Dialogue HRD, a high-end interview program for human resource directors of well-known domestic enterprises, is committed to providing a platform for senior human resource managers of Chinese enterprises to speak out and communicate.
In this program, we invited Xuan Ling, director of Aiai Human Resource Center, and Wei Yifan, senior project director of Beisen Talent Management Division, to discuss the insights of Aiai, a leader in the underwear industry, in talent management through face-to-face dialogue.
The following is a summary of the interview:
01
HR has a ruler in mind: the right existence of risk, love willing to take
Wei Yifan: We know that love is challenging a big target. What are the unique topics of human resource management of love at this time?
Xuan Ling: From the business development trend of China as a whole, multi-brand incubation and the outbreak of new brands have become the norm.
After 26 years of precipitation, the company operates more than a dozen brands and, of course, more are spawning. Whether the echelon construction of brand managers can keep up with the speed of brand development is our current focus. Our philosophy is that we are willing to leave opportunities for internally trained employees, and when we can't find them internally, we recruit from outside, which is what Adoring Academy is doing.
Wei Yifan: What are the characteristics of Ai College in terms of learning and training?
Xuan Ling: We always adhere to the leadership + customized training. When setting up each class, we will use Beisen Assessment to scientifically analyze the underlying data, define the training direction and customize the curriculum, and then carry out the corresponding training. Like PDCA cycle, training - work practice - inventory feedback - re-training, and gradually train managers to appropriate positions.
This "fit" has a certain risk, but love willing to take.
Within a certain observation period, if we find that a colleague is not suitable for the current position, we will find a more suitable position to give full play to his/her value according to his/her characteristics. This is also related to the mission of love "creating beauty and passing love". "Love family culture" means never giving up and growing together, so the turnover rate of love is very low.
02
Cross-cultural talent management: "Create beauty and pass love", no national boundaries
Wei Yifan: Aiai operates many overseas companies and stores. In this cross-cultural operation, can the culture of "creating beauty and delivering love" still run through?
Xuan Ling: Beautiful things know no national boundaries. At present, our recruitment abroad, the entry of employees, and the adaptation to local labor laws and policies are smooth.
We need to know our foreign colleagues, and foreign colleagues also need to know China's admiration. Working and communicating with employees from both countries is an effective way to integrate into and transfer corporate culture. So designers from New York studios will come to headquarters regularly to experience the atmosphere, and Chinese designers will also go to the US to study.
Of course, there may be some problems in the future, but we believe that as long as we keep a positive energy and sunshine attitude of mutual care, it will be solved.
Wei Yifan: What are the internal mechanisms for transporting overseas talents?
Xuan Ling: Working overseas is a bit like being away from home. I always pursue to let employees work at ease.
First, encourage employees to go out and offer attractive compensation packages.
Second, family care, for employees to consider more, such as overseas rental, whether to bring family members, unemployed family subsidies and so on.
Wei Yifan: There are nearly ten thousand employees who love us. How do we effectively motivate our employees and let them show their value according to the development goals?
Xuan Ling: First of all, through the top-level design to stimulate enthusiasm, love always treat employees as human resources, rather than consumption costs. How to use the corresponding responsibilities and rights in this position to maximize the ability is always discussed in my love.
Then, corporate culture, such as hero selection and new employee training, is not just a slogan to be hung on the wall, but an invisible force to be exerted on the whole group.
Finally, through the online communication platform to promote practical examples, tell everyone, Ai Group every employee can do better.
Wei Yifan: Many of these are top-down approaches. Are there any bottom-up ways to listen to the voice of employees, so that employees can get closer to love?
Xuan Ling: Thanks to Beisen for this. This year, we jointly conducted the first engagement survey to listen to the bottom-up voice and feedback of employees. Based on this feedback mechanism, I will seek to explore the current organizational development needs, which problems need to be adjusted, which problems are not done enough, this is one way.
At the same time, we are also trying to combine OKR and KPI. The aforementioned love hero is a quarterly target presented by each colleague who wants to be a hero. For example, the quarterly sales target of front-line employees is 10 million, and the target set by the employees themselves is 15 million. As long as they reach 15 million, they are love heroes. This is another way.
Wei Yifan: The hero does not distinguish between positions. Can every employee submit a report?
Xuan Ling: Yes, our hero mechanism is not divided into posts and levels, and each level has its own hero. Whether it's a security guard, a cleaner, a mundane front-line shopping guide, or a quarterly CEO (like the CEO system, each quarter has a different CEO).
From the bottom up, combined with the engagement survey, through the anonymous and quantitative mechanism to find the hero, promote the development of love.
03
Love the establishment of human resource center: eliminate nodes, improve efficiency
Wei Yifan: In 2019, we integrated the Human Resources Department and Ai College, and the Ai Human Resources Center was officially established. What was the consideration at that time?
