The history of growth and development of Taikang Life Insurance can be said to be the history of talent introduction, training and growth of Taikang Life Insurance. During the development of 15 years, Taikang's business development has gone through four stages. In different stages of development, the emphasis of human resource management is different, but all of them focus on selecting and cultivating all kinds of outstanding talents to meet the needs of rapid growth of enterprises in different economic environments. With the explosive development of Taikang Life Insurance, the company's human resource management has been constantly improved and improved in introspection, and gradually moved from extensive to refined and standardized.

Primary stage: cultivate internal strength and lay a foundation.

From the establishment of 1996 company to 2000, Taikang Life Insurance was in its infancy. At this stage, due to the development environment at that time, especially the strict policy supervision at that time, the company developed slowly, the business area was limited to Beijing, and the business volume was not very large. At that time, Chen Dongsheng, the then chairman, emphasized building a team and practicing internal strength, and put forward the talent management concept of openness, learning and integration. First of all, attract a large number of outstanding high-quality talents from home and abroad, inside and outside the industry, and form a good accumulation of century-old stores from the source of recruitment; Secondly, insist on selecting core cadres and sending them out for training, such as sending them to top international financial institutions and insurance companies in Canada, Britain and Switzerland to exchange ideas and learn the most cutting-edge things in the world.

Therefore, although this stage developed slowly, it laid the foundation for Taikang's development today from the perspective of talent selection and training.

The second stage: strengthen the selection and training of management talents and professionals.

Since 200 1 China joined the WTO, Taikang started the "coastal strategy", and the company entered a stage of rapid development that lasted for seven years. China's entry into WTO has brought new development opportunities to China's insurance industry. The China Insurance Regulatory Commission approved Taikang to set up 12 provincial branches (and later added 3 branches), so Taikang set up branches in coastal second-and third-tier cities according to the guiding principle of "first-line consolidation, second-line rise and third-line victory", which is Taikang's "coastal strategy". During this period, Taikang's business has made a great leap. By 2002, the premium exceeded 5 billion yuan, and it increased exponentially in the following years.

Behind the high growth of business is the explosive development of talents. Taikang focuses on how to choose and employ people from the perspective of business development in the concept of employing people at this stage. Because of the rapid development of organizational structure, hundreds of three-level institutions have been established all over the country, which requires a large number of management talents. So the company selected a large number of grassroots leading cadres from within and pushed them to middle and high levels to be managers. "Although there is a certain situation that' the radish is too fast to wash the mud', the concept of employing people in enterprises at this stage is to be practical, as long as it can be used for high-speed business; Those who contribute to growth can be promoted. " Li Chaohui, assistant to the president of Taikang Life Insurance and director of human resources, stressed this.

In addition, at this stage, Taikang Life Insurance has also done some intensive cultivation, especially in the introduction, training, screening and future appointment of professional and technical personnel. For example, in the field of professional technology, Taikang is the first company in the whole industry to form a very perfect talent training chain in actuarial series; Professional and technical personnel in other related core series (such as internal audit, finance, it, dual-core series, etc.). ) There are more and more strict requirements in recruitment, management, training, etc., in order to ensure that each series can not have any risks while its business is growing at a high speed. Today, Taikang's underwriting, compensation, internal audit, it, etc. It has done very well in the domestic insurance industry, because these series of talents of the company are the most sought after by peers in the industry. It can be said that Taikang Life Insurance has contributed many professionals to the industry.

It can be seen that in the second stage, the rapid growth of business has brought a large demand for talents, and managers and professional and technical personnel have received unprecedented attention and training.

The third stage: business transformation pursues connotation value, and Goldman Sachs shares bring conceptual innovation.

2008-20 1 1, Taikang entered the transformation stage, and put more emphasis on connotative value in its business. In the insurance industry, the previous performance ranking only measured the annual total premium, but now Taikang is gradually changing from focusing only on the absolute total premium income to focusing on how many new individual values it can create for the company.

