Introduction: Development is the last word. What is suitable is the best. Qiaoxing Group pioneered the listing of private enterprises in the United States. Private enterprises bought state-owned enterprises to make mobile phones, built six science parks, with two platforms of communication terminals and new energy, and diversified development in the high-tech field. Qiaoxing Group is a top 500 enterprise in China, a top 100 electronic enterprise and a famous brand enterprise. Why can Qiaoxing Group create many miracles? The human resource strategy of Qiaoxing Group is one of the key factors. The turnover of Qiaoxing Group in recent four years is 600 million,1.300 million, 3.2 billion and 7 billion respectively, which shows that Qiaoxing's human resource strategy is successful and its management method is effective. In order to promote the faster and better development of private enterprises and make them stronger and bigger quickly, I made an investigation and study on the recruitment, education, employment and retention of Qiaoxing Group, and wrote the following report. In order to fully implement the people-oriented management thought, Qiaoxing Group raised human resource management to the height of strategic management, set up a human resource management department and set up a professional human resource management team. In 200 1 year, Qiaoxing Group set up the post of human resources director to co-ordinate the human resources management of 3 1 companies under the Group. Five human resources departments have been newly established in the subsidiaries of the Group, but no company has set up a human resources department for the time being, and a special person is appointed to be responsible for human resources management. The heads of three human resources departments in Huizhou, Beijing and Shenzhen all have more than eight years of human resources management experience in large similar enterprises. The Group's human resources department has also recruited a group of undergraduate students in human resources management to improve the overall professional level of human resources management. In Qiaoxing Group, the people-oriented management idea has become a common practice, deeply rooted in people's hearts, and has become the business philosophy and corporate culture essence of Qiaoxing. When you enter Qiaoxing, you can see the striking slogan of implementing the people-oriented strategy everywhere: Shenzhen Baoya has "people-oriented, legal factory", Qiaoxing Mobile has "talent is the driving force for development", and Qiaoxing Group headquarters has "talent is the most precious wealth of Qiaoxing" and so on. In July 2003, Wu Ruilin, chairman of Qiaoxing Group, personally led the "Eighth donkey kong" to CECT (Qiaoxing holds 65% of the shares) to optimize human resources, which blew the clarion call for Qiaoxing to implement its human resources strategy with earth-shattering momentum. All rivers run into sea, all rivers run into sea. Qiaoxing Group can develop rapidly because it attracts all kinds of human resources from all corners of the country. Among the employees working in Qiaoxing, there are both the "Turtle School" gilded abroad and the "Tuba Road" cultivated by Qiaoxing, both regular troops from urban universities and children from poor rural areas, both airborne troops with extraordinary skills and disabled people with mobility difficulties. In order to establish the employer's brand, improve the recruitment efficiency and publicize the company's image, the group's human resources also compiled recruitment brochures, made recruitment posters, participated in school-enterprise seminars, and various activities conducive to improving the employer's brand image of Qiaoxing Group. On June 9th, 2003, Mr. Wu Ruilin, Chairman of Qiaoxing Group, gave a speech in Tsinghua University and Peking University, which was another wonderful work for Qiaoxing Group to attract talents from universities. For the introduction of middle and senior talents, Qiaoxing Group does not use expensive headhunting service at present, and mainly adopts the following methods: recruitment on professional recruitment websites; Participate in on-site job fairs; Publish newspaper job advertisements; Search in all kinds of talent resume databases; Recruiting on the group website; Internal staff recommendation; Campus recruitment and so on. In the recruitment work, we always adhere to the principles of openness, fairness and justice, and select the most suitable talents. Qiaoxing Group has attracted all kinds of professionals through various effective measures. Many middle and senior managers and professional technicians working in Qiaoxing are professionals from well-known enterprises at home and abroad, such as Motorola, Nokia, Philips, Siemens, Panasonic, LG, Samsung, Lenovo, Haier, TCL, ZTE and Huawei. They are the main suppliers of middle and senior talents in Qiaoxing Group. In the recruitment process, Qiao Xing also helped some vulnerable groups. Such as the disabled, poor college students and poor migrant workers. Due to congenital deficiency, it is difficult for disabled people to find suitable jobs. Qiaoxing provides accommodation and convenience for the disabled, and has recruited 100 disabled people for training and employment in Qiaoxing. The employment of disabled people not only solved their own food and clothing problems, but also helped families get rid of poverty and become rich, and achieved good social benefits. Huizhou Disabled Persons' Federation also set up a training and employment base for the disabled in Qiaoxing Group, which was rated as an advanced unit in China's glorious cause, and its experience was popularized throughout the country. It is difficult for college students to find a job, and it is even more difficult for poor college students to find a job because they can't get a diploma because they owe tuition fees. Qiaoxing Group has made great efforts to help poor college students and paid all the fees owed by the employer to the school free of charge. This year, Qiaoxing recruited 15 poor college students from Shaoguan University, and Qiaoxing