Confusion caused by the questionnaire
In 2002, a question confused with CATIC Shenzhen group human resources manager Chen Hongliang: how to clear, a clear grasp of the present group of all employees what information and data, because it is planning to deploy throughout the Air Group's human resources is very important.
This is not an easy thing, because Chen Hongliang where CATIC Shenzhen has more than 10,000 employees, which employs more than 10,000 Air Group subsidiary distributed in the high-tech industrial manufacturing, real estate Hotel, import and export trade, retailing and financial and securities business in various industries, both in the aviation industry,, mid, FIYTA, Shennan light and three other domestic and foreign listed companies; another Rainbow Shopping Centre, Shennan Circuit, Southern Trust, Southern Securities, China Aviation real estate, property management in the aircraft, the aviation business, Grand Skylight, industries and enterprises such as Shanghai hotel.
CATIC Shenzhen Holdings also known as China National Aero-Technology Import & Export Shenzhen Company, China National Aero-Technology Import & Export Corporation of branches. Two decades, Shenzhen CATIC China's aviation industry relies on the strong technical strength and talent, high-tech industrial manufacturing as a leader, vigorously develop the tertiary industry, active in capital operation, forming a comprehensive, diversified group structure.
Many in such a business, the number of large conglomerates engaged in human resource management, does not a simple matter, the Group has developed early headquarters personnel management system used, however, because the limitations of technology at that time, the system has lagged No Now the whole group and not a unified platform for personnel information, scattered in dozens of key investment in the company's personnel information form filled out by hand the collection, so Group Headquarters could not clear check the company's personnel information, not to mention the more management decision-making support.
In 1999, CATIC Shenzhen Group Human Resources Manager Chen Hongliang had organized with the questionnaire in a survey done within the Group, he wanted to know within a few years in the Air of students entering basic information, major, and job changes, as a human resource policies. The results of this survey workload significantly, make paper form issued, but also a picture of recovery to come back and register. It took enormous effort done human resources, and the survey results soon lagged behind, because the group's personnel situation is changing over time.
In 2002, Chen Hongliang want to do it again this investigation, but the difficulty of manual investigation and time-too bad the problem emerged, the questionnaire is a small problem, really let Chen Hongliang confusion, if not clearly, explicitly to master all the staff present the Group's information and data, how human resources management to state decision-making, but also how to deploy the strategic planning group in the Air Group's human resources?
"People" management shortcomings
Chen Hongliang's worries are not unfounded, "questionnaire" on the apparent problem is the Air Group staff personnel is not clear enough grasp of basic information in a timely manner, but reflect the flight status of the Human Resources Management - is the current "personnel" management system and not linked to corporate strategic goals.
CNAC has set themselves a turnover of 3 years and strive to reach 80 billion goal: to create first class enterprise, sustained and rapid growth, but also access a number of sectors in a first-class (industry leaders).
However, the current personnel management system in the flight less lag, there is no system to build human resource systems, job responsibilities with the company without the development of strategic changes in re-defining the business goals are not passed down, the lack of fair and objective evaluation of staff and effective incentive mechanism. And human resource management system to bring greater consequences of delay is - staff attitudes and corporate culture lag, the concept of hysteresis, long-term relatively closed "mini environment" so that employees look "myopia", the lack of market awareness, and in the sense of crisis is not strong, poor awareness of internal and external aspects of the service; also too concerned about the level of vertical rather than horizontal cooperation; "Striving" mentality much less aggressive awareness.
In the modern enterprise system in the Group, strategic management systems and corporate culture necessary to grasp the system into two systems, Welch at GE in fact simply two things that develop strategies to promote culture, but GE's success, its real because it has very good management system the two strategic groups.
CATIC has already positioning strategy based holding company, and today the lag of human resources management system, making the Air Headquarters in developing strategies and promotion of culture as a constraint, it seems "human" management has become the management of Shenzhen Airlines short board, human resources management system reform is imperative.
But fundamentally to improve the "people" management shortcomings, the aircraft must be in the group management to human resources up to the strategic level, rather than on the insignificant position.
HR reform has started
CNAC Group headquarters is aware of this, in recognition of "people" managing short piece of board re-established after the concept of strategic human resources.
First half of 2003, Air China's human resources reform in the sail, and in June 2003, the aircraft and human resources consulting firm together and formed a group based human resources management consulting team, to implement the establishment of a modern human resources management system to ensure Group to achieve new strategic objectives of human resources management reform.
12 late, the project team carried out research, analysis, evaluation and design, clear positioning of the Group headquarters and holding-type group from the headquarters building strategy starting, adjusting the headquarters of five will be the framework and functions of the three.
