(I) Overview of CRRC Electric Appliance Co., Ltd.
Wenzhou Zhongcheng Electric Appliance Co., Ltd. has more than 500 employees. Located in an industrial zone on the outskirts of Wenzhou, Zhejiang, the boss's name is Chen Zheng. Founded in 2002, all shares belong to Chen Zheng. The company produces and operates high-voltage battery products for heavy machinery industry, 98% of which are exported abroad, and the main markets are concentrated in the United States, Britain, Germany, Japan and Australia. CRRC Electric Appliance Co., Ltd. is the largest manufacturer of industrial high-voltage batteries in China. It is also one of the top three manufacturers in the world.
At present, the company has a general manager named Zhang Xiong, 60 years old, with old ideas and poor working ability, which makes it difficult to take on heavy responsibilities. There is a big problem in the company-management is very chaotic. For example, after a large number of orders are accepted, they can't be produced on time, or they can't be shipped according to the time stipulated in the contract because the product quality and technology can't meet the requirements. Faced with the delay or cancellation of a large number of orders, customers have demanded compensation from the company, making the company's profits very meager. Due to long-term management confusion, the company suffered serious losses. On 20 12, Chen Zheng found a buyer to buy CZ electrical appliances. However, after all, this is his hard work for many years, and Chen Zheng really wants to fight again. After all, CRRC has a good customer base, so there is no need to worry about the order. So, he wants to hire a new general manager to open the situation of company management and realize the company's "second venture".
(2) Interview
Recommended by headhunting company, professional manager Wang Li came to CRRC for the first time at the end of 20 12. Through brief contact, Chen Zheng felt that Wang Li was very suitable to be the general manager of CRRC Electric Co., Ltd. because of his quick thinking, quick thinking and strong organizational ability.
After the interview, Chen Zheng showed Wang Li around the factory. Wang Li found this company not only from the scale of the production line, but also from the office conditions of the office building. As far as hardware facilities are concerned, they are comparable to the first-class enterprises in Shenzhen, and Chen Zheng and Wang Li are very speculative. Almost that night, the two sides reached a consensus on cooperation. The next day, Chen Zheng and Wang Li discussed an employment contract together. Both parties agree to draw up a draft contract first, and then sign it after Wang Li officially comes to work in the company. The next day, Chen Zheng called a meeting of all the company's cadres and appointed Wang Li as the company's executive deputy general manager to take charge of the company's daily work. Chen Zheng refused to let Wang Li be the general manager immediately, because Wang Li is new here and unfamiliar with production machines and products. Besides, I'm afraid it's too stressful to be a general manager at once.
(III) Human resources of CRRC Electric Co., Ltd.
The day after the appointment document was issued. Wang Li began to perform the functions and powers of executive deputy general manager. The first job is to fully understand all aspects of the enterprise. At the company's first weekly meeting, Wang Li had a very bad feeling: the quality of the company's middle and high-level leaders was too poor. For example, Wang Li, a foreigner, couldn't understand a word when meeting in Wenzhou local dialect.
A month later, Wang Li discovered that CRRC Electric Appliance Company is a purely family-owned enterprise, with strong kinship and nepotism among middle and senior leaders. The first level of kinship, such as the company's production director Ma Qifu is the son of uncle Chen Zheng, the export manager Chen Dan is the daughter of Chen Zheng, and the assistant chairman Chen Ming is the son of Chen Zheng. The second layer of nepotism, such as Deng Shouguo, the chief engineer, is the old director of the former state-owned enterprise in Chen Zheng, and Luo Daozhi, the manager of the administrative department, is an old colleague of the former state-owned enterprise in Chen Zheng. In addition, there are extensive kinship and nepotism between ordinary staff and employees. The biggest feature of family members is their temper, difficulty in communication and cooperation, and non-compliance with various rules and regulations of enterprises. They have superior momentum and default privileges in the company. They communicate directly with their boss when something happens, and never pay attention to their immediate boss.
Companies, like other formal enterprises, have party branches, league branches, women's federations and various organizations. However, unlike regular enterprises, the secretary of the Party branch, the secretary of the Youth League branch, the chairman of the trade union and the director of the Women's Federation are all held by family members. Family members are the "royal family" in the company and have many "royal family" privileges. Although these privileges are not written into the formal management system, they are constantly appearing in practical work and exert great influence.