Li Chaohui, assistant to the president and director of human resources, said that the most painful thing in the transition stage is the change of ideas. From the perspective of management philosophy, the demand for the contribution rate of new single value mainly replaces the previous demand for premium amount. From the perspective of management philosophy, the biggest change or the most painful change is people, because in this transition period, Taikang has many bottlenecks, and a big one is the bottleneck of people. "Especially in such a special financial crisis stage from 2008 to 20 1 1, the overall economic situation is not good, and the state's macro-control of development is tightening. What new measures are there in the selection and retention of personnel, and how to make old employees play a better role is very painful from top to bottom. "

At this stage, Taikang Life Insurance began to implement the human resources reform project designed and promoted by the world-renowned He Yi consulting company in 2008, and established a set of systematic systems such as organizational structure management, post system management and salary system management, which realized the integration with international human resources management ideas. In 2009, the E-HR project was launched in an all-round way, aiming at improving the efficiency, quality and participation of human resources work and building a first-class human resources management information platform. The implementation of 20 10 enterprise annuity plan has further improved the salary and welfare system of employees, enabled employees to enjoy a confident, dignified and elegant retirement life, and built a standardized system and advanced technical foundation for building a large human resources company.

20 1 1 In April, Goldman Sachs Group took a stake in Taikang Life Insurance, which caused a sensation in the economic and financial circles of China. Of course, Goldman Sachs, as a shareholder, has also put forward new requirements for Taikang, which has brought impact to the management's decision-making. There are two requirements in management philosophy: first, we should attach importance to human resources, which brings a lot of inspiration to all aspects of human resources selection and retention, such as how to select new employees and how to make employees younger; Second, pay more attention to customers in products and business.

Goldman Sachs has a world-famous and very expensive "Pine Street Training Program", which employs world-class professors and top company CEOs to teach, and the Agricultural Bank of China and Industrial and Commercial Bank of China have sent high-level participants. Starting from 20 1 1, Taikang will send senior executives of the head office and general managers of branches to participate in the training program once a year. After returning from the first training last year, all the executives thought that the training in Pine Street had a great influence on them, and the most important core of this training was human resources, which greatly promoted the human resources work in the transition period.

The fourth stage: building a large-scale human resources company in the new fifteen years.

On August 22nd, 201/year, Taikang Life Insurance held the15th anniversary celebration and award ceremony. With the end of the conference, the new development strategy of 15 was launched, and human resource management also entered a new stage.

Li Chaohui introduced that after 15 years' development, Taikang has appeared the symptoms of "big company disease" to a certain extent, and people are overstaffed and do not seek progress. To this end, the chairman proposed to increase the precipitation of outstanding talents who create value for the enterprise, and eliminate and adjust some personnel through the survival of the fittest. Specifically, the human resources department should focus on doing an important job-using ten years of recruitment and training of outstanding talents to make a brand-new change in Taikang's talent team as a whole, and then build a rich and first-class human resources company.

So how can we build a rich first-class human resources company? Some work Taikang has been doing, and some work has to be explored in practice. Below, let's introduce some unique practices of Taikang all along and facing the future.

The "Thousand Talents Plan" will make the talent team look brand-new in the next decade.

To build a large-scale human resources company, Taikang's human resources need a continuous and endless talent re-engineering system. Starting from 20 1 1, Taikang Life Insurance launched the talent reserve plan for the next decade, and firmly shifted the talent strategy to the system construction of "campus recruitment, self-cultivation and talent development", and the recruitment focus shifted to the best talents in well-known universities in China. According to the plan, 1000 outstanding students are enrolled every year, so it is also called "Thousand Talents Plan". The plan was initiated by the chairman himself and received positive responses from 35 branches, 273 central branches and more than 4,400 grass-roots units.

The school recruitment system is standardized and the talent selection standard is high.

Over the years, Taikang has been recruiting students on campus. In the past, the branches made their own moves. From 20 1 1, the head office recruits. The launch of E-HR system provides a strong technical guarantee for the unified implementation of school recruitment projects by the head office. Unified school recruitment has two major advantages: first, gradually reduce the proportion of social recruitment, because the company has developed to the present scale, and the employment strategy has turned to cultivate talents by itself; Second, we can standardize the number of students enrolled by branch schools on campus. At present, the increasingly severe employment situation of college students has given Taikang more choices. Li Chaohui introduced: "Five or six years ago, it took a lot of effort to recruit students from a well-known university like Taikang; Things are different now, and students from Tsinghua Peking University are also vying to enter Taikang. This employment situation undoubtedly provides a good opportunity for the implementation of the' Thousand Talents Plan'. "

Another important supporting factor of "Thousand Talents Program" is that after fifteen years of development, Taikang's overall brand image has been greatly improved, which has provided solid support for talent recruitment to a great extent. As everyone in the industry knows, Taikang's investment ability ranks among the best in China's insurance industry, which also makes Taikang have a good reputation in the whole financial or economic circles. Therefore, in the selection of investment-related talents, there is sufficient confidence to reach high standards. For example, Taikang's overseas elite recruitment plan, we will go to Wharton Business School, Harvard University, Columbia University, Massachusetts Institute of Technology and other top universities in the world to recruit top investment and insurance talents.