paid tuition fees ranging from several thousand yuan to several tens of thousands yuan. Poor migrant workers have no way out of employment. For example, some poor areas in Guangdong, Jiangxi, Hunan, Hubei and other provinces are rich in labor resources, but they are all poor, with limited information and low education, so it is difficult to find a job. The Human Resources Department of Qiaoxing Group took the initiative to contact the local labor and employment departments and helped more than 600 poor migrant workers find jobs. Creating opportunities to train people and let employees and enterprises grow together is an important educational concept of Qiaoxing. In terms of personnel training, Qiaoxing mainly carries out two aspects: one is to provide suitable job opportunities and train people in practical work; The second is to train people through professional training. There are two training and development routes to work in overseas Chinese. Since its establishment, Qiaoxing has been developing at twice the speed every year, providing many opportunities for promotion. At the same time, with the improvement of employees' business ability, the level of employees will gradually improve. For example, there are four levels for general workers and technicians, and six levels for special jobs. Employees are divided into two categories: managers and technicians, and each category has six grades. For example, the promotion order of managers from low to high is: general staff, Commissioner, supervisor, manager, general manager and president. The promotion order of technicians from low to high is: technician, senior technician, assistant engineer, engineer, senior engineer and chief engineer. There is a training center in the Human Resources Department of Qiaoxing Group, and a special person is responsible for employee training. All training is carried out according to the needs and plans. Have the most basic induction training, fire safety training and ISO9000 training; There are also skills training to improve business quality, such as marketing skills training and communication skills training; There are also management skills training, such as target management, performance management and human resource management. There are also advanced training that keeps pace with the times, such as six-horse training and WTO knowledge training. More systematic special class training, such as maintenance training class. Through special training and post practice, most of the senior managers and professional technicians of Qiaoxing Group are trained by themselves, and Qiaoxing Group has countless employees who have grown up with the enterprise. Shi Jie, chief financial officer of Qiaoxing Group, was trained from a grassroots accountant. Cao Chao, the general manager of the telecommunications company, was trained from a warehouse keeper; Wu Jingbiao, general manager of Qiaoxing Development Company, was trained by a technician ... The rapid development of Qiaoxing provides many opportunities for employees to develop. In order to better develop in overseas Chinese, many employees learn professional knowledge and skills at their own expense and actively participate in various vocational qualification examinations and assessments. Qiaoxing Group provides various conveniences for on-the-job self-taught employees, which greatly improves the comprehensive quality of human resources of Qiaoxing Group. Zhong Lianhua, Marketing Director of Qiaoxing Telecom, obtained the MBA degree certificate from American International University in Singapore through two years' efforts. In Qiaoxing Group, many people are attending various advanced seminars organized by Tsinghua, Peking University, Sun Yat-sen University and other management schools, and more people are taking qualification examinations for accountants, economists, human resource managers, lawyers and translators. The key to the rise and fall of enterprises that employ people in an eclectic way lies in employing people. The key to the rapid development of overseas Chinese is to choose the right person. Overseas Chinese can generally be divided into two ways of employing people. The first way is to rely on trust to manage, mainly in the early stage of enterprise development, when the rules and regulations are not perfect and the scale of the enterprise is not large, the managers at this time are actually mostly executors under the leadership of Mr. Wu Ruilin. The second is performance management, mainly because the scale of enterprises has expanded rapidly in recent years, and the company has hired a series of middle and senior managers, and Qiaoxing Group has gradually changed from family management to scientific and democratic management. The principle of employment of Qiaoxing Group is to emphasize education, ability, seniority and performance. In Qiaoxing Group, as long as you can fulfill your work objectives as required, you can still be the general manager even if you don't graduate from middle school. If you can't achieve your work goals and even bring losses to the company, even doctors studying in the United States will still be laid off. Family business is an enterprise that emphasizes work efficiency, which is reflected in its ability, mediocrity and incompetence. There is a general manager who has worked in the company for nearly ten years. Because of his unsatisfactory performance in the past two years, Wu Ruilin, the chairman of the board, had to "screw off his head", and after repeated thinking, he replaced it with a new one. He entered the palace twice in ancient times, and now he is an overseas Chinese. Because overseas Chinese don't forget the past, good horses will return to the grass. Working in Qiaoxing, for some reasons, it is very common to leave Qiaoxing and return to Qiaoxing, and there are many examples in high-level positions. This is the fruit of Qiao Xing's eclectic employment. Mr. Zhang Haibin, the current chairman of Shenzhen Baoya Company (a wholly-owned company of Qiaoxing Group), served as the deputy general manager of Qiaoxing Group six years ago and left Qiaoxing for personal reasons. In 2002, he