Develop people on the basis of respect for people

"Excellent enterprises must handle all aspects of the relationship in a balanced way." In the thawed office, the vice president of Vanke Group said eloquently: "Balance is not absolute, and sometimes it is necessary to One side makes concessions to achieve a relative balance. You must find a win-win touch point in everything, and this point is the eternal respect for people." win-win. In recent years when the real estate industry has been controversial, Vanke has been selected as the "Most Respected Enterprise" for four consecutive years; in the 2005 Gallup employee engagement survey, 82% of Vanke employees were very satisfied with the company; Selected as "China's Outstanding Employer" and "Enterprise with the Most Employee Growth Value". Under the shadow of many halos, it is a Vanke that is good at seeking a win-win situation in the two poles of contradiction.

Internal mobility pays attention to the win-win situation of employees and enterprises

In Vanke, employees have the freedom of internal mobility. What is the form of this internal mobility?

First of all, we have a lot of internal competitions, you can apply freely. When I came here just now, I saw that one of our departments issued a notice to recruit talents. The position offered was for a senior professional manager. Ordinary managers can also come to sign up. We do not consider seniority.

Secondly, we can also move between branches. For example, I am currently working in Shenzhen, and there is a job opportunity in Shanghai. The job title or major is higher than the current one, and Shanghai is my favorite city, so I will apply for it. Excellent talents are wanted by both upper and lower families. Our principle is: the next family is willing to want, I am willing to go, the upper family must let go. In 2005, nearly 10% of our employees developed through internal mobility.

But this comes at a price. For example: This employee is halfway through the project in my place, and you pick him up, what should I do in my place? The price behind this must be borne by the company. Because only when an employee is allowed to work in an environment where he is most willing to work, work with the boss and team he is most willing to cooperate with, and do what he is best at and is most willing to do, can his enthusiasm be fully displayed. , his inner driving force may be manifested.

Everyone may be willing to go to a better place, but is there a limit to this freedom?

It is normal for people to go to heights. We respect the right of individual employees to choose, but why should the Shanghai company look at you instead of others? This requires you to make a unique performance in your current position and show your best side. In addition, you Vanke did not give me the opportunity, I can go to other companies, go to competitors. Vanke has so many engineers, why do people look at you Zhang San instead of Li Si? Or your achievements in Vanke. Therefore, when you do a good job at Vanke, you are laying the foundation for yourself. Internal flow just gives you enough stage for you to do whatever you want. In this process, my most emphasis is on win-win.

How to understand this win-win?

Let's put it this way, if anything you do is only good for the individual and not good for the company, why should the company give you the resources to do these things? Conversely, if this is only good for the company, it won't last long. For example, your family has difficulties, but the Guangzhou company needs manpower and asks you to work for half a year. After half a year, when your work is done, the boss has to let you go back. You have to find a win-win contact point in everything, and this point is the eternal respect for people. If the employee is unwilling to go, you have to communicate with him. If the communication fails, you must respect his ideas. This is the view of the company's founder Wang Shi, and we have been adhering to it during the company's 23-year development.

Cultivation and introduction of international talents

Many media reported the news that Fushimi Wenming, a foreign executive, took office at Vanke in April. This is a step in Vanke's talent internationalization plan. Can you talk specifically about talent internationalization?

First of all, I want to talk about how to understand the internationalization of talents. Vanke has taken Wal-Mart as our model and Sony and Panasonic as our model in the past few years. In this sense, Vanke's talent internationalization has already begun. In addition to Fushimi Wenming coming to China to take office, you can see a yellow-haired American sitting in the office. He was a former BP VP in South China. He now joins Vanke and works as the chief consultant in the human resources department. The Shenzhen company is now recruiting some Thai designers, who are also our regular employees. In addition, Vanke has many young international students. This belongs to the invitation of foreign talents.

For Vanke to develop, it must be in line with the most advanced foreign companies, both in terms of technology and management concepts. In this process, we will attract some foreign talents.

There are also sending our own people out. At this point in time, Xu Hongge, the vice president of our group, is attending a training course at the Cheung Kong Graduate School of Business; General Manager Yu Liang is attending a training course for American CEOs at Wharton Business School; I am going to the US for a year of study tour; Executives will follow; if a colleague goes to learn English, the company can pay half the cost, as long as you want to. This is also one of the steps of Vanke's talent internationalization.

Why implement the talent internationalization plan?

In the process of Vanke's development from several hundred million to ten billion, as a human resources manager, I can stand at the forefront. But in the process of Vanke from 10 billion to 100 billion, do I still have the ability to lead the company forward? I personally find it a big challenge. Because I believe that the management model of 10 billion and 100 billion must be different. In this process, are there any enterprises worth learning from?

The most advanced enterprises in China are all monopoly enterprises. Their growth model is different from that of Vanke. Where is the 100 billion yuan, and where are the more 100 billion yuan? Abroad! To learn from foreign advanced enterprises, we must put ourselves into the environment in order to feel it.