The "Thousand Talents Program" has caused a great sensation within the company, on the one hand, because of the excellent performance of the newcomers themselves, and more importantly, these excellent new employees have brought some conceptual shocks to the whole company. "What we are doing now is to hope that in ten years' time, Taikang will be participated, managed and made decisions by the people of the' Thousand Talents Program' recruited now, and this transformation will be realized with fresh blood and high-quality talents." Li Chaohui emphasized this point.

In order to better attract and cultivate talents in universities, Taikang Life Insurance, Central University of Finance and Economics, Business School of Renmin University of university of international business and economics and China officially signed the "Internship Base Plan" of famous universities on July 20th11,and held the awarding ceremony. The plan aims to further strengthen the cooperation between enterprises and schools, improve college students' practical ability, innovation ability and employability, provide a platform for students to change from students to professionals and companies, and also provide an important channel for enterprises to choose and introduce talents independently. It is understood that Taikang Life Insurance has established internship bases with 40 well-known universities across the country.

"Thousand Talents Plan" focuses on "Talent Training Plan"

Recruitment is not the ultimate goal of the "Thousand Talents Plan", the key lies in training, so the core of this plan lies in the "training plan". The initial goal of the training program is to become a series of grassroots backbones within two years, and the training period is two years. Young grassroots backbones are trained in key positions of the head office, branches, institutions at all levels, business lines and security departments, and a "talent pool" for selecting middle-level cadres is created. The medium-term goal is to grow into a grassroots management, business and technical backbone in four to five years; The long-term goal is to gradually grow into a middle-level manager and core backbone after six to eight years.

The first phase of the "Talent Training Plan" lasts for two years and is divided into four stages:

The first stage: comprehensive ability modeling (half a year), induction training;

The second stage: vocational ability modeling, (half a year), vocational training;

The third stage: professional ability improvement (half a year), professional ability improvement training;

The fourth stage: mode upgrading (half a year), basic management training.

During the two-year training period, on the basis of the overall training plan, a personalized rotation plan will be made for each new employee to meet the employees' needs for job diversification and help employees to quickly locate and grow. At the end of the whole training period, all employees will be comprehensively evaluated and repositioned. In order to help employees improve their business skills and comprehensive knowledge in an all-round way, employees can not only get in touch with the work of institutions at all levels in this series of head offices and branches, but also have the opportunity to study in other business directions for a short time. During the whole training period, we will regularly hold excellent forums, quarterly exchange meetings, monthly growth sharing meetings and other activities to promote exchanges and common growth. In addition, the company will also appoint different types of mentors to provide growth guidance for employees: there are direct superiors to provide guidance for practical work; Have a business mentor to help improve business skills; There are company executives teaching corporate culture to enhance the height of observation and thinking; Some career development professionals provide professional growth advice, some brothers and sisters share real experiences, and so on.

Social recruitment attracts the best talents in the industry and internationally.

In addition to campus recruitment, Taikang social recruitment is also very strong, and the requirements are stricter than before. If it is an ordinary employee, it must be an outstanding talent in the industry and series; If it is the introduction of executives, it must be a leader in this industry. The purpose is to build an elite talent team in Taikang.

At present, Taikang employees are becoming more and more international, and there are more and more employees from China and Africa. For example, the chief financial officer, chief actuary and other senior executives are all from Taiwan Province Province, while some senior executives in the actuarial department, risk management department and finance department are from Taiwan Province Province, Hongkong and even the United States and Canada. They brought conceptual innovation to Taikang.

After more than ten years of development, Taikang has built an excellent talent team. Taikang Life Insurance currently has more than 20,000 back-office employees, of which 55% have bachelor's degree or above, and the academic structure is relatively good. Among them, nearly 200 employees graduated from Peking University and Tsinghua, and more than 200 employees graduated from foreign universities.

