Shanghai Volkswagen: Being able to share joys and sorrows is more * * *.
When does an enterprise most test the quality and loyalty of its employees? It is not a period of vigorous expansion, nor a period of hegemony, but a difficult period of facing adversity. Founded in 1985, Shanghai Volkswagen Automobile Co., Ltd. has been the leader of China automobile market for the first 20 years, but it slipped to the fourth and fifth positions in 2004 and 2005. During the market downturn, Shanghai Volkswagen did not get distracted, but quickly entered the track of rapid development through timely reform and adjustment, and returned to the leading position of China automobile industry.
Zhang Hailiang, executive manager of personnel administration of Shanghai Volkswagen (at the time of press release, Zhang Hailiang was appointed as the new executive manager of Shanghai Volkswagen Sales Co., Ltd. and concurrently served as the general manager of Shanghai SAIC Volkswagen Sales Co., Ltd.) attributed the company's main reasons to strategic adjustment and the efforts of all employees. He said that the company used to be production-oriented, not market-oriented, and production and sales were also separated. Since 2005, they have carried out change management from scratch. The first action is the integration of production and marketing, truly combining production and marketing, and developing the models needed by the production market.
Zhang Hailiang said that change management includes the change management of human resources. Because human resources should cooperate with the company's overall strategy, the company's strategy should provide the products that customers need most to the market, and the undertaker of this strategy is all employees. In this process, the employees of Shanghai Volkswagen live up to expectations, which is also related to the company's emphasis on the selection, training and development of employees.
Compared with a few years ago, the competition in China automobile market is fierce, and talents are particularly important. In this case, Shanghai Volkswagen adheres to a principle that new graduates (including undergraduates, master students and doctoral students) must be trained off-the-job for half a year no matter how many positions they need. Newcomers will first go to the workshop for three months of production practice, and then spend the next three months on language training and company process and job skills training. Workshop practice is also targeted. Those who are ready to engage in engine development will be sent to the engine factory for internship, and those newly recruited by the logistics department will be assigned to positions such as warehousing. It is not a simple assembly line for new employees to put into production practice. They don't carry out repeated operation labor, but are familiar with the processing flow, understand the process characteristics and feel the unique atmosphere of the enterprise under the guidance of special counselors. One day a week, a full-day classroom training course is specially set up, which covers a wide range of basic work skills such as language training, teamwork, interpersonal communication and etiquette. And introduce the company's organization, functions, processes, and even transportation and catering, so that new employees can quickly integrate into all aspects of the enterprise. Zhang Hailiang said that the training time for new employees seems long, but it is necessary. These trainings have increased their perceptual knowledge, which recent graduates lack most.
As a large company with more than 65,438+2,000 employees, Shanghai Volkswagen provides corresponding training courses and projects for employees in different development stages and paths, so that employees can continuously improve their corporate, social and personal abilities. The company sends bimonthly training activities and course plans to all employees every two months to provide different courses for managers, professional and technical personnel and management personnel, covering foreign languages, technology, business, management and other fields. The company also provides driving training courses for employees.
The training department of the company has set up a large number of internal training courses, and the course notice is sent to each employee's email system regularly, or notified to individuals by the training liaison. Employees can attend such courses with the consent of the competent leader according to their personal needs. For example, drawing software training for R&D personnel in product selection, quality system training for quality assurance personnel, technological process training for production personnel, or meeting presiding and project management training for management personnel. These trainings are provided by the company for employees free of charge. In addition, Shanghai Volkswagen has many external training courses, and cooperates with well-known social training institutions to provide employees with more extensive training. For example, human resources workers can take the course of Talent Selection and Evaluation Skills, and marketers can take the course of Automobile Marketing Theory and Practice.
It is worth mentioning that Shanghai Volkswagen has sent a considerable number of local talents to work and train in western developed automobile manufacturing countries for many years. 1998 and 1999, Shanghai Volkswagen sent two batches of 4 1 developers to the German Volkswagen core technology department for a three-year comprehensive training in the whole development process. After they came back, they all became the backbone of the development department and became one of the company's core competitive advantages. In mid-2008, the new model independently developed by Shanghai Volkswagen, with this 4 1 as the backbone, was jointly completed by more than 200 development teams and more than 500 trial-production teams.
In addition to comprehensive training, the diversified development of employees is also a unique practice of Shanghai Volkswagen. Including skilled teacher road, expert road and management road. When new employees enter Shanghai Volkswagen, they will know the enterprise, society and themselves at work. After that, employees can choose different development paths according to their personal characteristics and self-development will, become technicians and experts in the technical field, or take up management positions. Different career development channels let employees understand that management work is not necessary for success. Employees become technical backbones and expert talents, and their income may be higher than that of the corresponding section chiefs and ministers. At the same time, they also enjoy other corresponding welfare benefits, such as a certain amount of communication and transportation expenses reimbursement, and private cars can obtain access permits within the company. In different development paths, the position hierarchy is also subdivided. Take the modeling engineer in the R&D department of the company as an example. At the beginning of Shanghai Volkswagen, I worked as an assistant stylist first, then as a stylist, and then developed into a senior stylist and a senior stylist. After entering the road of experts, he can develop from a modeling director and a senior modeling director to a chief R&D director. Every time he rises to a higher level, it is a reflection of his personal professional ability. At the same time, the salary and benefits will also increase accordingly.
