In 1968, He Xiangjian of Shunde, Guangdong Province, with 23 residents raised 5,000 yuan, founded the “North Street Office Plastics Production Groupâ€. In 1980, he began to manufacture fans and entered the home appliance industry. In 1992, he resolutely promoted the US to carry out joint-stock reform; It was listed as the first listed company in China to be reorganized by township enterprises...
Such a large enterprise with a star aura is different from the low-key, such as Gree and Haier in the same household appliance industry. It always completes the innovations again and again in the silent, and behind this rapid development, often away from Without a large human resources team, how is it unique in its strategy of selecting people, selecting people and being a man? To this end, HR369 Human Resources Network reporter interviewed Mr. Xu Xinfeng, Head of Human Resources of Midea Group.
Interview with the US Human Resources Supervisor: Revealing the Competitive Advantages of Midea Group's HR Management
Reporter: When did Xu always come to the Midea Group?
Xu Xinfeng: Probably around June of 2012.
Reporter: As a veteran of human resources management in the industry, can you please talk about a situation in the human resources management of today's home appliance manufacturing industry?
Xu Xinfeng: It should be said that the current human resources management in the home appliance industry is uneven, because there are more home appliance companies, the whole situation is very chaotic, basically from white shop to black shop, big shop to small shop to divide, if it is From the big store, because the factory management is fairly standardized, the relative level of human resource management is still relatively high, but the management level of the small store is very low, what is the main store? For example, electric kettles, rice cookers, induction cookers, their technical threshold is very low, the technical content is very low, they can form a factory for dozens of people, such a factory talks about human resources, there is no such thing, there are factories of hundreds of people. Human resources (management) are certainly relatively poor.
The three giants like Midea, Gree and Haier Appliances have higher levels of human resource management, but in the meantime, the level of human resources management of the United States should be the highest, because all the human resources teams in the United States are invited to manage internationally. Public relations companies do, such as McKinsey, Roland Berger, etc., global multinational companies with excellent public management in the human resources industry, so it is still relatively advanced, then relatively speaking, Gree In this respect, Haier is doing it according to the traditional mechanism of state-owned enterprises. No beauty is more advanced.
In general, small and medium-sized home appliance manufacturers, human resource management is still relatively backward, still in a personnel stage, there is still a great distance from the real human resource management, more than 90% is still in the personnel stage, is the traditional Human resources, such as recruiting people, doing small training, it does not have deeper human resources, each link is relatively simple, not deep enough, not refined, this is the case.
Reporter: How to evaluate the entire team of the current human resources department of Midea Group?
Xu Xinfeng: The current professional capacity of the entire human resources team is still relatively strong, but the liquidity is relatively large, because the culture of the American group is change, the only constant is change, it is always changing, every organizational change, every A company change will cause changes in human resources, and people with human resources are constantly moving. Therefore, people with human resources level will not be able to see the same management in two years. They all went to other positions, and some felt that this development in the United States encountered a bottleneck. When he could not go up, he would choose to leave, so the whole team was very professional, but the stability was not strong.
Reporter: Before 2004, before the acquisition of Rongshida and Hualing in the United States, Midea’s washing machine and refrigerator business was almost zero. But after only two years, Midea has completely surpassed its competitors in air conditioners, refrigerators and washing machines. What are the unique advantages of the US group behind the rapid development of the US group?
Xu Xinfeng: Because the advantage of Midea Group lies in this sales, Midea’s marketing is actually very powerful. It is good at advertising and good at making promotions. So in terms of the acquisition of washing machine and refrigerator business, the former company did not do well in marketing business. In fact, the acquisition of the two companies is actually two factories and one brand (Rongshida), the refrigerator is Rongshida, the washing machine is Little Swan, but the United States is also developing its own refrigerator and washing machine, which means that Midea is using its marketing advantage. Quickly open the market and open up the market share. The role of human resources is to provide strong human resources support for the company's brand promotion and strategic transformation. For example, if it wants to make overseas customer orders, it will recruit a lot. This overseas customer developer, who established this overseas marketing base abroad, will also recruit many domestic sales experts to enrich the marketing front line to help it quickly open the market, so human resources also have a strong support in it.