Where will Vanke's talents come from in the future? I think it must be from young people with an international background. But as the CEO in charge of human resources, do I have the ability to communicate with them on a platform? Do I have an international perspective like theirs? From this perspective, talent internationalization is a problem we must face.

Vanke has been developing for more than 20 years and has its own culture. International talents will definitely have an impact on Vanke's culture. How to solve this problem?

In the process of internationalization, we should also pay attention to a balance. For example, we started to introduce human resource management software SAP in 2001, which was a big challenge at that time. Because it was developed by the Germans, it is very strict. During the development process of this project, we have always had a very strong concept: not only to SAP Vanke, but also to SAP Vanke's human resource management. This is a process of finding equilibrium. SAP must have its own uniqueness, which is worth learning from Vanke; Vanke also has its own uniqueness, and we in turn provide SAP with materials.

I always believe that any successful company should have similar management concepts and principles behind it, otherwise it will be impossible to succeed. In this regard, some foreign companies are ahead of Vanke, and we can directly imitate and learn from their advanced experience. Therefore, in the process of internationalization, more of us are learning from advanced foreign companies. I don't worry that the addition of international talents will ruin the culture of Vanke, because they are relatively few in number, and they must have some knowledge of Vanke before deciding to join.

Respect people to achieve employee customer satisfaction

Which customer satisfaction or employee satisfaction do you think is more important?

Chinese philosophy is about coordination and balance, both of which are very important to me. We want to achieve a balance in the middle, rather than saying which is first and which is second. An excellent enterprise must handle all aspects of the relationship in a balanced manner.

How to achieve this balance?

To achieve this balance, the first is to respect people, not only respect for employees, but also respect for customers. This is related to Vanke's philosophy. This respect for people is not only done by the Human Resources Department of Vanke, but a standard that all Vanke managers are doing and mastering.

We started to conduct employee engagement surveys in 2001 and linked it to the salaries and evaluations of general managers of front-line companies. Every year, we ask our employees: What is the biggest reason for you to stay in Vanke, or for you to join Vanke. The largest proportion answered that there are sufficient development opportunities in Vanke, because everyone is optimistic about this company.

In addition, we also use the turnover rate of key employees as an indicator to evaluate the general managers of key companies.

If the turnover rate of key employees is high, the group's evaluation of you will decrease. This has also directly led to a significant drop in the speed of Vanke's entire talent flow, especially in the past two years.

Vanke attaches great importance to whether employees are satisfied with the company. From 2003 to 2005, we gave a bulletin of criticism to one or two companies with the lowest employee satisfaction, and in the following year, we adjusted the management of this company. Only qualified managers, satisfied employees, and dedicated employees can bring satisfied customers. Customer satisfaction and employee satisfaction, both are important.

In the customer dimension, we have chosen to cooperate with the experienced Gallup to conduct customer satisfaction surveys since 2001. Last year, we had more than 60,000 homeowners, from which 10% were selected. The survey results show that customers' satisfaction with the quality of Vanke's projects has been increasing year by year.

Combination of short-term and long-term incentives

What conditions has Vanke created to attract talents?

These talents joining Vanke are more interested in the development opportunities here. Fushimi Civilization came to Vanke because he felt that the industrialization of housing in China could certainly be realized, and Vanke could be successful in this regard. The arrival of Fushimi Civilization actually has a very profound meaning behind it: the first is opportunity and space; the second is a communication platform. If this company is not open, it is hard to imagine that it can accept a foreigner; the third is salary, you To attract international talents, you must provide international salary packages. Vanke's packages are very competitive in the industry.

I heard that Vanke recently introduced a restricted equity incentive plan. Can you talk about it in detail?

I used to think that before I thawed out and retire, if I unfortunately fell off a plane, I would die because the high-level restricted equity incentive plan was not completed. Now that this problem has finally been resolved, our executives' equity incentive plan has been approved by 99.7% of the shareholders' meeting.

Our plan will be 2006-2008 as the first incentive plan period. In the past three years, if your annual performance reaches the set target, you can withdraw the incentive fund according to a certain percentage of the net increase in net profit for the year. Our method is to entrust a trust company to buy the company's A shares, and then after a reserve period of about one year and a waiting period, respectively, can be rewarded to the incentive object, and it must be linked to the stock price.

How to understand this "restrictive"?

Our plan is very well-conceived, the threshold is very high, and of course the incentive intensity is also very strong. And all kinds of details that are easily overlooked and places where opportunism may occur, we have listed them out and dealt with them all in accordance with the principle of "prefer strictness over leniency". The minimum requirements for withdrawing the incentive fund are "the growth rate of net profit for the year exceeds 15% and the return on equity after full dilution exceeds 12%". As a starting point, this is already a very high bar in itself. The additional regulation on the value of “net profit of the current year” is that before and after the deduction of non-recurring profit and loss, whichever net profit figure is lower will be used. This is an agreement with the lowest risk to shareholders and the highest risk to incentive objects. The extraction rate is 8%, which motivates us to work hard and improve our performance. Because it is a three-year program, it is a medium and long-term plan.

The author LUCKY CHEN is an assistant editor for CEConline Magazine.