Draw a map of all-staff learning and build a multi-dimensional growth system

Building a first-class human resources company needs a series of supporting support. Taikang Life Insurance is committed to keeping employees' personal growth in step with enterprise development through overall planning and operation. Taikang Life Insurance emphasized that "training is the greatest welfare" from the beginning, established an open, professional and learning mainstream culture, and created a good atmosphere for the growth of employees. Taikang Life Insurance advocates a healthy and open mind with international vision, inclusive spirit and enterprising spirit, and encourages employees to always be interested in new things, master professional knowledge and skills, and provide customers with the most professional services. A good atmosphere of learning organization has been formed in the whole company, learning financial knowledge, business management and how to be a man and do things.

Learning maps has effectively strengthened the training of employees' general ability.

Since 2009, Taikang Life Insurance has focused on building a learning map covering all employees of the company, integrating employees' career development planning, work ability and enterprise learning resources, and forming a learning and development guide for employees of Taikang Life Insurance. The company aims at 16 series and hundreds of posts in the whole system, and constructs and develops the corresponding curriculum system and learning path for each post according to its post demand and ability model. Through refined and targeted training and learning, we can improve our personal ability, improve our work performance and promote the in-depth development of employees in different career paths.

In Taikang Life Insurance, every employee may be deeply touched by the company's training system and benefit a lot. They have to complete the online course training of Taikang Enterprise University at least once every quarter, and each person has at least two face-to-face intensive trainings every year. In addition, there are different training programs for middle and senior managers and business series.

Unify and standardize the training of new employees throughout the system.

New employee training is also the core training program of Taikang Life Insurance. In 2009, the head office completed the construction of the new employee training system of "Taikang and your growth". Its core goal is to establish a unified new employee management system, management process and curriculum system. On the basis of in-depth research and development of the company's needs and comprehensive investigation of the training mode of new employees in external benchmarking enterprises, the core competence model of new employees in Taikang Life Insurance was formed, and a new employee training system combining online courses, face-to-face courses and tutor counseling was formed for the first time in the company's history. After two years of project construction and trial operation, the system has been widely praised, and the training of new employees in the company has been systematic, standardized and integrated.

The lecturer management system has been continuously improved.

Over the past few years, the company's training center has systematically sorted out the lecturer management system, constantly promoted the benign operation of Taikang's internal lecturer system, built an internal lecturer value chain, improved the specialization level of the lecturer team, and focused on optimizing the key links such as lecturer selection, training, course certification, professional evaluation and encouragement, which provided a powerful strategic resource for the company's business development.

In-depth development of network training

The online learning platform of Taikang Enterprise University has been running for more than five years since it was officially launched in August 2006. In the past five years, the content of online learning platform has been continuously expanded, its functions have been continuously strengthened, and the online rate of employees and the completion rate of courses have been steadily improved. Network training increasingly highlights its importance in the company's training system and has become the core force to promote the ability of all employees.

Over the past fifteen years, through continuous efforts, Taikang has established an internal staff training system and a training course system with Taikang characteristics, which has improved the professional level of the lecturer team and created a professional and efficient learning platform. In recent years, whether face-to-face or online training, the number of trainees has increased rapidly, and the breadth and depth of training have been continuously improved.

Construct an eclectic and diversified incentive system

Service company strategy and business development is an important guiding principle for the construction of large human resources companies, and the implementation of total performance management is also one of the important supporting policies for the construction of large human resources companies.

Quantitative assessment, fairness and justice

Over the years, Taikang Life Insurance has made great efforts to achieve the goal of "being competent, being mediocre" and advocating the spirit of "professional manager" through the performance appraisal system with KPI as the core.

In the Outline of Talent Development of Taikang Life Insurance, which is revised every year, there are some quantitative, rigorous and detailed provisions on employee performance appraisal. For example, in the business transformation stage of Taikang Life Insurance's development, the company's assessment index changed from a single premium amount to a comprehensive business index, and turned to assess the contribution of employees to the company's profits, that is, the new single value contribution.

The incentives for business personnel are linked to performance, and a large part of the incentives for functional departments should also be linked to performance. For example, Taikang proposed "opening the door to be a human resource". There is no human resources expert behind closed doors, as long as the company's performance is not good, the human resources department will reflect it, and obviously there is no opportunity to evaluate Excellence and advanced.

Taikang's assessment is business-oriented, but it also takes into account relative fairness. For example, it advocates more work and more pay, and does not cap the institutions that do well, but it does not want the income of grassroots employees to be too low.

Diversification of employee development paths

Taikang Life Insurance emphasizes that while promoting the company's development, employees can also achieve growth and development in many aspects.

In order to implement the design idea of diversification of employee development channels, the company has designed two promotion channels: management series and business/professional series.