Secondly, the management of the entire washing machine and the refrigerator, human resources are also infiltrated into various corners. After the acquisition, the management of the company of Rongshida and Little Swan was completely replaced, all of them were replaced by beautiful people, so work in human resources. In other words, it is the acquisition of a new company. How do you instill the culture of beauty into it? Also consider whether the existing personnel can meet the strategic needs of the company, whether it can be developed with the company, if it is not suitable. It will be replaced by all. Therefore, human resources are behind the scenes, all the unsuitable personnel are fired, and then a lot of people from the group are transferred, so that many newcomers can be recruited, and the company's skeleton replacement can be completed.
Reporter: On the evening of December 14, 2014, Midea Group issued a notice saying that it had signed a strategic cooperation agreement with Xiaomi Technology. Xiaomi’s 1.27 billion yuan was invested in Midea’s group, and this time’s shareholding was for the entire human resources department of the United States and the entire group. Are there any major changes in personnel?
Xu Xinfeng: There is no change, because Xiaomi is only interested in stimulating the ecological chain. The beauty is to build the ecological chain. Because it has to move toward intelligence, it must cooperate with Xiaomi. Because Xiaomi is an expert in Internet marketing, it hopes to use Xiaomi Internet. This platform of marketing expands its influence. At the same time, it also hopes to expand the market with some intelligent things of Xiaomi. If the US needs to increase marketing or the stock price rises, there must be a conceptual thing. The conceptual thing is that It has to cooperate with Xiaomi. It has to cooperate with Alibaba. It is a strategic intention, so it has no influence on personnel.
Reporter: It is understood that the focus of the US group on human resources management is to manage people, and then to supervise people. Can you tell us about this specific operation of the person in charge of the matter and the management of the person?
Xu Xinfeng: The management of the United States is based on a system that is a former foreign-invested management consultant. The system that is well-made is which position it needs to set up, and then finds people according to the requirements. Now all The big companies are all operating like this.
Reporter: From 1968, Mr. He Xiangjian only led 23 people to start a business. Now, more than 100,000 employees work together. If there is no attractive corporate culture, you can't do this. What kind of corporate cohesion do you think? So that everyone can work together for the company?
Xu Xinfeng: If you want to talk about the cohesiveness of beauty, then its welfare is still very good, because its management is more humane, many things can be negotiated, many employees can play his personal value here, as long as You have the ability to get what you want. And the United States now basically has the backbone of the practice, and the grassroots can also hold shares, so there is a big motivation, that is, equity incentives.
Another aspect is the internship partner system. The company's 135,000 people can be partners of the company. As long as you help the company sell an electrical appliance, the company will give you a commission, and everyone will be a salesperson. For example, You are my relative, you want to buy air conditioner, I will introduce you to the beauty, the online price sells 1900, I will sell you the price of 1600, after the cheap 300 you buy, then the company will give me a part, maybe that The cost of air conditioning is 1000, then the company will give you 300, and the company will earn 300. The 300 that I sold to you before was sold by the dealer because he has total distribution, distribution, consignment, and three. Level structure, each level must be divided up, then cut this part now, directly from the factory to the staff, the employee to the customer, the shorter the intermediate link, the lower your cost, is equal to the incentive All the staff went to sell beautiful appliances.
Third, Midea’s current internship business plan, every employee, including grassroots employees, can apply for a venture capital fund. If you have a good project, you ask the company, the company will give you a sum of money, if the project is completed, The company also gives you a share, because this model is that you work in the company, you can also form a team with a few colleagues, while working and doing research and development. (Don't worry about affecting work) Don't worry at all, even front-line employees can do this. The combination of these three aspects has enhanced the company's cohesiveness and centripetal force. So through these models, let each employee contribute to the company, everyone must work hard, you can look at it, at 10 o'clock in the evening, the beautiful building is still brightly lit, many people are still at work.