Xuan Ling: To be frank, Aixin is a group enterprise, and there are inevitably problems of big enterprise, such as the department wall and other miscommunication problems.
At present, "maximizing the value of people" is a major factor that human resources departments and colleges must integrate. If it cannot be integrated, the selection of nurseries is nodal, which will inevitably affect the efficiency. After integration, you can see the effect is very good, but it also needs to gradually digest some drawbacks, to better promote the overall efficiency.
Wei Yifan: Many group enterprises will encounter this kind of integration. Can you give an example to share the changes before and after?
Xuan Ling: Take "promoting and appointing cadres" as an example. I believe many HRD will encounter it. For departments that are not performance-oriented, our judgments used to come from word of mouth from their superiors, and blind spots were unavoidable. But for now, we look at two dimensions of data for all appointments:
First, the 360 degree assessment of Beisen: Judging ta's competence and influence according to the comprehensive evaluation of subordinates, peers and superiors, especially the cooperation of peers and the team cohesion of subordinates.
Second, the Adoration College veto power: originally in the Adoration College and the separation of human resources, can not do this. The college can only know whether the attitude in the training process is good or bad, there is no veto power, people also think that the college has little power, can not decide my "promotion and wealth", just a kind of icing on the cake.
Now Ai College is merged into the Human Resources Center, which is very crucial for cadre appointment and subsequent promotion and training. We will refer to the courses they have learned over the years and their performance. If they perform poorly in the training process, we will judge that they cannot be appointed and promoted and directly take out the key vote.
This has also promoted many cadres to take the college curriculum seriously and improve their working ability.
Wei Yifan: Many enterprises' colleges have realized market-oriented profit. Will you focus on this?
Xuan Ling: Before, Love Academy really wanted to be an independent profit-making organization. After the merger, its position was clearer. We do not have the ability and effect of connecting with the external market, simply do our own work: dig high potential cadres.
All the competent evaluators and competent constructors are actively participating in Beisen's courses to cultivate their relevant abilities. At the same time, all colleagues in the college are required to have "lecturer capacity", and if they fail to pass customs twice a year, they can choose other departments that are more suitable.
04
It's not just HR: above learning, it comes from the business
Wei Yifan: Compared with other enterprises, what are the biggest differences in HR team?
Xuan Ling: First of all, HR admirers are more from the business line. The original positioning of HRBP was more "HR professional + business understanding", but now it is "first-line selection +HR professional re-training".
Secondly,HR management trainees are required to major in human resources, but they must go to first-line stores to understand the business in the first year after graduation, and then return to the HR team one year later.
Theory and practice do not combine, is always on paper. In addition to HRD, I also cross-serve as the joint general manager of Da Ai Business Department. I will stay in other places for one week every month to discuss with front-line shopping guides and branch managers about what help HR can provide.
As a result, HR's understanding of the business, response levels, and speed are much faster than before.
Wei Yifan: In this way, the pace and content of your work may be different from other HRD's. What is the proportion of your working time every day?
Xuan Ling: In terms of my current working ratio:
50% meeting: Meetings require decision making, so we try our best to require short meetings and quick decisions;
10% Team empowerment: Get to know employees and provide assistance;
10% process approval :OA, approved documents, inconvenient phone calls in meetings, etc.;
30% Talent development: Internal and external talent development of the company, currently focusing on the search for high-end external talents.
Frankly speaking, I am also reflecting on time management. I often felt that I was not enough time. Some work needs to be timely empowered to the team, so that I can have more energy to think about the company's talent ladder building, organization activation, future talent structure and other issues.
Wei Yifan: You spend a lot of your energy on business. How do you balance work and life? Can you give some advice to our friends in the workplace?
Xuan Ling: Here I would like to share with you the idea of pull-down lamp rope (switch). I was also inspired by the chairman of an enterprise by chance. He says to achieve balance, learn to "pull the cord" : when you leave the office and turn off the lights, you're done for the day. When you get home and turn on the door light, enter your home with a new character. Do this lamp rope well, work and life 100% dedication, natural balance.
Wei Yifan: The last question, Ai Ye has cooperated with Beisen for so long, what help do you think Beisen has provided to Ai Ye?
Xuan Ling: Thank you very much for Beisen in the past two years, because Beisen really let everyone see the growth of the human Resource center. Of course, this point has been verified by the 360 evaluation of the department.
First of all, Beisen can provide a lot of scientific, digital and quantifiable talent development basis to help colleagues in every position understand themselves better.
Secondly, Beisen developed rapidly in the construction of the whole system. In August, I attended the user conference of Beisen, and saw many systematic and scientific systems and tools of Beisen, which can help HR work efficiently, quickly and conveniently, which impressed us.
In the future, there will be many cooperative projects with Beisen, especially digital transformation. We look forward to exploring together with our understanding of enterprises and Beisen's cutting-edge research.