In Taikang, there is a relatively complete succession plan. Taikang has formed a dynamic, objective and convincing cadre echelon list through annual 360-degree assessment and cadre debriefing. Once a vacancy occurs, it will be promoted from the echelon list first.

It can be said that Taikang's promotion culture is very suitable for the growth of young employees. Taikang Life Insurance encourages employees, especially young employees, to achieve the greatest professional value in the company-to obtain their own reasonable interests in the process of realizing the company's value, and to achieve a win-win situation for individuals and company wealth. In Taikang, many young people have accumulated experience with the growth of the company and held important positions in the head office, branches and central branches, becoming the business backbone and management talents of Taikang Life Insurance.

Unique internal and external service honor system

In order to encourage the healthy growth of employees, Taikang Life Insurance has also established a complete internal and external service honor system. Facing the background of the company, Taikang Life Insurance has established an annual evaluation, four clean-ups award, commendation and other honor systems. For business series, Taikang Life Insurance has established a perfect honor system after years of practical exploration, such as "Century Classics" for all business series, "Taikang Cup" and "Top 100 Service Departments Commendation" for life insurance series, "Fortune Cup" for bancassurance series and "Training Summit" for training series. A large number of outstanding talents emerge every year. While creating wealth, these people are also cooperating with Taikang Life Insurance.

Advocate an open, active and young cultural atmosphere.

As an enterprise with ideal, ambition and social responsibility, Taikang Life Insurance has regarded corporate culture construction as one of its core competitiveness since its establishment, shaping the soul of the enterprise and passing these on to its employees. Taikang pays attention to carrying forward the spirit of enterprise in the company's activities, so that the excellent corporate culture of people-oriented, affinity and integrity is deeply rooted in the hearts of the people, and the self-value of employees is integrated with the realization of company value.

In Taikang Life Insurance, there are both challenging jobs and colorful lives, and the company advocates a healthy lifestyle with a balance between work and life. Company annual meeting, regular departmental activities, parent-child sports meeting, various interest groups, English corner, holding competitions, youth forums and other rich extracurricular activities can enable employees to fully display themselves and find themselves outside of work.

In Taikang Life Insurance, there is a mass learning organization called Youth Forum. Since its establishment in February, 20001,the Youth Forum, as a learning garden and communication platform for employees of Taikang Life Insurance, has been shouldering the mission of "gathering ideas and wisdom, igniting the passion for struggle and conveying the dream of youth". The definition of "youth" does not simply refer to people's actual age, but emphasizes a young mentality and spiritual pursuit of being brave in learning and innovation. The Youth Forum always pays attention to the development trend of the world and the development direction of the company, and puts forward suggestions on major measures for the company's development from both macro and micro levels. Young people in the company talk about life, ideals, knowledge and development in the forum.

In the recent forum with the theme of "Talking with employees", the chairman was also present, and everyone expressed their opinions. Some people criticize Jobs, others praise Jobs, and everyone can express their personal views on this matter from different angles. Because Taikang is a young company, it advocates an open, positive and young cultural atmosphere.

In particular, Taikang Life Insurance, in Taikang Financial Building, CBD, used two floors to create 15 Anniversary Achievement Exhibition, Taikang Art Collection Exhibition, and elderly community exhibition space. With the theme of "Dream and Road", Taikang 15 development was integrated into the background of China's reform, opening up and golden development, showing Taikang's grateful times and the pursuit of living up to the times, and writing waves.

At present, Taikang Life Insurance has formed a publicity platform of "one newspaper and four publications", including Taikang Life Insurance and media focus for employees and business people, and Taikang New Life and Communication-Healthy New Life for corporate customers. On the 20th11year, Taikang Life Insurance Company was founded15th anniversary, and the employee publication Taikang Fashion was launched. Taikang Life Insurance has also turned the company's corporate culture and entrepreneurial spirit into a heavy corporate culture series. In addition, there are company profiles, company promotional videos, company MTV, company OA office system, etc., which will be updated every year.

Taikang Life conveys the company's strategic objectives, business philosophy, cultural orientation and entrepreneurial spirit to employees from different aspects by creating a huge corporate culture communication system with different media and sound functions. These publicity materials have become an important carrier for employees to understand the company's corporate culture and the company, providing a steady stream of spiritual food for employees' growth.

Further reading: How to buy insurance, which is good, and teach you how to avoid these "pits" of insurance.