Reporter: It is said that the competition in the 21st century is the competition of talents. The base of the United States in Shunde does not have a good geographical advantage. In such a case, whether the Midea Group has its own set of characteristics in recruiting talents. Mechanism, use people to compensate for the defects of the geographical advantage?
Xu Xinfeng: Midea has production bases in 16 countries and regions around the world. There are more than 30 factories in China and 11 factories in foreign countries. It is basically distributed in various regions of China. Although not in Shunde, it is Shenzhen, Suzhou, Chongqing... have factories, so there is no impact on the selection of people.
If you recruit people, the United States now recruits two types of people. One is a fresh graduate. Every year, it will be recruited from 985 colleges and universities across the country. Now it is mainly based on master's degree, supplemented by doctors and undergraduates. To 50%, 20% of doctors, 30% of undergraduates, but these bachelors are generally 985 colleges, if not 985, do not. The second type of talent is the engineer. These people are at least undergraduate and have more than 5 years of work experience. The third type of person is quite special, because now the United States has to do a lot of research and development, sales, it needs to dig some experts from Siemens, GM and other multinational companies, now mainly Japanese companies, such as Panasonic, Toshiba companies dug If there are more people, then they will use headhunting and dig some expert resources from Japan, the United States, and the United Kingdom to work. These experts are mainly for research and development.
Reporter: Is there any deficiency or defect in this recruitment model?
Xu Xinfeng: If you want to talk about the shortcomings and shortcomings, it is that the newly recruited graduates have limited room for growth. What is the reason for this? Because now that the United States has passed the rapid development, it is now in During the period of stability, it has all the cadre posts in it now, so those new recruits can no longer be upgraded. If it is in a period of rapid development, it will produce many jobs and supervisor positions, so college students Development will encounter bottlenecks.
Reporter: Whether it is the Fortune 500 or the small business that just started a business, it must be in a stage of continuous learning and progress, and the development of the enterprise cannot be completed by a perfect selection mechanism. For the improvement of talents, the growth of employees It should be something that every company must consider. So, what efforts are you doing in this regard?
Xu Xinfeng: We have a plan called Voyage, which is to train the successors of the company's future departments. Another is the pilot program. The pilot is the director and general manager. If the flight is a flight, it is usually the squad leader. This is to train the middle and high-level. If there is a part of the college students, there will be a special training camp every year. If the university students come in, they will hold a national training. There will be a special training every two years. There are many ways to train. There is an outdoor development to the outside, a few days of closed training to the company and so on. There are many ways, but the purpose is to train these people's management skills, and everyone can exchange ideas to produce new things.
Reporter: Many large enterprises will choose to build a human resource management system. In this regard, does the US have built such a system?
Xu Xinfeng: The term human resource management system actually has two meanings. The first one is the human resources system problem, and the second is the IT human resource system, which includes some training systems and recruitment systems... This is the human resources software operation. The system, this beauty has been around for a long time, and it is now also optimizing the system from the new.
Reporter: Now I am talking about this strategic human resource management. So in your experience, what kind of role should HR play in this management mode?
Xu Xinfeng: As a strategic human resource management, HR should be the aide of the president and the most important aide in the enterprise. Because the development of the company is inseparable from the development of talents, because leaving the talents to talk about development is virtual, so the company’s The strategy of talent strategy and leadership is the most important resource for the company. Therefore, the vice president of human resources of many companies ranks second in the company and is very important. One thing, you want Whoever does it can succeed, and whoever you do will fail, so in the United States, the HR Director is a member of the company's management committee. In other companies, it may not be so high.
Reporter: The United States is constantly developing, and the premise of development cannot be separated from the support of talents. What kind of development trend will the US human resources department have in the next period of time?
