Bibo later summed up the experience of being led into human resource management because someone had to make a phone call at a critical moment. Ping An's recruitment manager analyzed his personality and career interests and decided that he was suitable for human resource management. In fact, when Bi Bo was a graduate student, his tutor's instructions were the same.
Learn human resource management from McKinsey.
In retrospect, Bi Bo thought that joining Ping An was the beginning of his truly valuable professional experience, starting with McKinsey's human resources consulting project. At the end of 1997, Ping An began to run the human resource management project. At first, McKinsey provided consulting solutions, and then it was safe for its own people to operate. The project lasted for one and a half years, and it didn't end until 1999. In consultation, we will first interview the relevant aspects of the enterprise, investigate some problems, and then put forward reasonable suggestions for the problems. In this process, Bi Bo's duty is to assist in the implementation of these tasks, and write the plan report, and finally implement the plan place by place. The implementation process is very hard. Because I have to travel to various places for a long time, I often wake up in the morning and forget which city I am in.
In fact, in this consulting project of McKinsey, Bi Bo learned a lot, and went through a process of cooperating with McKinsey consultants first and then working alone. One of the tasks of McKinsey consultants is to provide Ping An employees with comprehensive training from ideas to skills to solutions. For example, when a consultant interviews Ping An employees for the first time, many people will be late. But they always arrive five minutes early, and then start counting. This is how he gave everyone a concept of punctuality, letting everyone know that punctuality can create value, and unpunctuality will waste money. This is to train safety staff conceptually. In addition, they also trained Ping An employees in skills, such as how to make presentations, pyramid writing principles, seven-step poem writing and so on. Through such training, the principles of dealing with things and the methods of analyzing problems have been established. The third is to teach you the plan. For example, the job design, personnel recruitment, personnel allocation, personnel development, performance appraisal, salary and treatment in the scheme, and how the scheme started step by step, and what needs to be improved.
After such training, on the one hand, McKinsey changed the manager of Ping An from the behavior mode; At the same time, it has also trained a group of talents and well-trained managers for Ping An.
During the operation of this project, Bi Bo also participated in two projects: life insurance fund management and group investment system. After the completion of the human resources consulting project, the project team system was transferred to the organization and personnel department, and the project work was changed to daily work. Bibo was specifically responsible for the work of the human resources reform room.
Feel the safe employment culture
Ping an believes in people's quality and ability, and does not value academic qualifications, majors and experience. For example, Bibo organized the promotion of the personnel department, and the general manager of Hefei Branch was transferred to the head office to organize the personnel department to be the vice president, and then transferred to the securities company to be the vice president. Later, he went to develop banking business, and the time span was very long, but this is how Ping An employed people. Ping An believes that as long as a person can do this well, he has the ability to do other things well. It's not that your experience and major are unimportant, but whether you can get started quickly in a short time is more important.
In addition, Ping An believes that no place can be run without anyone. For example, the customer relationship in the property insurance business is very important, and the manager has established a rich customer relationship. However, if personnel need to be transferred due to business needs, even if the business loses money, so be it.
Bi Bo understands the concept of safe employment, but he can't accept it. Because, in the foreseeable future, he already feels that if he wants to develop here, he must be sent to the front line to engage in sales work, and he thinks that sales is not his own advantage, and the feeling of being abroad all the year round is not acceptable to Bibo. So Bibo chose to leave peace.
Bi Bo has always been grateful for peace, because these two years' work, on the one hand, has taught him a lot of things that he couldn't learn before, including working methods and ways of thinking, on the other hand, has greatly improved his quality. In the later days, Bibo seems to feel a little sorry for the choice of leaving Ping An. After all, his professional training here is not enough.
Yiyang ICT is maturing.
After leaving Ping 'an, Bibo thought deeply about choosing a job and established the basic principles of choosing a job: first, choose a relatively leading company in the industry; Second, the company you choose must have something that can bring you continuous excitement.
At the beginning of 2000, Bibo got in touch with Yiyang ICT Technology Co., Ltd., an IT company in Beijing, which mainly provided IT systems for China Telecom, China Mobile and China Unicom, and its operating concept was relatively stable. After in-depth conversation with the boss, Bi Bo decided that this company will definitely experience a stage of rapid construction and development in the future, so he decided to join.
