Han Shuhua: Transforming the Culture of "Human Feelings"

Walking into Han Shuhua's office, a black-and-white graduation photo of her college days is particularly evident in her bookcase. She told me that she maintains a very good relationship with her classmates and cherishes her friendship with them very much. "Look, this is when the classmates get together for the 100th anniversary of the school." She took out another photo frame.

Affinity is what she impressed me with. Han Shuhua is the Director of Operations at Bank of China.com and has nearly 10 years of banking experience. According to her own words: "Now my job is to deal with banks every day, and I still feel very cordial." Due to its special historical background, over the years the website still retains the "humanity first" characteristic of state-owned enterprises, which largely hampers the development of the website. Since 2001, Han Shuhua began to reform the culture of "renqing". Naturally like to deal with people, coupled with years of professional experience, she has her own set of methods when reforming corporate culture.

What was the corporate culture like when you came to BOC.com?

I feel that the human element inside the company is too heavy, and many personal emotional factors are mixed in the business operation process. Many of the company's rules and regulations cannot be implemented. For example, the original department leaders took a laissez-faire attitude towards lazy employees out of face, which seriously affected the performance of employees and the performance of the company.

In this corporate culture, I found that the company does not have a good incentive mechanism to encourage employees to create benefits for the company, and it is very common for people to be superfluous or even doing nothing. For example, in the past, the basic salary of our sales staff was 2,300 yuan. In the absence of effective constraints, some employees could not work at all and live on the basic salary. This situation seriously harms the interests of the company.

And the level of staff is uneven and the degree of professionalism is not enough. As a professional financial website, our customers mainly come from major banks. It's hard to imagine a non-financial employee posting some highly professional information every day, or a non-financial employee doing business with his bank customers.

What would your company culture be like?

First of all, I have to admit that a human culture is OK. But there is a premise that the company's rules and regulations must be carefully and thoroughly implemented. This is the rule. Without rules, a circle cannot be achieved. Similarly, enterprises that cannot strictly implement the rules and regulations will definitely be eliminated.

I require my company employees to achieve three standards: professionalism, collaboration, and efficiency.

On this standard, I hope to become friends with my employees, everyone in a boat, working together in one direction to achieve the goal.

What changes have you made?

First, strictly enforce the company's rules and regulations. I have strengthened the previous old system and improved the specific details of its implementation. For example, for the editors of the website, it is required that several messages must be uploaded before 9 o'clock in the morning. If the task is not completed on time, there will be certain punishment measures. This temporal requirement did not exist before. The new system should be communicated to each employee so that each of them knows what will happen if the requirements are not met.

We have also made major changes to the employee compensation system. I refer to the management method of the bank, and the salary of the sales staff is divided into three parts: basic salary, management salary and sales commission. Among them, the basic salary has been greatly reduced, and sales personnel must rely on performance to determine their income. This incentive mechanism must be established; management salary is included in the category of sales salary, which includes employees' work attitude, methods, work performance and other assessment content. For the part of managing salary, we evaluate employees once a quarter.

We have also made some efforts to achieve employee collaboration. General website editors have fixed wages, but we also implement the editor's performance appraisal salary. Website editors' salaries are similarly divided into two parts: editorial salaries and business salaries. If the salesperson can complete the task this month, the editor gets his part of the business salary. In this way we connect the sales and product departments, and we all work together to drive the company forward.

In addition to strictly implementing the company's system and establishing an effective compensation system, what major changes have been made in the company?

Mainly through some details, the concept of "system first" is deeply rooted in the hearts of the people. In the past, interpersonal relationships played a leading role in handling affairs in the enterprise, and the team was relatively loose. For example, the website will have a theme every month. In the past, the leader and several employees discussed and discussed together, and the topic was settled. This approach makes many employees not involved in the production process of topic selection, and the content of the website seems to be determined by only a few people. In response to this kind of problem, we hold a topic selection meeting at the beginning of each month, and everyone can put forward their own views on the content of the website at the meeting, so that everyone can participate.

Since we found that there is very little communication between employees, we arrange the employees of the information department and the marketing department to sit together at the staff meeting every Monday, so that they can fully communicate, give opinions to the other department, and connect products and sales. .

At the same time we make everyone's performance public. For example, the company stipulates that each editor should send a certain number of manuscripts every month. When the time comes, we will publish how many manuscripts the editor has not completed so that everyone can see. In order to achieve an effective assessment mechanism. The same is true for salespeople.

How can you make this change acceptable to your employees?

When older employees face this kind of change, it can be painful at first, and some have raised objections. I think that there is a democratic and centralized process to formulate management systems. After I formulate these rules and regulations, I will show them to my employees. After a period of time, I will summarize the opinions and adopt reasonable suggestions before submitting them to the leader to ask him to make decisions. Final approval. And I think communication with employees is very important, why should we make such a reform? What is the purpose of the reform? Talk to your employees about these issues so they understand and support your approach.

Some employees cannot accept the company's changes, and the company will not retain them on the premise of implementing the system. At the same time, we will attract talents who can adapt to this system. Of course, in the process of recruiting these employees, we have to adopt new recruitment standards according to the needs of the company. For example, I will put special emphasis on requiring applicants to have professional knowledge or relevant work experience. If employees do not even understand some proper nouns, there is no way to build information or promote our services.

You've made a big change to the business, what do your employees think of you?

On the one hand, my own work performance and professionalism have set an example for my employees, and my abilities have been recognized by them; on the other hand, the relationship between me and my employees is not a simple leadership and Being led relationships, I try to turn them into friends.

I am not simply leading others to do things in the company, I am doing marketing work myself, and I am the biggest salesperson in our company. I love my job very much and am full of passion. I have done many big orders in the company, and these achievements are obvious to all.

I have a good relationship with the company's employees. When I say rapport, I don't mean having lunch with them on a regular basis, or chatting with them often. In fact, I rarely talk to them about non-work things. But you should pay attention to your understanding of them in the details, and sometimes you need to think in a different position, "If I were that employee, what would I need my leader to do?" In this way, the relationship with employees will be handled well. For example, if an employee is sick and asks for leave, I will send a text message to condolence him; if a pregnant employee is late for work in the morning, I will also give a certain degree of understanding. And my tone of voice and voice also increased the staff's goodwill towards me. Through this series of grasping the details, I strengthened the emotional communication with them, making them willing to become friends with me.

How has the company changed since the corporate culture changed?

After establishing the incentive mechanism, the effect of rewarding diligent work and punishing laziness will be finally realized, and employees will work more efficiently.

Too much turnover of sales staff is the problem of every company, because we have established a good compensation system, the turnover of personnel is controlled.

For the company, although there is no sudden increase in performance, since the implementation of the reform in 2001, the company's efficiency has been improved every year.

The atmosphere of the company is more positive and everyone has a common purpose and forge ahead in one direction.