In recent years, China's real estate enterprises have come to a time when they can not rest easy if they do a good job in product, cost control and management. In a sense, the era of single product, service, marketing and brand has passed. At present, it is more about "strategic choice and landing ability". The landing of enterprise strategy and the realization of product market goals depend on only one thing: a real estate team composed of people. Therefore, under the new normal, the survival and development of Chinese real estate enterprises must pay more attention to the cultivation of team wisdom and combat effectiveness. With the rapid business expansion of real estate enterprises, the national layout, the staff scale is also multiplied, which makes the enterprise in human resource management, it is inevitable to encounter the implementation of strategic goals, human efficiency improvement, talent supply chain construction, human business support and other aspects of the "growing pains".
As a quality real estate "new edge", real estate service "pioneer" Xinli real estate also encountered such problems.
Strategy landing, talent first
Xinli Real Estate Group Co., LTD. (hereinafter referred to as "Xinli"), headquartered in Shanghai, is a group company mainly engaged in real estate development. In recent years, with the rapid development of Xinli Real Estate and the multiple growth of its personnel, the company's strategic objectives have also changed. In order to achieve the company's strategic objectives, the human resource management of Xinli has also undergone a transformation from coarse to refined, from experience to data, and from focusing on external talent recruitment to internal talent management. The group also attaches more importance to the importance of human resource management to support the steady and sustainable development of the enterprise. In terms of promoting business development and providing strong talent security, HR of Xinli has been trying to innovate and improve its efficiency in recent years.
In order to optimize the structure and improve energy efficiency, Xinli organized a survey on employee engagement, from which it found the driving factors of employee engagement. Based on the survey results, Xinli optimized the organizational structure and post setting of functional centers and city companies to achieve a flat organization, and strive for clear rights and responsibilities, and reasonable division of labor. At the same time, the "Management Fee Management Measures" was formulated, and the city company was entrusted with the budget and the profits and losses were borne by itself. The staffing standards were determined, and the dynamic management and control of the establishment were carried out to improve the overall efficiency of the organization and the per capita output value.
In terms of talent supply, Xinli adopts the mode of "external introduction and internal training", and carries out campus recruitment activities of "looking for slash youth" for key target universities in China, attracting a large number of outstanding graduates to join. At the same time, it also developed a three-level talent inventory system to make a comprehensive inventory of the key talents of the whole company, forming a talent grid position map and talent development plan. In addition, Xinli also attaches great importance to staff training and ability development, providing special training and incentive plans for employees at different levels, and creating four types of key personnel training programs from Xinli Army to senior executives. There are "New Power Plan" for school enrollment, "Power retention plan" for new employees, "power gathering plan" for waist strength, "power casting plan" for management team, and "Bamboo Forest Plan" for lecturers.
In terms of corporate culture, Xinli has developed the "new Five Forces" cultural values and concept system by organizing the workshop of senior executives' cultural consensus. Formulate cultural manuals, organize and carry out cultural sharing, cultural interviews and other forms of all-staff values publicity, and achieve the passing rate of all staff values assessment of 99.9%. In addition, Xinli also created a unique organizational culture assessment and value assessment system, covering the organizational culture assessment and value assessment of all staff, to help the healthy development of the organization and talent decision-making.
In terms of corporate mechanism, in order to "establish standards and solidify processes", the quality and ability model of Xinli is constructed, and the selection and retention standards of talents are improved by combining corporate cultural values. At the same time, it also formulated the management method of human resource line ranking of city companies. Through "four questions, four tables, two sessions and one ranking" of human resource, it established the control and support mechanism of human resource line, so as to realize the coordination of major issues between headquarters and city companies and the sharing of experience between city companies. In addition, we also organized and carried out performance management for all employees to ensure that the organizational performance objectives were decomposed layer by layer and the performance of employees was continuously improved.
System help, talents take off
In order to achieve the company's strategic goals and innovation in human resource management, in addition to improving internal management, Xinli also systematically improves talent management capabilities by deploying industry-leading Beisen HR SaaS solutions. This not only improves the management efficiency of HR, but also optimizes the use experience of employees, making the interaction between employees and HR more efficient, talent evaluation more objective, and talent development more intelligent.