Xu Xinfeng: It is now to adopt the "three pillars" model, which is called BP, COE and SSC. The so-called BP is business cooperation, COE refers to human resources experts, and the SSC refers to the human resources sharing service center, headquarters. Only COE, each business group or business unit is doing BP, then each factory is doing the service of SSC. The way of this pattern is also the way that many multinational companies are also using it, including Siemens and Procter & Gamble. Mode, the beauty will also use this mode
Reporter: Soon a group of new college graduates have stepped into the society. For such a group, if you want to enter the United States, do you have any good suggestions for them?
Xu Xinfeng: I think there are three important points, because the annual recruitment of the US is now a referendum on the Internet. The referendum is a test, and then a written test. After the written test, there will be no leadership group, scenario simulation, speech.... It is said that in every aspect, (graduates) must grasp well, and must be meticulous. The beautiful recruits only recruit four types of people, one is financial, one is sales, and the other is research and development. Classes are managed. The demand attributes of these four types of people are different. The most difficult to apply here is management. The R&D (requirement) is the lowest, and sales and finance are second only to two or three. Because there are fewer people recruited, but there are more people who apply for it. Those who want to apply for management must have their own characteristics. If the company thinks of you, has professional knowledge, has social practical experience, and is also a very stable person. So that you have the opportunity to admit. The financial class, as long as you are a boy, the opportunity is higher, because the company needs to recruit some boys in this piece. That marketing class, you have to be flexible, the company in this piece likes flexible people, that research and development needs to be calm and calm, no need for flexible people, so everyone from doing resumes, posting resumes, online testing, no leadership group, Scenario simulations, presentations, and interviews to retests must be mastered. The number of people recruited by the United States is about 900, but the number of resumes on the Internet is about 140,000. At present, the proportion of some jobs may go to 500:1. Normally it should be 100:1, but it is really applied. People are more than net investment, the net investment of 140,000 has been brushed, there are probably 300,000 people who have not brushed, and many of them are directly to the scene, this kind of tens of thousands of people.
Reporter: Mr. He Xiangjian, the founder of the United States, said at the internal meeting that the handover of the company to a more international professional manager is a kind of responsibility for the enterprise, then you feel that under the leadership of the founder What is the difference in management of professional managers?
Xu Xinfeng: There must be a big difference, because it is plain. For the founder, the company is his own. He must be more diligent and demanding, but the professional manager is a working person, but he uses equity and manager. People are put together, so when he is doing things, he may look at the short-term and not look at the long-term. This is the biggest difference. If it is the boss, he will not look at the short-term for a long time, because for example, the company wants to be in this land. If you invest in a project, you have to invest 100 million yuan, but this one hundred million may only recover 10 million in the first year. In the first five years, you can only recover a total of 50 million. But after five years, I may recover 50 million each year. That is to say, in the next five years, you can recover 250 million yuan, which is equivalent to recovering 300 million yuan. If this is the boss's decision, the boss will definitely say it, because I can recover 300 million yuan in ten years, I am making money. However, in the case of professional managers, he will not do it because he will recover 10 million in the first year. Then, next year, the company will see that my economic performance has invested 100 million yuan to recover 10 million yuan. The investment is not proportional to the output. Professional managers are performance-oriented, and he is most concerned about performance indicators, so it is also a difference in management.
Reporter's Notes: Before interviewing Xu Zongqian, although there was a relationship, he did not have a deep understanding. His impression was only a few lines on the business card and the gimmick of the US HR director. On the day of the appointment, I changed from the original Shunde to Dongguan. Later, I learned that Xu always runs around in Shunde, Dongguan, Shenzhen... different cities every week. Because there was some delay, Xu always seemed a little late, but when he met, his courtesy and modesty made me a little shocked. After the interview, I talked a lot about management knowledge, and there was no shelf. I want to be beautiful or because there are a lot of managers who are like the general manager of the low-key and good quality of Xu, and it will develop more steadily tomorrow.
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