If training is a shortcut for employees, especially new employees, to quickly integrate into the company, then effective daily communication is an effective way for employees to grow up smoothly. Shanghai Volkswagen pays attention to employee communication, and its communication concept is that the human resources department builds a communication platform, and the department manager, as the first human resources line manager, is the main body of communication with employees. Every employee will have an employee performance and development communication card after entering the company. The direct leader will have two or three performance communication conversations with employees every year, and all the conversations, including evaluations, will be recorded on cards, and the two sides will jointly plan the career of employees. In doing so, employees have a clear mind and a clear direction of efforts; Line managers can often use communication cards to understand employees' thoughts and provide suggestions, guidance and support for employees' performance improvement and personal development.
Shanghai Volkswagen has an equal consultation mechanism with trade unions, and both regular employees and workers have a trade union system. Any rules and regulations involving the immediate interests of employees should be fully negotiated with the trade union. The trade union should solicit the opinions of all employees and summarize their opinions regularly. The personnel department collects these opinions on behalf of the company and finds out the solution. For example, some employees complain that the parking place is too far from the work place, the distance between the company's factory and the car is too far, and the price of food in the staff canteen is rising. After seeing these opinions, the company implemented them one by one. In the face of rising meat prices, the company specializes in subsidizing canteens. Zhang Hailiang said that employees are satisfied with this and the company's additional investment is limited. But as long as the enthusiasm of employees is fully mobilized, the benefits obtained are far greater than the financial resources invested.
Perfect training system, effective communication system and considerate caring behavior can all be classified into the category of corporate culture. Some people say that the maximum management scope of a person is 200 people. Such enterprises often adopt direct management, while medium-sized enterprises rely on system management. For a large enterprise like Shanghai Volkswagen, the system alone cannot solve it, and it must rely on the power of culture. Cultural management is called the highest realm of enterprise management.
Shanghai Volkswagen's corporate culture construction is very distinctive. The company has a dedicated corporate culture promotion team and an excellent corporate culture system. Zhang Hailiang thinks that one of the important benefits of cultural management is to have an agreement with employees, which clarifies what to do and what not to do; At the same time, operating through cultural channels, rather than administrative orders, can make employees accept and do things willingly, and there will be fewer contradictions. Now, company managers feel that through the power of culture, many breakthroughs and benefits have been made in human resource management. Corporate culture is the best and most effective management method. If used properly, it will get twice the result with half the effort.
Many companies have such a phenomenon: individual employees love to speak ill of their products. The reason is that some employees encounter some dissatisfaction at work. Shanghai Volkswagen has also encountered this problem, how to solve it through culture? Of course, we can't rely on administrative orders to trace which employee said it and then punish it, which obviously can't solve the problem. In fact, Shanghai Volkswagen's products have always been excellent, as long as individual employees are realistic. To this end, the corporate culture promotion team has designed a set of methods to widely publicize among employees: it is shameful to defame the company's product image, and the company's products should be truly publicized. Influence employees through different channels, and finally reach an understanding with all employees to make employees feel proud of the company's products.
The sense of responsibility of employees is also driven by corporate culture. The company found many examples of dedication and love for their jobs from employees, analyzed how they did it, and vigorously promoted it, so that employees generally had a profound experience. Many joint ventures do not agree with the typical strong approach. Some managers think that as long as there are rules and regulations, everyone can do it, but the executor is a living person, not a machine. Don't think that the "machine" will follow suit after setting the program.
At the beginning of the production of Polo cars, Shanghai Volkswagen once encountered a period of low sales. At that time, No.1 Automobile Factory specialized in producing Polo cars, and employees often took vacations. Once they took a vacation, their income would be reduced, but everyone did not complain and expressed understanding and sympathy for the situation at that time. Later, the sales volume came up, the production was very busy, and employees often had to work overtime, but everyone was still very cooperative, reflecting the harmonious realm of labor and capital sharing weal and woe. Employees can do this because they agree with the company's culture, Shanghai Volkswagen's long-term concern and training for employees, and the company's perfect welfare treatment.
In terms of welfare policy, the salary composition of Shanghai Volkswagen is called "total salary system". In addition to grade salary, there are floating bonuses, statutory insurance, supplementary welfare insurance and special allowances. Among them, the more distinctive part is the supplementary welfare part. According to the business performance, the company pays health insurance, supplementary pension, supplementary provident fund and other benefits for employees, and provides basic transportation expenses, rice stickers, medical stickers, birthday allowances and other allowances. As a car manufacturer, employees of the company can buy the company's products at a price slightly lower than the market guidance price, and get a monthly car purchase subsidy after buying a car.
Zhang Hailiang said that the company is currently considering transferring supplementary benefits to the enterprise annuity. At the same time, on the basis of enterprise annuity, it is an effective means to retain key employees by preparing to operate another occupational annuity only for key employees. The specific method is to determine a certain amount according to the working years of employees. The longer the working hours, the greater the amount. Occupational annuities learn from the practices of some foreign enterprises. Half of the funds can be controlled by employees instead of waiting until retirement. However, the use of these funds is limited to supplementary medical expenses, children's learning expenses, education and health, and cannot be used for other consumption. Shanghai Volkswagen does this to make employees always motivated. This plan is currently under discussion and will be launched when the time is ripe.