Introduction: Vanke's predecessor was Shenzhen Modern Science and Education Instrument Exhibition Center, which completed the shareholding system reform on 1988 and was renamed Vanke Enterprise Co., Ltd. on 1993. The following is my impression of Vanke's human resource management, hoping to help you.
At the end of 2003, the company's total assets were 105 1 100 million yuan and its net assets were 470 1 100 million yuan. The real estate business covers the whole country 16 cities, forming three regional management centers in Shanghai, Shenzhen and Beijing.
Vanke, the leader of China real estate industry;
Vanke, one of the first listed companies in China;
Vanke, "Whampoa Military Academy in the real estate industry";
Vanke, one of the few real estate enterprises that publicly claim to earn only sunshine profits;
Vanke, a respected enterprise, was selected as one of the top 200 SMEs in Forbes and one of the top 6 most respected listed companies in China in 2003 by PricewaterhouseCoopers. Vanke ranked in the top 20 for two consecutive years in the selection of "China's most respected enterprises" jointly launched by Peking University Guanghua Management Case Center and Economic Observer.
Vanke, a dedicated enterprise, constantly does subtraction in diversification and refinement and intensification in specialization;
Vanke, a lonely enterprise, has always adhered to her brand ideal from its birth to today. Her ideal is: from the details of life, provide considerate services, create a high-quality living environment, and establish an ideal life with customers that can show their taste;
This is Vanke, impressive but somewhat mysterious. What supports her rapid development is her unique human resource management system.
From "Primitive Productivism" to "Rich Life" —— The Evolution of Talent View
Talent concept is the soul of Vanke and the crystallization of Vanke people's constant pursuit and thinking. Its continuous enrichment and deepening track reflects the company's gradual maturity.
Primitive capitalism
1In May, 984, Vanke was founded. The pressure of survival and the impulse of primitive accumulation required a group of entrepreneurs who were brave in pioneering. The company put forward a slogan with strong entrepreneurial color: "Brave, exploration, innovation and success".
Under the guidance of this concept, human resources policy is mainly based on spiritual encouragement, supplemented by simple labor management; The distribution system is based on seniority and equality of welfare policies; It is common for employees to work overtime and unpaid overtime; The company's ultra-utilitarian values prevail, with the original color of * * * productism. This concept of talent also inspired the first generation of entrepreneurs' passion for struggle and directed a touching entrepreneurial story in Vanke's history.
Talent is Vanke's Capital-"Invisible Assets on Balance Sheet"
At the end of 1988, the company carried out the shareholding system reform in accordance with international practice and became one of the earliest listed shareholding companies in China. In 199 1, Vanke put forward the idea that "talent is Vanke's capital". Thinking:
Employees are not only factors of production, but also partners of enterprises. Accumulating and cultivating outstanding talents is the foundation of Vanke's success.
Pay attention to the standard of moral integrity and take training people as Vanke's social responsibility.
It not only emphasizes that individuals should have team consciousness to the organization, but also emphasizes the contribution of enterprises to society.
In the recruitment advertisement of that year, Vanke played "Respecting people and creating a harmonious and passionate environment for outstanding talents are the primary factors for Vanke's success; Vanke people from all corners of the country constantly pursue innovation and Excellence, which is an inexhaustible source of Vanke's strength and the capital for Vanke's development and growth. " The respect for talents has enabled Vanke to gather all kinds of talents from all over the country and ensure the needs of business development.
1992, the company issued the Vanke Employee Handbook, which was publicly released online, comprehensively expounded Vanke's values and internal basic rules and regulations, and became the first guiding document on talent concept and human resource management since the company was established. It marks that the concept of "talent is Vanke's capital" has moved from concept to concreteness.
During the period of 1999, what impressed Wang Shi, chairman of Vanke, was his understanding and reflection on Silicon Valley in the United States: "The information industry in Silicon Valley in the United States has become the locomotive of American economic growth, but why has Silicon Valley become the source of information industry instead of other cities and regions in the United States? There are many reasons, but the beautiful environment has been ignored. ..... "So when we return to Shenzhen, we must transform the office environment and change the face of hard work and plain living in the past. He believes that only by fully tapping and utilizing human resources can wealth be created efficiently, and creating a comfortable and relaxed office environment for employees can stimulate their creativity.
In the future new headquarters building, employees will occupy the best position, because Vanke's most valuable asset is employees. -Wang Shi's "Parents' Headquarters" touching words
In his Spring Festival speech in 2004, Wang Shi devoted 2/3 of his core space to "respecting people";
Respect for people means equality, understanding, trust and tolerance. ..... emphasize the equality of personality, the company must safeguard the personal dignity of employees, ... and provide sufficient development space for employees.