Looking up the staff roster of the administrative department, Wang Li found that in an enterprise with more than 500 people, 90% of the employees have primary or junior high school education, 9.8% have high school education and 0.2% have junior college education. There are only two college graduates in the whole company, most of the middle and senior cadres are junior high school graduates, and only four are senior high school graduates. Of the 65,438+00 technicians in R&D department, more than half can't use computers. Most workshop directors and department managers are directly promoted from ordinary employees. Lack of management ability, no one has received standardized management training in formal enterprises. In addition to the low quality of personnel, there is a serious problem-the management and technical personnel are too old: General Manager Zhang Xiong and Production Director Ma Qifu are all 58 years old, Deputy General Manager Gao Tiancheng is 57 years old, Chief Engineer Deng Shouguo is 70 years old, R&D Manager Zheng Caiwu is 59 years old, and 8 engineers in R&D department 10 are over 55 years old. When Wang Li visited the production lines of various workshops, he also found that many ordinary employees were older. According to the employee roster, there are 3 ordinary employees over 40 years old and 98 ordinary employees aged 30-40, which is quite different from the young faces on the production lines of foreign-funded enterprises in Shenzhen. Due to low quality and old age, many jobs cannot be carried out.
In CZ Company, the daily operation of the whole company depends on Chen Zheng alone. Even the small matter of how many notebooks the administrative department wants to buy this month has to be decided by Chen Zheng himself. Every day, Chen Zheng's office is crowded with people, from the deputy general manager, factory director and chief engineer to the workshop director, warehouse keeper and security guard, all of whom report directly to Chen Zheng. All new products and projects sent by customers are contracted by the boss himself, and all important order negotiations are the responsibility of the boss. The monthly salary paid to middle and senior cadres is also paid by Chen Zheng himself.
After one and a half months in the company, Wang Li has fully understood the basic situation of the company. His conclusion is that the management level of CZ Company is at least several decades behind that of foreign-funded enterprises in coastal areas. Wang Li is eager to break the old order and establish a new order, and hopes that a reform he leads will be a great success and realize his life value.
(4) personnel replacement
The most serious problems of CZ Company are family, corporate culture and backward concept of Chen Zheng. Wang Li decided to start with the organizational structure, leadership quality and the establishment of rules and procedures for reform. Since August 20 13, the company's people have been floating, rumors are everywhere, and disgruntled veteran heroes are complaining, pointing the finger at the new general manager Wang Li from various channels. In the daily work arrangement and coordination, Wang Li also felt hostility and uncooperative. But in any case, the reform has actually advanced. In the process of promotion, Wang Li sought support from Dao, manager of administrative department, Cai, manager of quality department, Fan, new minister of planning department, Jia, minister of materials department and others. Reform can't be alone, it must be supported by someone, but from the current situation, only 10% people support reform. The opposition forces account for 80%, and another 10% is watching.
In the process of reform, the most difficult thing is to communicate with middle and senior leaders. Among them, it is difficult to communicate with the factory director Ma Qifu and the general manager Zhang Xiong. The company has six senior managers: Chen Zheng, Wang Li, General Manager Zhang Xiong, Production Director Ma Qifu, Deputy General Manager Gao Tiancheng and Chief Engineer Deng Shouguo. Every meeting is an inspiring debate between Wang Li and four people, and no formal resolution can be reached at all. Middle-level leaders, on the other hand, have a negative attitude and the arrangement work has not been implemented at all. Grassroots employees don't understand, trust or care about the reform. After more than a month of reform, 90% of the work could not be started or completed on time. Wang Li feels isolated. Wang Li is becoming more and more aware that the reform is impossible under the current situation that die-hards occupy all important positions in the company. The first step of reform is to "change" people. Wang Li decided to increase the introduction of new manpower and fresh blood. At the beginning of August, 20 13, Wang Li arranged for the administrative department to advertise in Zhejiang TV stations and newspapers. The positions recruited include more than ten positions such as chief engineer, R&D manager, production director, warehouse manager, financial manager, workshop director, mechanical engineer, electronic engineer, engineering supervisor and foreign trade salesman. Soon the job advertisement was effective, and cover letters were sent from all over Zhejiang. In just three months, Wang Li replaced 40% of the company's middle and senior leaders. Among the 26 middle and senior leaders, 1 1 is the new "airborne soldier" of the company. External leaders account for 43% of the company's middle-level and above leaders, completely breaking the company's original closed leadership structure of 100% locals. From September 20 13 to June 20 1 10, the administrative department posted the notice of appointment and dismissal almost every week, and people resigned or joined the company every week. Wang Li asked the personnel department to standardize the employee entry procedures. I also need to buy five insurances and one gold for employees.
