Nature Home (China) Co., LTD., founded in 1995, is a wholly-owned subsidiary of Nature Home Holdings Co., LTD., with a brand value of 60.806 billion yuan in 2019. Its brands include: Nature floor, Nature wood door, Nature Kelani custom house, Nature environmental protection home decoration, Nature wall high soft decoration, Nature original imported flooring, Nature Aner heating low-voltage floor heating core and many other brands. At the same time, from Germany, Denmark, Spain and other countries to introduce flooring, cabinets, wardrobe and other original import brands, in China has more than 5000 unified authorization, unified image of terminal stores.
In recent years, Dazran Home has continued to promote channel upgrading through the deep integration of online and offline, creating a new retail pattern. In order to energize the organization and better support the business, Nature Home completed the organizational and human resource management diagnosis in 2017. Through full communication and discussion, the group has identified the "organization and talent mechanism" as one of the "battles to be won" in the next three years, and the "sustainable development of organizational leadership" has also been listed as the annual key work in 2018.
Therefore, in March 2018, Natural Household Human Resources Headquarters officially launched a special program for leadership development, namely 121 Organizational leadership development project, which combines the management succession plan with the organizational leadership development plan to form a talent source for successors. Meanwhile, it strengthens the application of talent management technology by introducing assessment and 360 assessment technology and combining the Beisen succession system. To achieve the strategic vision of the group to provide a solid talent security.
Cadre echelon construction, reserve personnel training
"121 Project" is an important part of the company's cadre echelon construction and reserve personnel training, which refers to the company's core key positions and reserve personnel training plan for key positions. The first "1" refers to the personnel in key positions; "2" refers to the two backup candidates for the core and key posts; The last "1" means that all units and departments form a team with combat effectiveness and cohesion from top to bottom.
The overall idea of "Project 121" project design follows the talent development trilogy: calibrating - matching - reaching standards. The calibration is mainly to establish the capability model. First of all, it is necessary to determine the core key positions of the company, and the key positions have the four characteristics of affecting the strategic development of the enterprise, having a significant impact on the performance, playing a role in promoting the transition of the enterprise stage, and mastering the lifeblood of the enterprise and affecting the enterprise team. The people covered by key positions only need to meet any of the following requirements: core executives of the enterprise, those who make great contributions to the performance, those who have a significant impact on the profits of the enterprise, those who have great help for the future strategic development of the enterprise, and those who have mastered the key resources of the company. After that, the competency of core and key positions is determined, and the behavioral description of enterprise talents and post competency requirements is defined through the competency model of Beisen, so that the original abstract ability and quality can be carefully measured and evaluated, so as to guide the recruitment, selection and appointment, assessment, training and development of talents. Benchmarking refers to the assessment technology of Beisen and 360 assessment to diagnose the gap between students and the requirements of the ability model from multiple perspectives, so as to realize the accurate understanding of "self". To reach the standard is to follow the 3A theoretical model, that is, successful development = assessment + learning + application, targeted development plan, implementation and appointment.
During the implementation of this project, comprehensive selection is carried out based on the students' education background, age, personal willingness, previous years' learning participation and learning results, as well as previous years' performance and other aspects. The whole process of student selection has to go through 9 stages: the human resources headquarters sends out the selection notice, the department posts submit the list of students, the department head confirms the list of students, the student selection of mentors, the supervisor confirmation, the 121 student mentor signature version, the human resources headquarters preliminary examination, the group leader approval, and the department head confirmation of the relationship between students and mentors.
In addition, the company also explores the strengths and weaknesses of all students through self-examination, and accurately locates the development goals of students. In terms of the selection of mentors, the human resources headquarters also adopts a two-way voluntary selection mode, that is, the human resources headquarters will publish the list of mentors, and indicate the competence and expertise of the mentors (all staff above the director are mentors). Students can choose direct superiors, superiors at different levels and managers associated with cross-department business as mentors (students need to fill in the 2019 121 Intended Mentors form). The person in charge of the first-level department will confirm the intended mentor (the selection of COO student will be confirmed by the CEO), and the mentor can select the intended mentor according to his/her own expertise and the content of the student's application for apprenticeship. Then the human resources headquarters will conduct the preliminary review of the matching list (the group leader approves the matching list), and the student can sign the mentorship agreement with the mentor. It is worth mentioning that, students in the choice of mentor, can volunteer to submit 3 intention mentor, mentor can choose according to the volunteer, late according to the volunteer to adjust. At the same time, the tutor can also choose the subjects and the number of students (no more than 4 students) according to the students' "choice intention" and their own ability.