By connecting Beisen's integrated talent management system with its own OA system and enterprise wechat, Xinli realizes one-stop online management of staff personnel business. New employees can complete the relevant information collection and online submission of materials in advance before entry, which reduces the time of entry procedures by half. In the process of approval, it can also be submitted directly on the mobile terminal, and the leader can approve at any time and anywhere. The approval cycle is saved more than one week on average. At the same time, the computer summary of the attendance data of 31 cities can be completed by clicking three steps through the online system. The accounting efficiency and accuracy are increased by more than 50%, which significantly improves the work efficiency of HR.
Through the core human resource management system of Beisen, Xinli also realizes systematic and data-based management of basic personnel affairs such as organizational personnel, leave management and salary management, which effectively implements standardized actions in personnel operation management, further ensures the integrity, accuracy and timeliness of basic personnel data, and lays a solid foundation for the analysis and management decisions of human resources. At the same time, through systematic management and control, human data sharing and resource integration in cities across the country are realized, which provides strong support for various talent training strategies of Xinli.
Beisen's performance management system is an important means to help Xinli implement the concept of performance management, achieve the strategic goals of the organization and improve the ability of employees. Based on the demands of PDCA whole-process management of employee performance, Xinli officially launched the performance management system of Beisen in October 2018. Through this system, Xinli has realized the performance target analysis and alignment, progress tracking and communication feedback, assessment process monitoring, grade distribution control, performance communication feedback record and other functions, and the overall operation effect has been greatly improved. Greatly "reduce the burden" for performance managers at all levels, and carry out more detailed management and data analysis work. In addition, the exported performance data report can help managers provide team performance status, which provides more decision support for managers at all levels. Employees can also view the progress of their own performance goals, performance appraisal results and superiors' feedback on their own performance in real time, so that they can make continuous improvement and promotion.
With the development of Xinli business and the rapid expansion of personnel scale, the construction of internal talent pool is particularly important, and the construction of talent pool is inseparable from a comprehensive inventory of existing talents. In the face of the situation that the staff size of Xinli in 2018 is double that of 2017, it is a very big challenge to complete the talent inventory in a short time. In November 2018, the succession system of Beisen was officially launched in Xinli, and then the cultural values assessment was carried out for all employees. At the same time, talent inventory and calibration work was also fully implemented in December. In just over one month, Xinli completed the three-level inventory, including the employee self-evaluation and the evaluation of direct superiors, the talent inventory meeting of each functional center/city company, and the talent inventory meeting of each functional line. The scope of stocktaking covers the supervisor level and above of the whole group, with a total of more than 2,000 person-times. The cycle of stocktaking is saved by more than one month, and the work efficiency is greatly improved.
In the process of stocktaking, through the input of work experience, performance, comprehensive ability, development potential, cultural value assessment, strengths and weaknesses and other information, formed the talent grid position map, talent development plan, team improvement plan and other important content, which provides the decision basis for talent selection and retention work.
Through the "nine", the future can be
In 2019, the human resources work of Xinli Group will continue to support the group's strategic development as the core, centering on the three core of "improving people's efficiency, building capacity and promoting culture", focusing on improving the efficiency of human resources, accelerating the training of core talent echelons, and promoting the implementation of cultural values. In this regard, Xinli put forward the "1371" principles of talent training, namely, 1 project, 3 selection priority, 7 appointment maturity, mobility, 1 game of chess, as the starting point and source of human resource management. Xinli HR will further improve the talent standards, establish a pool of key talents, and escort the sustainable development of the business.
In 2019, Xinli will further carry out in-depth cooperation with Beisen. By integrating all modules in Beisen system and making full use of Ocean big data and report function, it provides complete, clear and concise human resource information for different users such as managers at all levels, HR and employees. In terms of talent echelon map and talent pool construction, more in-depth exploration and practice will also be carried out, and talent assessment tools will be introduced in time to further enrich the information of talent pool. At the same time, Xinli also hopes to communicate and share with more benchmarking enterprises in the real estate industry and TOP companies in other industries through the platform built by Beisen, so as to continuously improve the professional ability of the HR team of Xinli together with Beisen.