One after another, opponents of reform or incompetent people were dismissed and dismissed, and one after another, new people were appointed. Great changes have taken place in cz company. From 20 13 to 10, all department leaders under the new management system were in place and all started to work. The new organizational structure has been officially put into operation. The new system shows many incongruities, but Wang Li knows that this is a running-in period, after which the whole system will operate normally. By the end of February, 20 13, a brand-new management structure and operation mechanism of CZ company had been established and operated normally. More importantly, the leaders of the new company have gradually United with the original "reformists" and formed a strong reform camp. The whole company also presents a good trend of benign development. Chen Zheng decided to honor the promise in the labor contract signed with Wang Li, who was officially appointed as the general manager of CRRC.
(5) cut the net.
CZ company has three networks-family network, regional network and blood network. After Wang Li came to CZ Company, every time he took a measure and carried out a plan, the first thing he encountered was the obstruction of the three networks. Wang Li decided to take action to cut off these three nets. The first network-home network. There are many families in the company. Up and down, there are more than 40 relatives and relatives in Chen Zheng. They formed a solid and huge family network. Wang Li divided the members of this family into three categories: the first category is elite, young, passionate and intelligent, such as Chen Dongming and Chen Dan; The second category is the real power category, with certain working ability and experience. At present, he holds important positions in the company, such as Gao Tiancheng, deputy general manager of finance, and Ma Qifu, manager of purchasing department. It is characterized by its older age, lower education and aging knowledge, which has gradually failed to meet the needs of enterprise development. The third category is the general category, that is, holding a general position in the company, with little advantages in working ability and experience, low academic qualifications, old age and little development prospects, such as Zhao Yun, statistician of the administrative department, and Jiang Pingping, manager of the finished product warehouse.
In order to cut off this family network, Wang Li and Chen Zheng talked deeply about their own ideas: Wang Li suggested that Chen Zheng send the first group of family members to colleges and universities for three to four years of modern formal education, so that they can become talents with modern management ideas. After graduation, you can become a senior successor of the company in the future; For the second kind of family members, we can keep them for the time being, but at the same time we must find someone to replace them. Once conditions are ripe, they should be allowed to leave management positions. A company may set up an enterprise supervision committee, and let them all join the committee to supervise the work of all departments of the enterprise, especially the financial work, but not participate in the daily management of the enterprise; For the third type of personnel, they can be asked to leave immediately, because they are all lower-level positions. It is easier to find a replacement, and even if you leave, it will not affect the overall work of the company. Chen is very much in favor of this, but in practice, Wang Li's evaluation of the whole "network cutting operation" is: the first network is not completely cut; The second net was cut successfully; Cut the third net as much as you can. Of the three nets, the first one is the most harmful. What Wang Li wants to do most is to send Chen Dongming and Chen Dan out of the company. After the internet disconnection failed, Wang Li realized that he had underestimated the power of the family.
(6) Vigorously introduce talents.
CZ Company has never had a set of human resources planning and long-term human resources strategy, and Chen Zheng has never seriously considered the company's personnel structure. Middle-level leaders are promoted from ordinary employees, or relatives of the boss are arranged, and high-level leaders are promoted from middle-level leaders, which leads to the overall quality of middle-level and high-level leaders is no different from ordinary employees. Therefore, the leadership quality of CZ Company is at a rather low level. Chen Zheng and the top management of the company have never regarded human resources as more important than capital, technology and equipment workshops, and even don't understand what "human resources" are. With the continuous advancement of reform, new human resource needs have emerged in many positions, and the existing leaders and technicians in some positions have shown obvious lack of ability. Wang Li found that the biggest problem in the company at present is still the shortage of human resources, and all other resources depend on this basic resource. After discussion, Wang Li and Chen Zheng decided to conduct another talent recruitment, using this second round of talent introduction to let more new people enter and impact the original personnel structure of the company.