After the signing of the mentoring agreement, the mentor can find out the trainee's proposed development goals from the three levels of organizational needs, team needs and individual needs, and formulate the trainee's IDP(personal development plan). Student IDPs include application plan (project assignment, job assignment, case study, role play, mentoring others), learning plan (self-learning, watching others, asking others/mentoring others, classroom training/seminars, on-the-job training, academic learning), support and measurement (challenge/needed support and resources, measurement of progress and results). HR's responsibilities in the planning process are mainly reflected in three aspects: clarification (the correlation between development goals and application plans), sorting (helping students find key tasks), and pointing out (helping students find weaknesses and obstacles).
Before the hybrid training activities are carried out, learning activities will be designed and arranged according to the 7-2-1 principle for each training theme, namely, theme reading (confirm reading list with the teacher, review the reading experience of the tutor, list the likes of the reading experience, publish the top three in the internal journal), online learning (customize the network learning topic), classroom training and design task practice plan together with the teacher.
The task time of this innovation change training has been two consecutive years of corporate innovation competition, a number of innovation projects approved and implemented, for the company to create profits, create a good atmosphere for innovation.
In order to verify the quality of talent management, an inventory was carried out on all students at the end of the year. After the inventory results were confirmed, targeted development programs were provided for the next year to improve the professional skills, required abilities and leadership qualities of talents.
Enhance leadership and constantly transfer talents
"121 Project" can repeatedly improve students' pursuit of excellence, strategic thinking, innovation, resource integration, breakthrough force, building efficient team six leadership, through the evaluation, students' six ability values have been generally improved.
In terms of the implementation and output of innovative practice projects, the themed practice activities of innovative change training have promoted the atmosphere of innovation and change in the company, and a number of innovative projects have been initiated and implemented. For example, in 2018, 32 innovative projects including Wooden Door Order Delivery System (ODS), Water-based Paint Technology Breakthrough, Wood Waste Utilization, New Retail, and New Marketing were implemented, making great contributions to the company. In 2019, 35 innovative projects such as "Solid Wood Drying Law", "Buy Wooden Door with One Yuan" and "Smart Store Innovation Design" were implemented, all of which have brought significant benefits to the company.
In addition, Project 121 has created an endless supply of talent for the company. In 2018-2019, 70% of the company's new director-level and above staff came from Project 121 students.
In the final analysis, the competition between enterprises is the competition of talents. Providing enterprises with sustained and high-quality talents is an important goal of human resources work. The construction of talent echelon plays a very important role in the whole human resources system, which can help enterprises cultivate talents and provide continuous talents for the organization. It must be closely combined with the enterprise's human resource strategy and consistent with the enterprise's development strategy and talent planning.
Beisen's successor Cloud is focused on providing enterprises with a systematic overall solution of talent management. Through the establishment of talent standards, talent files, online inventory, inventory calibration, talent pool management, personal development plan IDP, help enterprises to carry out digital talent inventory and talent development business, can realize the status quo of enterprise talent, build internal talent ladder, guarantee internal talent supply, realize the matching of talent strategy and business strategy, and help enterprises to make intelligent decisions in talent management.
At present, Jilenyun of Beisen has provided services for many leading enterprises such as China Pacific Insurance, Sunny City, Midea Group, Chow Tai Fook, CP Group, TCL Group, etc. By virtue of this case, Nature also won the "2019 China Talent Management Technology Model Award", which was selected by the 2019 China Talent Management Model Enterprises jointly sponsored by the Beisen Talent Management Research Institute, the Business School of Renmin University of China and the Chinese version of Harvard Business Review.
About Beisen
Beisen, an integrated talent management cloud platform, provides enterprises with integrated SaaS software and services covering the whole process of HR business, such as assessment, recruitment, organizational personnel, compensation, leave attendance, performance, succession, investigation, On-boarding, etc., and meets the personalized and independent development needs of medium and large enterprises through its own PaaS platform. Every day, more than 5,000 medium and large enterprises, more than 160,000 HR employees and more than 15 million enterprise employees are using Beisen's innovative HR technology products and services. Beisen Cloud platform adds nearly 10 million talent evaluation data and hundreds of millions of recruitment data every year, and processes more than 1 billion pieces of data every day. For more information, please visit our website.
