenever the production line expansion, industrial chain expansion and promote change, always feel that the enterprise internal available talent is less and less. Why is that? I think we need to deepen our work in two areas. One is to tap internal talent. To tap the internal talent is to be good at finding good seedlings. For the employees with potential, we should make career development plans for them, and enrich the talent pool of the enterprise through talent echelon construction and sycamore plan. Second, enhance the mobility of talents. Within the enterprise, we need to have the right flow of talent between different departments. Some department heads are always reluctant to convey excellent subordinates, which actually limits the development of subordinates. We should learn from shang Yang's reform of Qin State, which separated families for those with more than two adult men, and from some Western countries, which allowed children to be independent when they reached the age of 18, so as to cultivate their courage, confidence and ability to touch new things and challenge new things. On the one hand, the rational flow of talents within enterprises can cultivate the independence of talents. On the other hand, when talents move to other departments and return to a higher position in the department in the future, they can view the internal management from a different perspective, so that they can learn to think in others' shoes and enhance the spirit of collaboration. The ancient people said that "a running water is never stale, a door-hinge is never worm-worn". Only by establishing the internal circulation mechanism of talents can we continuously deliver high-quality talents for enterprises.

2、Deep ploughing black soil and cultivating existing talents

In the aspect of talent training, we should cultivate the black land of talent deeply. This work is not only the matter of sail College and human Resources department, but also one of the main responsibilities of management cadres at all levels. In recent years, due to the reform of the assembly line model and the implementation of the "idle activity" project, the internal talent pool of the enterprise is also relatively reduced. At this time, it is more necessary to cultivate talents deep soil. On the one hand, management cadres should have the courage to cultivate talents and be willing to cultivate talents. Individual management cadre has "the church disciple, hungry thin master" thought at work, afraid of the subordinate training will take away their position in the future. We understand the sense of crisis and self-protection of individual management cadres. However, management cadres should clearly realize that the enterprise is constantly developing, and everyone should improve their professional skills through continuous learning to meet the needs of the development of the enterprise. The process of cultivating subordinates is also a process of promoting their own learning and progress. When talent planning, on the other hand, the human resources department is doing is not just an evangelist, pay attention to the selection and development more than middle-level cadres, should consolidate the foundation of the talent team work, we have to wait from the basic-level technicians, team leader, the position selection of some of the cadres at the grass-roots level, the reserve talents for like, when cadres at the grass-roots level promotion to the middle, These reserve talents can undertake the work of grass-roots cadres, that is, through the construction of talent echelon to fertilize the soil for cultivating talents, so that talents can take root and sprout and grow healthily on the black land of Ouhai.

3、open the door, the introduction of practical talents

Ouhai is committed to creating an open and inclusive culture, and actively promotes the retention of people through culture, establishing a team culture of integrity, integrity, implementation and inclusiveness. We need to get good people in and keep good people. Especially in the new areas of the company, such as the cutting center project, we need to hire professional talents to do professional things. Cutting center projects at home and abroad has been a mature industry. Because business opportunities are fleeting, the external environment is changing, competitors are growing and other factors do not allow us to grow slowly or feel the stones across the river. Therefore, we need to bring in some practical talents from outside to enrich our talent team.