Another understanding of human resource management
Bi Bo thinks that some professional managers like to show off in their own professional fields and complicate simple things. For example, some financial personnel interpret security as a fog cover, which is extremely complicated for fear that others will understand it. In fact, simply speaking, it is to get the money back as soon as possible after selling things, because it is safer to put the money in other people's hands than in your own hands. For example, some professional managers of human resources, especially those engaged in psychology and evaluation, like to complicate simple things with their own professional language. In fact, this is not conducive to the solution of practical problems.
Therefore, Bi Bo's understanding of human resource management is that human resource management is a comprehensive and coordinated work. Only relying on professional HR operation tools can't solve all problems, but we need to integrate all professional tool resources, give play to the power of geometric multiples, and achieve the goal as soon as possible. For example, there are two ways to solve the problem of insufficient production capacity: one is to increase manpower and recruit people to do it; But is it really necessary to recruit more people? Without increasing manpower, we should consider how to understand and help optimize the process and mode of business operation, so as to improve work efficiency and make everyone get twice the result with half the effort. This is the second way. This actually involves problems that professional tools can't solve. Need more resources integration and deeper thinking. Of course, the tools are used reasonably, and sometimes the methods will change. In the Internet age, do we have to fly to the scene to support software systems? Can you do it through the internet? Can I use the phone? If the internet and telephone can be done, why waste the cost by long-distance flight? This is that the choice of tools will affect the working methods. Therefore, in Yiyang ICT, Bibo first realized that HR should cooperate with many people in the enterprise, solve problems through the integration of professional tools, and help and promote the realization of business goals.
Clean up the labor force and save costs.
Around 2000, Yiyang ICT entered a period of rapid business development, which was accompanied by a rapid expansion of personnel. At this time, internal management can't keep up to a certain extent, and the pressure of rising operating costs increases. However, as a listed company, investors have higher expectations for annual performance. When making the 2002 annual budget, there was a profit gap of 20 million pounds. Everyone tried every means, but they couldn't figure it out. At that time, Bibo proposed that human resources could solve10 million. In fact, after several years of rapid expansion, Bibo is very clear that the company actually has some redundant staff, and it is time to clean it up. At the beginning of the action, the management level of managers on the business line was relatively weak, and they were unwilling to lay off their trained employees. At that time, Bi Bo told them that a manager who didn't let anyone retire was not a complete manager. Later, the managers strengthened the implementation, and adjusted the total number of employees to nearly 10% in a month or so, saving the direct labor cost of10 million at once, not including other people-related expenses.
Perceptual growth
In Yiyang, Bibo has gradually set foot in the top-level field of operation, and the perspective has been upgraded from the original middle level to the decision-making level, truly seeing the planning and operation of the whole company. In the change of perspective, Bi Bo also realized something about life. For example, people in society are often labeled as "successful people", depending on whether you drive a Mercedes-Benz, live in a villa or not, and your status is high enough. Bi Bo also saw that this concept made many grass-roots employees impetuous and made their understanding of success unrealistic. They just joined the company and have not accumulated good experience, so they rashly defined the position as assistant to the general manager. Bibo is worried that they can't bear this weight, because it involves a concept of growth. There is no gradual internal growth, only the position is inflated. Bi Bo explained "internal growth" in this way: doing the same thing better in different ways; Do the same thing well in different environments; Do different things. I think this is the real sign of personal success. For example, from the HR of a billion-dollar revenue company to the HR of a billion-dollar revenue company, you can still do well, that is, grow.
Skyworth seeks career breakthrough.
In the second half of 2003, Bi Bo felt that it was difficult to make a greater breakthrough in the promotion of personal ability in Yiyang ICT in a short period of time, so he quit his job and took a one-month long vacation to go out for a walk.