In order to avoid the simplification of talent structure, Wang Li decided not to recruit from Wenzhou local talent market, but from Shanghai, Hangzhou, Suzhou, Shenzhen and other areas with dense manufacturing talents. Wang Li wants to turn CZ Company into a diversified enterprise, with personnel from all corners of the country and a multicultural organizational model like the United States, completely breaking the original personnel structure of CZ Company, breaking the patriarchal network and establishing a new personnel structure and normal working order. From 20 14 to 1, Wang Li started the second round of large-scale talent recruitment. During the period from 20 14 and 14 to May, one of Wang Li's most important tasks is to recruit talents.
With the change of the company's personnel structure, many work arrangements have been significantly improved than before, and they can be implemented immediately after they are arranged. The arrival of new people has brought the "catfish effect", and the old people have a great sense of pressure and crisis, which has changed their original loose and free working attitude. However, due to the replacement of so many cadres and technicians in a short period of time, many tasks of R&D, quality and production machinery procurement departments, especially technical work, have been seriously out of touch.
(7) the pain of reform
From 20 14 to 14, the sales of CZ company are far below the set target. There are criticisms of Wang Li's reform from top to bottom in the company. Due to the new quality manager Ji Weiping's uncertainty about quality standards and lack of experience, 1500 cases of goods were reworked. In addition to production and quality problems, there are also outstanding instability in personnel. There is a high turnover rate of workers on the production line and too many novices, which leads to a series of problems in biotechnology.
This put Wang Li in an awkward position, and also made Chen Zheng question Wang Li's working ability. At the same time, since the reform of R&D department, due to poor cooperation and high turnover rate, the research and development progress of many new products has never kept up with the company's needs, which has aroused strong dissatisfaction from relevant departments of the company. Wang Li also revised the company's asset management system on 20 13 12, so that all employees can enjoy overtime pay. However, this measure has had a negative impact. In order to mix overtime pay, many people put off what they can usually do after work, which makes the overtime pay of company employees rise sharply. Only three months after the introduction of this regulation, the overtime wages of all employees reached 35% of the total wages, which led to a rapid increase in the company's management costs. Under pressure, Wang Li cancelled the employee's overtime pay in April 20 14. In this way, another negative effect appeared. Because no one worked overtime at night and Sunday, the progress of many new products was seriously hindered, and many technical failures were delayed, which directly affected the overall work of the company. This incident cast a shadow over Chen Zheng's heart, a shadow of serious doubts about Wang Li's ability, and a wave of opposition to Wang Li slowly appeared in the company.
(8) Personnel earthquake
Although the company's sales began to rise in April 20 14, there were more and more rumors and slanders against Wang Li. Since August, Chen Zheng's attitude towards Wang Li has also changed. He no longer talks about anything with Wang Li, but makes his own decisions or talks directly with the factory director and department manager. What is the work plan? Wang Li has no idea at all. When Wang Li makes another arrangement, it often causes many misunderstandings and jokes. Chen Zheng never took the initiative to talk to Wang Li, but Wang Li decided to take the initiative to talk to Chen Zheng. Chen Zheng told Wang Li sullenly, "Recently, the management of the factory is chaotic, and there are problems everywhere. Many executives came to me crying. I think you have many problems in recruiting people, employing people, system design and overall management. Now there are many problems in all aspects of the company. As the general manager, you should bear the main responsibility. " However, when Wang Li further asked what the question was, Chen Zheng faltered again. Since April, the two have not had a real communication for several months. On February 3rd, 65438, Chen Zheng talked with Wang Li, and gave him a job appraisal about Mr. Wang Li to appraise Wang Li's performance, which improved the company's profit and output value to a certain extent, but there were also some problems: the R&D department was seriously lagging behind and the development of new products was slow. The management of this work is not in place. The company's personnel are too mobile, which has caused many problems. As a general manager, I don't know much about technology, and I'm not familiar with production technology and products, so I can't be competent for technical leadership. There are many contradictions in various departments of the company, and there is no coordination as general manager. Therefore, the company decided to terminate the labor contract with Wang Li and remove Wang Li from the post of general manager. 20 14 14 On February 4th, Wang Li left Wenzhou. After Chen Zheng left, CZ Company's production, procurement, R&D, sales and quality management showed a benign operation. Slowly from an "abnormal enterprise" to a "normal enterprise".
1. What was the current situation of human resources in CRRC before Wang Li joined the company? (20 points)
2. Generally speaking, what procedures should enterprises adopt to promote organizational structure change? (20 points)
3. What did Wang Li learn from CZ's human resources reform? (30 points)
4. What problems does Wang Li have in the human resources reform of 4.CZ Company? (30 points)
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