Respecting people means adhering to noble professional ethics, the system of sunshine lighting and the pursuit of a healthy and rich life. ……
Respect for people is the soil for the birth of innovative spirit. ……
"In the past 20 years, humanism and respect for people have become important features of Vanke's corporate culture. We adhere to the people-oriented principle and respect people's ideals. This is a proud achievement of Vanke in the past 20 years and the key to Vanke's success. "
In Vanke, "talent is Vanke's capital" and "people-oriented, the foundation will last forever" ... at least in the management, a kind of * * * knowledge has been formed.
Dilute personal authority and build a professional management team
1992, Wang Shi said in "for tomorrow-the management characteristics and ideas of Vanke real estate": "Vanke's real estate development is not only to provide shelter for customers ... not only to have the belief of promoting new lifestyles, but also to have the sense of responsibility to create urban culture, ... which requires Vanke people to have ideals and cultural literacy." This is the high demand of enterprises for people.
1995, the headquarters is divorced from operation and adopts group management, requiring Vanke to establish a team of professional managers who are loyal to their duties, professional and diligent. Emphasize the concept of talents:
Have both ability and political integrity, and put morality first. All the duties and behaviors of employees must safeguard the interests of the company and be responsible to the society;
Coordinate the relationship between matter and spirit. Enterprises give long-term and short-term development goals on the basis of fully considering profitability, employee expectations and affordability, and effectively motivate employees;
Pay attention to the continuity of policies and encourage long-term service. Give employees a more relaxed working environment and give white-collar workers a wider sense of life satisfaction;
Reject the contract system to prevent the loss of resources. The biggest problem of contract system is the loss of resources caused by short-term behavior. As an important personnel principle, the contract rejection system clarifies the company's reward system for employees, enhances the relevance and comparability of similar positions in different businesses, and strengthens the operability of internal flow and resource allocation while preventing the loss of resources.
Based on this, the recruitment, training, assessment, reward and punishment, appointment and removal, deployment and other processes of professional managers have been formulated and improved. We have established a competency-based wage system and corresponding personnel supervision system, and introduced long-term welfare policies such as housing reform, old-age insurance and medical insurance. The cultivation of professional managers ensures the steady development of the company's business and the moderate growth of profits in macro-control.
1997 Vanke has established the management direction of cultivating professional managers in an all-round way;
1998 was officially designated as Vanke's "Year of Professional Managers".
1999, Wang Shi resigned as the general manager, and the days he was absent in that year were 180 days.
Next: Wang Shi successfully climbed Mount Everest and visited the South Pole ...; He was the general manager for two times, from Yao Mumin in 1999 to Yu Liang in 200 1. Achieved a smooth transition of managers.
Vanke believes that professional managers should not overemphasize and publicize their own personality, but should downplay things that are not harmonious with the overall development of the group, obey the overall arrangement of the enterprise, and emphasize that everyone should abide by a game rule.
Wang Shi said: "The chairman and general manager are the products of a specific environment. The problem is that it becomes a matter of course after a long time. Vanke has embarked on a standardized track, and I will continue to do so, which is obviously not conducive to the healthy development of Vanke. " Wang Shi may be one of the few business leaders who actively downplays his personal color and emphasizes the team of professional managers.
A healthy and rich life
At the end of 1995, the company put forward the talent concept of "healthy and prosperous life", which mainly includes:
To understand human sociality, we can't just look at people from the economic exchange relationship between enterprises and individuals, and we can't exchange profits for enterprises at the expense of others.
Enterprises should create a healthy working environment, rich work content and harmonious working atmosphere for people. The most precious time in life is spent at work, and work itself should bring happiness and a sense of accomplishment to employees. Interested in work, like-minded colleagues, healthy, open-minded and optimistic. It is the value pursued by Vanke.
Everyone is not a saint, and everyone may make mistakes, leading to misfortune in life. As a collective of healthy people, enterprises have the responsibility to care for and cherish every member, and advocate healthy work and life ethics on the premise of fully respecting individuality.
Through enterprises, individuals should not only meet the basic requirements of life, but also realize their ideal lifestyle and goals; Through individuals, enterprises should not only realize their own value-added and development, but also fulfill their social responsibilities.
This concept is embodied in Vanke's bit by bit work, and "beggar-thy-neighbor" is one of the concrete manifestations. The company consciously dispersed the staff dormitory properly, and purchased dormitories in several different residential quarters in the city, so that employees were relatively isolated in living space and deliberately established simple and novel interpersonal relationships. To a certain extent, this avoids the phenomenon that "colleagues go to work and neighbors get off work" and "neighbors know that getting off work is all about the company".
Following this concept, Vanke's company leaders never act as "parents", do not interfere in employees' private lives, and strictly distinguish between official and private affairs. Without prior agreement and consent, company leaders will not visit employees' homes at will, so as not to disturb their personal lives.