Because the aircraft to the strategic positioning based holding company, on the exemplary role of the main investment company great, so decided to reform in the aircraft started from the Group Headquarters in order to "point" and finally to the impact of "surface" effect, in the headquarters of the implementation to performance management as the core human resources system.
In the "surface", they have an accurate real-time control group human resources information, in the context of a unified group of human resource planning, implementation, co-ordinate the introduction of talent, training and development.
Then another problem has emerged: Without an advanced IT system support, the Air How to be able to cure the complex performance management system down? HR Management Group is not a unified information platform, also relies on the previous manual, CNAC how the whole group of unified planning of human resources?
HR management platform to establish the demand has been ready to go, need is a proper time and opportunity!
HR - to bypass the "personalized" trap
By the end of October 2003 when the new human resources management system implemented in the headquarters of Air Group officially launched, of which the most representative of the performance appraisal. This is the best opportunity for a HR implementation, can be moved to a new IT system management results in curing the program down.
CNAC need to do is to find a suitable product with the right partner, but for this CATIC Shenzhen is also a test!
HR's selection is not an easy task, even difficult to ERP selection, Why?
ERP Human Resources Management System and the biggest difference is the individual demands of its high human resource management is precisely the competitiveness of individual expression.
Each group will have very many companies belonging to the Group's unique management model and method, while the subordinate enterprises and diverse geographical features and management, as the group of companies, applications are also very much the role of HR, human resources need to be able to meet the different demands of different roles, especially in Shenzhen CATIC Group building such a comprehensive HR, personalized color must be very strong.
IT system requirements of personalization and management software industry in recent years between the generalization of the most troublesome problem, CATIC Shenzhen can bypass this trap?
Kingdee company began in 1996 with the Air Group on cooperation in the financial system, makes a good basis for several years in cooperation with Air China Kingdee special trust, and as early as in 2002, the aircraft would have had to contact with HR and the Golden Butterfly, Golden Butterfly is a national HR R & D companies started earlier, but also have a strong ability to continue to develop, so the flight decided to toss his old partner olive branches - Kingdee.
Although chosen their own trusted partner, Chen Hongliang heart has not completely put aside, because CATIC Shenzhen new human resources management system, when not considered in the establishment of software problems.
The program is fully integration into the Kingdee K/3-HR system? K / 3 system to reflect authentic original purpose of this program do? Air China may fall into the HR in the "personalized" trap it? Some worry about these issues so that Chen Hongliang.
However, the fact that Chen Hongliang concern is unnecessary, through joint efforts, Kingdee on the K / 3 system, a series of adjustments and amendments, Kingdee of HR management platform with the management program to achieve consistent and authentic to carry Reconstruction of human resources in the aviation program.
Kingdee is how successful HR projects in the bypass route "personalized" trap it? Chen Hongliang is so summarized: "First, Kingdee products are very common in the flexibility and applicability, the second, Kingdee's R & D personnel, the timely implementation of the consultants to do some fine-tuning their products for themselves according to their actual business the situation, leaving room for the program, not to say that the system is dead, can not move. so this program meets the requirements of aviation human resources reform. "
Advanced software products appear to HR projects to ensure the basic conditions for individual needs, K/3-HR itself is based on the advanced development of basic theories of human resource management, which ensures consistent fundamentally new management system in the aircraft; platform-based, component-based development approach and reduces the difficulty of the secondary development.
Another important point is that software companies have the ability to use various resources, through strong enforcement mechanisms to their own internal service well, and has extensive experience in the industry.
Performance management is not illusory
Speaking of performance management, from the "balanced scorecard" to "360-degree assessment", "strategic map of France," "Rule of Thirds", the fashionable ideas and methods emerging, but nobody seems to be more loss of: KPI indicators can not be assessing a strategy the required behavior; any case assessment, the last employees and managers often are most concerned about is money; from the consulting firm received a set of Jixiaoguanli program only to let HR department think a lot of extra work, and did not bring results upgrade.
Performance management is not really fancy it?
CATIC Shenzhen Holdings Headquarters to eat a return to "crab", and establish a performance management system as the core, early in April 2004, Kingdee, consultants, CNAC Group held a discussion session to improve performance appraisal. CNAC Headquarters current performance appraisal application formulation of goals, assignment, evaluation, query, queries, and so full salary for the application in K/3-HR.
Human resources manager in the aviation Chen Hongliang view, performance management is in itself a form of management by objectives, the company's value-oriented system, the target management should be a hierarchical management program in the Air, value orientation, management by objectives These principles can be reflected very well, and Kingdee the HR system also embodies the principles of hierarchical management, goal management principles.
