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Human Resources
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The Art of Employing People
Everyone is talent, horse racing + horse selection — Jinke's view on talent
1. "Everyone is talent, horse racing + horse selection" — How big a tumble you can take, how big a stage you can build
What is lacking now is not talent, but a mechanism to produce talent. The responsibility of managers is to create an innovative space for each employee by building a "racecourse," making each employee an independently operated SBU.
The horse racing mechanism specifically includes three principles: first, fair competition and meritocracy; second, job suitability and making the best use of talents; third, reasonable mobility and dynamic management. In terms of employment system, a mechanism of "three types of workers coexisting and dynamically converting" is implemented: outstanding employees, qualified employees, and probationary employees. Regarding the cadre system, Jinke conducts classified assessments of middle-level cadres, and no cadre's position is fixed; rotation occurs upon term expiration. The essence of Jinke's human resource development and management is to fully utilize each person's potential, so that everyone feels the competitive pressure from both inside the company and the market every day, and can transform this pressure into competitive motivation. This is the secret to sustainable corporate development. If everyone can wholeheartedly create, invent, and do their job well and improve it step by step, no matter what difficulties arise, we can overcome them!
Everyone hopes to be respected and have their value recognized. As long as employees create value for customers, you affirm their value; as long as employees create value for the company, you recognize and utilize them. This is the core of management.
2. Combination of authorization and supervision — full authorization must be combined with full supervision
Jinke Company has formulated three regulations: control while in position, promotion through competition, rotation upon term expiration.
"Control while in position" has two meanings: first, cadres must be able to self-control and self-discipline with awareness; second, the company must establish a control system to manage work direction and goals to avoid directional errors; also control finances to prevent violations and misconduct.
"Promotion through competition" means relevant functional departments should establish a clearer competitive system, allowing outstanding talents to rise through this system, so everyone feels pressure but can fully display their talents, preventing talent from being wasted.
"Rotation upon term expiration" means key cadres should have a term in one department, and rotate after the term ends. This prevents cadres from working long-term in one department, which can cause rigid thinking, lack of creativity and vitality, leading to no new progress in the department. Rotation also provides young cadres with more training opportunities to become versatile, cultivating more human resources for the company's future development.
3. Human resources, talents, and human capital
Haier Group President Zhang Ruimin analyzed what constitutes corporate talent, proposing that talents in a company can roughly be divided from low to high into three categories.
Human resources — these people want to work and have some basic qualities but need polishing; the company must invest, and they themselves have the desire to become talents.
Talents — these people can quickly integrate into work and start immediately.
Human capital — these people can bring huge wealth to the company through their efforts.
For Jinke, useful people are "talents," those who create benefits for the company are "talents," and those who create a perfect image for the company are "talents."
The prototype of "talent" should be "human resources." This is the rough form of "talent," the "raw material," requiring the company to spend time polishing. But in today's fierce market competition, which can be called a "race against time," we do not have this time.
The development of "talent" is "human capital." "Talent" is useful, but a useful person does not necessarily bring wealth to the company; as a minimum quality, "talent" identifies with corporate culture, but having corporate culture does not necessarily immediately create value for the company. Having corporate culture is not enough; one must also create wealth for the company and establish a perfect image for the company. Only such a person can become "human capital."
Whether it is the polished, usable "human resources" or the immediately usable, good "talents," neither is our ultimate goal; what we seek is "human capital" that can create wealth and value for the company!
Only "human capital" is top-level talent! They can create wealth and value for the company upon arrival! For our company to prosper, we must fully discover and utilize "human capital."
4. Today a talent, tomorrow not necessarily a talent
The definition of talent depends on the value created for society. Every Jinke person should and can become talent, creating greater value for society. Talent is a dynamic concept; the market competition is very fierce. Today you are talent, tomorrow you may not be. Jinke people should constantly surpass themselves and continuously improve their qualities.
How to continuously improve oneself and be an eternal talent? You must have your own ideals and goals! Without firm goals, you will hesitate and waver in the process of self-improvement and self-challenge. Every Jinke person has their own dream, and this dream must be combined with Jinke's big goal of creating a world-renowned brand.
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Contact Person: Mr. Wang
Mobile:13735555581
Website:www.inkecnc.com
Address: Shuangta Street, Shuangta Village, Industrial Park, Changhua Town, Lin'an, Hangzhou, Zhejiang Province
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