Viewing Vanke's Human Resource Positioning from "One-vote Rejection"
When starting a new project, the whole company, including the chairman, only the human resources director has a veto. If the manpower is not well equipped, the director of human resources has the right to veto the project. Understanding human resources from a strategic perspective is the direction of modern enterprise management. However, Vanke was put in the position of one-vote veto. In fact, this is the result of Wang Shi's reflection on human value:
The construction industry is called the black hole industry economically. Because of its particularity, bribery is difficult to control in management, and sometimes there are collective cases. Vanke operates in 1 1 cities across the country, and there have been cases of foreign employees being arrested in the past. "This kind of person harms the public and the private interests, and he deserves it." Sometimes there is even a pleasure in Wang Shi's heart. But once, I was an old employee, who had a lot of contact at work and was very familiar with it. I remember him as a living person. At this time, his first reaction was: "What about his family? What about the rest of your life? ..... My heart is heavy. " And reflect on this: "What responsibility should the leader bear for the employee's slip crime? ..... It's your decision whether to do it or not, and who will do it. How can you be irresponsible if something happens? ..... At the expense of a group of people going to jail, for the profit of 350 million yuan, or even 100 million yuan, isn't this too much? The destruction of people and the disaster of families are losses that cannot be measured by money. ..... In the future, when we do project evaluation, we should not only look at the profit return, but also see whether the management resources can keep up. If the management resources can't get up, we will never be forced to start. After all, people are the most important. "
We had an in-depth communication with Mr. Thawing, the human resources director of Vanke. He said that HR is positioned as a strategic partner of management, a promoter of company change and an expert in methodology. The human resources department should foresee and participate in the strategic decision-making process in advance, and cooperate with the enterprise to formulate ideas from the aspects of staffing, organizational structure and internal management process.
Huangpu Military Academy in Real Estate Industry
Vanke's human resources director said that Vanke advocates "learning is a way of life". I don't want employees to regard learning as a means of pressure or survival. He believes that those who are willing to study are promising people, and those who are willing to study are those who can see the future.
Vanke pays attention to the systematization of training, and all employees from the chairman to the typist are included in the training system, forming a perfect dynamic system. "This perfect training system is difficult for most small companies to imitate." Vanke uses this system to manage and inherit its knowledge system and gradually build its irreplaceable competitiveness.
Vanke has established a perfect training system, such as: regulations on overseas study, personal education funding, two-way communication, training for reserve cadres, training for first leaders, management measures for training points, and protection measures for training intellectual property rights.
Vanke has rich training courses and established "E College". There are various courses such as corporate governance structure, business process, financial management, brand strategy, sales team training, innovation management, etc. The materials and teachers needed for regular course teaching are all virtualized. New employees can learn and complete online tests through online multimedia teaching. They can not only understand and agree with Vanke's philosophy and culture as soon as possible, but also learn basic business knowledge. Coupled with two weeks of "new power" training, new employees deeply realized: "coming to Vanke feels more like a big classroom." The MBA class jointly organized by Vanke and Peking University uses satellite base stations to support remote online teaching, which makes it possible to train anytime and anywhere, which is more in line with the working characteristics of Vanke's professional managers with great geographical mobility.
Vanke thinks it is cost-effective to "use external brains" and "invite external training institutions". Hewlett-Packard's "management process", Motorola's "career planning" and special training such as situational leadership and management talent development designed according to the needs of different management levels fully reflect Vanke's advanced nature.
Vanke constantly digs and trains internal lecturers and establishes a "3S training model" with self-design, self-training and self-evaluation as the core. Internal teachers pay more attention to the enterprise's own things, such as the standard of Vanke's excellent professional manager, what is Vanke's management view and market view, and how to prevent the risks of real estate management.
The company requires every manager to become a coach, lecturer, professional backbone and the middle force of training, and shoulder the responsibility of work guidance, training and promotion. The boss personally takes the lead, sets an example, takes meetings, conversations and work exchanges as opportunities to train employees, and spares no effort to impart management ideas and experience to subordinates.
Training employees and inculcating corporate culture is actually a process of Vanke.
Vanke and Localization —— Cross-regional Talent Training
The real estate industry has its particularity, that is, it is very regional and personalized. Generally speaking, it is difficult for residential developers to operate across regions and borders. In the ranking of the world's top 500 enterprises, no one is engaged in real estate.
Vanke insists on Vanke first and localization second in cross-regional talent training. Generally speaking, the cost of cross-regional operation is definitely higher than that of local companies, and social resources are not as good as local companies. Without Vanke, the overall culture and values cannot be maintained, and the operation of the enterprise will lose its competitiveness.
There are also lessons in this regard. 1992, Vanke stepped out of cross-regional operation for the first time and spread to more than ten cities. Due to the lack of cross-regional management experience, we encountered great difficulties and finally had to narrow our business scope to four cities.