returned to Qiaoxing to help Wu Zhiyang, vice chairman of the group, acquire and take over CECT. After CECT was on the right track, he was transferred to Shenzhen as the chairman of Baoya Company. Why can a professional manager be the chairman? This is the crystallization of Wu Ruilin, chairman of Qiaoxing Group, implementing the management transformation of family business and human resources strategy. Most family businesses "invite doctors and prescribe their own medicines", so it is difficult for professional managers to play their role. In order to give full play to the role of professional managers, Chairman Wu Ruilin boldly tried to use professional managers. Except for major decisions that need to be reported to Wu Ruilin, chairman of Qiaoxing Group, Mr. Zhang Haibin is solely responsible for the daily operation and management. The 18 branch of Qiaoxing Group is either led by the chairman Wu Ruilin or the three sons of the chairman Wu Ruilin. Shenzhen Baoya is the first pilot company, and Mr. Zhang Haibin is the first person to run a subsidiary of Qiaoxing Group with full authority. At present, Shenzhen Baoya Company has stable employees, high morale, standardized internal management, stable market growth, and enterprise benefits greatly exceed the expectations of Chairman Wu Ruilin. The success of Baoya Company in reusing professional managers greatly enhanced the determination of Chairman Wu Ruilin to use more professional managers boldly. President Wu Ruilin's principle of employing people is honesty and wisdom; Trust and supervision are necessary. Honesty is the basic principle of selecting candidates, but if a manager only has honesty and no wisdom, he may be deceived in fierce market competition and unpredictable business sea. To trust and reuse a person, it is necessary to strengthen supervision and management, otherwise it is impossible to evaluate the merits of the appointee. Through supervision and management, the appointees are supervised, and problems found can be dealt with in time. Give praise and encouragement to those who have outstanding performance, give guidance and help to those who have average performance, and adjust or dismiss those who are incompetent. The employment mode of Qiaoxing Group is changing from trust management and feeling evaluation to target management and performance management. Qiaoxing Group is fully implementing KPI system, target management, performance appraisal and profit sharing. The assessment results are forced to be sorted, and the last one is eliminated. The performance level of employees is linked to individual performance pay, and individual income is linked to the benefits of the company. Multi-pronged approach to retain people is the source of enterprise development. If an enterprise can't keep its core backbone and the main force it has cultivated runs away from its competitors, it will definitely go to extinction. Qiaoxing Group attaches great importance to the retention of the core backbone, and uses six methods to retain the needed talents: high salary retention, emotional retention, career retention, environmental retention, incentive retention and development retention. 1, keep people with high salary. High salary is an important lever to retain talents. Qiaoxing Group purchases the salary and welfare survey report provided by authoritative professional institutions every year as an important basis for formulating the salary and welfare system of Qiaoxing Group. The Human Resources Department of Qiaoxing Group has formulated a highly competitive salary system with posts as the core, qualifications as the basis, market orientation, performance as the basis, fairness as the premise and motivation as the purpose. The salary and welfare system for overseas Chinese is divided into three parts, eight grades and fifty grades. The three parts refer to basic salary, performance salary and welfare subsidy. When introducing talents, the company adopts friendly negotiation with reference to the company's salary standard to determine the salary of employees. For senior talents urgently needed by individual companies, if the required remuneration exceeds the company's standards, they can be reported to the chairman of the board for approval after passing the comprehensive assessment. In other words, the company will definitely give the talents in need a satisfactory salary. On June 5438+ 10, 2003, Shenzhen Baoya Company conducted a general salary increase for middle-level management cadres who passed the examination, with an average salary increase of more than 20%. Due to the obvious improvement in the operating efficiency of Qiaoxing Telecom Company, Wu Ruilin, the chairman of the board of directors, gave his employees three salary increases in one year, with an average salary increase of over 30%. Wu Ruilin, chairman of Qiaoxing Group, said: It is my happiest thing to give everyone a raise. As long as the company benefits well, I am willing to give you a salary increase every month. 2. Emotional retention. Qiao Xing advocates being a colleague at work, a friend in life and a partner of both employers and employees, and establishing close relationships. He who wins the hearts of the people wins the world. Qiaoxing Group's business is booming, mainly because its chairman Wu Ruihui "bought" people's hearts, and many "death squads" are working for it. President Wu Ruilin is a very emotional person. He regards the employees of the company as his brothers and children. There are many employees in the company whose length of service is basically equal to the age of the company. Chairman Wu Ruilin never puts on airs. He likes playing chess in his spare time. Many employees of the company are chess friends of Chairman Wu Ruilin. Chairman Wu Ruilin paid special attention to the food and shelter of employees, personally asked about the food, shelter and life of disabled people, and took time out of his busy schedule to attend employee symposiums and parties. When Chairman Wu Ruilin inspected the dormitory of disabled employees, he found that it was inconvenient for disabled employees to turn on the water, and immediately arranged for the Administration Department to install water heaters for each dormitory of disabled employees. More than 65,438+000 disabled employees are very grateful. The middle and senior managers of the company get married, and Wu Ruilin, the chairman of the company, attends the wedding in person, and sometimes presides over the wedding. The parties were so grateful that it spread among the employees as a beautiful talk. Many employees, especially senior managers and professional technicians, are reluctant to leave the company, mainly because they regard Chairman Wu Ruilin as a mentor and a good friend, and have forged deep feelings with the company. 