Although on-line application system after a period of time, staff resistance is inevitable, first, the change in the way of work, irregular work flow to a cure of information platform, the staff were very accustomed to. Second, the human resources reform took away a part of the staff, which many employees feel puzzled and feel pressure.
But after a quarter of the assessment, the majority of employees have approved the performance appraisal, because it makes employees feel truly improve the quality of the staff time to the beginning of each evaluation cycle, develop their own goals, when the appraisal cycle is make a assessment, management itself down calmly about his work. If it is important positions in the value of the work of employees engaged in creative, concerned with their own performance goals are completed; stronger if service employees, were concerned about their behavior in the work cycle, attitude.
The middle managers also felt on the organizational performance improvement Bang Zhu, Tong Guo K/3-HR 绯荤粺, one of HRM Dada improve the efficiency of staff of the department be able to see li each cycle in a matter do each , to extract the key, to prevent the department system caused major omission and bias.
At the same time, it may not reasonable or HR structure is a lot of work flow is not smooth, may not lead to reflection and research enterprises, and the use of system, the entire group of human resource management processes and systems to conduct a more in-depth thinking and management Shun has played a significant role in the promotion and supervision. The performance appraisal system can enhance higher and lower levels of interaction, motivation and pressure transmission, and management of the core fact is that communication.
CNAC's experience tells us that performance management is not illusory, in order to deliver value-oriented companies as a fundamental objective, to establish a system for their posts, performance, compensation system, solidified with IT systems and continuous improvement in practice it , of course, from workers, managers have great importance to management is a fundamental principle.
To spring in the Air
In fact, done only in the Air Group's first step in the reform of human resources. The next step, CNAC Group headquarters will start cooperation with Kingdee investment in affiliated enterprises focus on promoting the personnel information collection, management, application. This is also in the implementation of Air China Group, a human resources system is one important reason.
This will change the subordinate enterprise personnel are manually fill in information gathering mode. Now if the whole group of human resources information platform built Well, you can check the implementation of all personnel information, rapid decision-making for management. Has now completed the major subordinate personnel management applications have invested enterprises in the Air live, FIYTA, Shanghai Hotel, Shennan circuit backbone enterprises.
Although the HR reform is not finished, but the "efficacy" has been reflected in little by little, slowly: HR strategy work to rise to the height of human resources for the company and employees to create effective value; staff performance appraisal and comprehensive in the group headquarters application, employees, managers, management system implementation in the daily management of performance appraisal; employees increased market awareness with a sense of crisis to break the "Striving" mentality, the company's goals on each level, employees have the "pressure" feeling .
Management was up a little short board on the Shenzhen Air radiate the energy, enterprise group in China today is bigger and stronger may still be as dead as the dinosaurs, the most critical organizational vitality is "doing alterations."
"QUICKER" the CATIC Shenzhen, not far from their own spring.
Interview Notes:
"Fog management" in the group management
Thousands of years ago, Emperor Qin Shi Huang unified China for the first time when they see a reason, to control better the original is dispersed in all counties, to seize the two things - property rights and human rights, on the one hand demanding that the local tax paid to central government, On the other hand requested the appointment and removal from the central to local officials. Concentration of financial power and personnel to rely on the right, although because of Ying Zheng of Qin Dynasty and short-lived tyranny, but in central and local control has been doing very well.
But back to two thousand years later, for walking in the "group" of the way of Chinese enterprises, good group management, financial and personnel remain the two most important factors, but has long been the concentration of power is not simple and crude on it. Take the group of personnel management, the subordinate enterprises keep a firm hold on the core leadership of CEO and CFO appointments of members rights and management rights, it is a personnel management in the Group's basic principles, but this is only the most basic, because The group enterprise management, in addition to control of personnel, more importantly, management and deployment of optimization of the entire group of human resources.
Because the irreversible wave of global economic integration, the Chinese group enterprises, owned by the funds, scale, technology and other advantages are very short, and only continued to build the competitiveness of human resources business to Everlasting!
More and more Chinese companies are taking on the road in the grouping, whether it is through integration of resources in the SAC restructuring large state-owned enterprises, or entered the fast-growing business of private enterprises have diversified, but "management fog" and the more and more thick enveloped them. In this context see, CATIC Shenzhen in human resources management reform to make the testing of particular significance with samples - Design strategic human resource management system and the use of IT means to cure, so changes in the flight of human resources and information , whether the motivation, process, outcome or lessons, setbacks are rare experience.
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