From 65438 to 0998, Vanke made full preparations for the second expansion. The first is the cultural construction of the branch, which puts forward "building a team, building a platform and building a language". The general manager, human resource manager, financial manager and managers of major business departments are basically sent directly by the group headquarters to start new companies across regions. Vanke requires expatriates to respect local culture and let all colleagues agree with Vanke's culture and principles. As the general manager of the first-line company, he emphasized that he must have worked in the headquarters. He not only needs to know the local culture and know how to operate, but also needs to have more communication and understanding with the headquarters. Moreover, the general manager of the first-line company should complete the induction training of the headquarters before taking office to ensure the good inheritance of culture and management concepts.
On the basis of Vanke, the company's operators in various places have gradually realized localization. First, except for the above four jobs, all the others are local. Second, it is also localized for foreigners to study in cities and stay in the local area. Because he has no deep social relations in the local area, he has a stronger desire for survival and development, and Vanke is more optimistic. Third, Vanke headquarters staff are willing to stay in the front line, which is also localization. Localization ensures the advantage of local talents.
Professional personnel training
The level of professionals determines the level of enterprises in the industry. Vanke has always been an active advocate of "specialization" in China's business circles. Fanke has three understandings of specialization: first, informatization, a professional platform; Second, standardization, all aspects of real estate development meet national and industry standards; Third, professionalism, let professionals form professional teams.
In order to improve the professional level of talents, architects, civil engineers and other key professionals related to architecture are often sent to study in the United States, Japan, Europe and other countries in addition to necessary business training. Therefore, the design concepts of Vanke's many properties, such as Rancho Santa Fe in Shanghai and Dongli Lake in Tianjin, are all inspired by foreign designs.
Reserve talent training system
According to statistics, 84.2% of Vanke's cadres were promoted by internal training, and the proportion of airborne troops was about 15%. Self-trained cadres are familiar with the company's situation, have good loyalty, good quality, high professional ability and have the concept of market economy, which is a very important force of the company.
Vanke has established a "Vanke Talent Pool", which inputs the data of each employee's education background, work performance, management type, psychological needs, public reputation, professional ability, training achievements and development potential, and analyzes them on this basis to prepare for talent selection. Since 2000, Vanke has consciously implemented two plans:
The first is TPP project, which focuses on promoting potential employees to management positions, and giving priority to appointment according to their performance over the years, the results of quality evaluation and the approval of superiors. And a group of young business backbones with active thoughts and excellent quality gathered together to set up a "management seminar" to discuss the company's development strategy and management issues on a regular basis and put forward feasible plans for decision makers' reference. For the new managers, adopt the internship system, "be a team member first, then be a coach", help them get on the horse and give them a ride.
The second is MPP project, which focuses on cultivating reserve candidates for senior management of first-line companies or headquarters functional departments. For top reserve candidates, the company will control the number of candidates within 50 every year, just like HP's "Lion Plan", providing them with opportunities including overseas inspection, job rotation and centralized training.
Pay attention to employees' career
In 2000, the new employee handbook changed "the company encourages long-term service and provides employees with ideal lifelong careers" to "the company provides employees with opportunities and space for sustainable development". According to Vanke's understanding, it is irresponsible for both sides to encourage a person to do things that are no longer suitable for him all his life. There is no better way than to guide and help him to find a more suitable career space for personal development. It emphasizes "individual's independent selectivity" and "enterprise's substitutability to people".
On the one hand, it is the "personal career development planning" of employees, on the other hand, it is the "human resource planning" of enterprises. When the two overlap or intersect, a win-win situation can be achieved. Vanke offered the course of "Career Planning" in the series of training courses of "Staff Workshop".
Vanke pursues the dual career development path of "management" and "technology" in parallel, so that employees can continue to develop in one or several related fields and pursue professional skills improvement, with the goal of becoming experts in this field; You can also coordinate and organize the work of team members to achieve team goals and develop your own management skills.
The advancement of an individual's career in an enterprise is often marked by the change of his position in the enterprise. After 2002, Vanke's human resources department began to draw the company's "job map" to determine the excellent and general quality requirements of these positions. I hope to let employees know that there are still jobs that are suitable for him or that he can fight for.
Vanke respects employees' right to choose. Arrange work and mobility according to personal ability, work performance and business needs after soliciting personal wishes. Employees have the right to choose to work in different regions, different companies and even follow different bosses after meeting the requirements of certain working years.
"Several entrances and exits" have no obstacles. The outside world is wonderful, and the outside world is helpless. Going out for a walk, many employees found that Vanke is constantly learning, constantly improving and constantly broadening its horizons; Outside, it is often just constant efforts, and the speed of personal progress slows down. Every year, people return to Vanke, which is also recognized by the company and has corresponding development space.
;