3. Let people continue to do business. Many employees have their own careers while working in Qiaoxing Company. Therefore, many employees of Qiaoxing are conscientious when they work in Qiaoxing Company. They regard their work as their own career and never want to leave Qiaoxing. There are three ways for Qiaoxing Group to retain people. The first way is that the company introduces and retains senior talents by purchasing technology, giving shares and entrusting them with important tasks. Qiaoxing Roche Water Purification Company, Qiaoxing Permanent Magnet Electromechanical Company and New Materials and New Energy Company all introduced and retained experts and professors in this way. The second way is to entrust the heavy responsibility to senior managers and professional and technical personnel, and grant a certain number of stock options or profit commission. Through target management, profit sharing, overfulfilling tasks, rewards and other means, let the company's managers share the company's development achievements and retain talents. Many managers are members of the company's board of directors. At work, they can not only participate in the company's business decisions, but also share the company's development achievements, grow together with the company, and achieve their own careers in the process of work. The third way is to organize professional technical training for employees who have contributed and have strong learning ability, and provide post practice so that they can master a technology and achieve a career. Many employees knew nothing when they first entered the company. Through the training of the company, some became engineers, some became maintenance workers, and some learned marketing or management. At the same time of overseas Chinese affairs work, the comprehensive quality has been improved, paving the way for career development. 4. the environment keeps people. A good working environment is also an important way to keep people. In order to live and work in peace and contentment, Chairman Wu Ruilin asked the administrative department to always put the working environment of employees in the first place when choosing the office address and decorating the office space. In 2003, Qiaoxing Group visited five branches in office decoration, renovated the dormitories of the two companies, renovated the canteens of Shenzhen Baoya Company and Qiaoxing Science and Technology Park, and renovated all the production workshops of Qiaoxing, equipped with air-conditioning workshops, ventilation and temperature and humidity control equipment, ensuring the comfort and convenience of employees. Qiaoxing Group spent huge sums of money to beautify two science parks. Walking into Qiaoxing Science Park is like walking into a beautiful park. 5. Encourage people to stay. There must be a brave man under the reward. Qiaoxing Group has set up dozens of awards to motivate employees who have contributed to the company. Such as performance award, attendance award, monthly award, quarterly award, year-end award, rationalization proposal award, project award fund, general manager award fund, benefit commission award, technological innovation award, ability improvement award, learning progress award, over-production award, economic award, long-term service award, outstanding contribution award and so on. Working in Qiaoxing always pays off. Employees often get unexpected surprises at work. Shenzhen Baoya Company fully reimbursed all employees' transportation expenses during the Spring Festival in 2004 due to its good benefits. Qiaoxing Mobile Phone Division has made remarkable achievements from scratch. With the approval of Chairman Wu Ruilin, Qiaoxing Mobile Phone Division adjusted its salary three times a year, and implemented special salary and welfare systems such as free lunch, welfare room, paid annual leave, public travel, project bonus, establishment of training fund and profit sharing. Companies such as Galilee, CLP Telecom and Shenzhen Baoya have successively formulated perfect salary and welfare systems. Because employees are always working in an effective incentive state, their work enthusiasm is high and their voluntary turnover rate is relatively low. 6. Develop and retain talents. Man struggles upwards, but water flows downwards. Everyone wants to improve, progress and develop. Because Qiaoxing is in a period of rapid development and expansion, it is often necessary to recruit middle and senior talents. In addition, Qiaoxing has always adhered to the principle of recruiting from the inside first and then from the outside, creating many opportunities for employees to improve. 60% of the senior managers and professional technicians of Qiaoxing Group are promoted from within. The training, development and promotion opportunities of Qiaoxing are the inevitable choice for many people with lofty ideals to join Qiaoxing. Qiaoxing advocates the development of employees and enterprises and creates a healthy and rich life for employees. Working in Qiaoxing Group has fully developed and improved employees' physical and mental health, professional ability, comprehensive quality and quality of work and life. In order to have a source of living water, the people-oriented strategy has made a heavy punch. The human resource management of Qiaoxing Group focuses on attracting people, cultivating people, using good people and retaining people, so that human resources become the core competitiveness of enterprises.