In fact, before this, he had several intermittent long talks with Huang Hongsheng, former chairman of Skyworth Group. Although it's just a casual chat, Bibo feels that the opportunity to chat with important business people will be very rewarding. During the chat, Bi Bo and Huang Hongsheng exchanged their successes, difficulties and ideas in Yiyang ICT. Bi Bo's in-depth study of the company's business, as well as his working ideas of working closely with the business to solve practical problems in enterprises, left a deep impression on Huang Hongsheng. Half a year later, Skyworth extended an olive branch to Bi Bo and invited him to be the director of human resources of the Group. At this time, Bi Bo was seeking a new breakthrough in his personal career, and Skyworth obviously had more room for development, so he readily agreed.
Understand the business research industry chain
After entering Skyworth, Bibo continued to carry forward its successful practice in Yiyang ICT. First, he deeply understands the key points that can make Skyworth profitable. He realized that Skyworth is in the upper reaches of the TV industry chain, but unlike other powerful enterprises, it can control the middle and lower reaches of enterprises by virtue of its technological advantages. The competition in TV field is fierce, and downstream TV enterprises often try their best to expand channels and control the channel chain through various channels.
The competition between upstream and downstream industries reduces the gross profit margin of products, making the life of manufacturers very difficult, which in turn has a lot of influence. Because the investor's logic is simple, "buy your stock, you have to be able to help me make money." Therefore, Skyworth adopts the product-related expansion model in strategic thinking, that is, the horizontal related expansion model to expand the categories of end products. Television is the core product of Skyworth, and other related products have also expanded, such as mobile phones, set-top boxes and small household appliances. This is actually a layout of end products. The ultimate goal of related product expansion is to make money, and the gross profit of end products is not high. Only by going upstream in the industrial chain will the profit margin be large. Of course, the more you go up, the more difficult it is to master the technology. Therefore, Skyworth is now investing more in upstream technology and developing liquid crystal devices.
Newcomers and "old people" do new things together
After understanding Skyworth's position and development direction in the industrial chain, you can act. Bibo's first thing to do is to consider the recruitment of LCD technicians. He went around chatting with technicians engaged in LCD, and then discussed with related companies. At this time, Bi Bo felt more deeply the importance of human resource allocation. Enterprises need new technologies to enter new fields, and only by introducing new personnel can they be brought in. But there are great risks in recruiting new people to do new things: first, because new people don't know Skyworth, and second, because Skyworth doesn't know new things. Therefore, it is necessary to "combine the old with the new": invite new people to bring in new technologies and lead Skyworth into new fields; Please "old people" take Skyworth's methods, styles and habits to lead new people to do Skyworth's things in Skyworth's environment.
Implementing the business strategy and the strategy of "combining the old with the new" and focusing on improving the leadership of the "elderly" is no longer a matter of usual training, but a key activity in the implementation of the strategy. By developing the leading group, the senior staff can maintain a certain degree of flexibility, and the streamlined structure of "one radish and one pit" has a certain degree of configuration tolerance, so that the "combination of old and new" will not be stretched for a while, causing chaos. Such a strategy can provide a certain guarantee for the security of Skyworth management.
Bi Bo summed up Skyworth's personnel development idea, which is actually Plan A/B: Plan A is the development and promotion of Skyworth's internal personnel, and Plan B is to invite outstanding external personnel in, let them go through a process of landing in Skyworth, make newcomers become "old people" and then take on greater responsibilities.
Learn from others in chatting.
Bibo likes chatting with people best. He found it a way of learning. At work, he often chats with people who know more about the company's business and his major, and learns business and professional knowledge from them. In life, he will chat with all kinds of talented people, because by understanding their respective professional fields, he can solve his confusion in an all-round way. Once Bibo's lover suddenly felt unwell, dizzy and accompanied by vomiting, blindness and other symptoms, which was in midsummer, much like heatstroke. So he quickly invited his good friend Dr. Zhao. After seeing it, Dr. Zhao just broke his head with his hand and was fine. Later, he told Bibo that it was an acute slight dislocation of the cervical vertebra, which oppressed the nerves and caused these symptoms. It would be wrong to treat heatstroke according to the method. Through chatting with Dr. Zhao, Bibo found that a good doctor can see things more thoroughly. In fact, the reasons for many things are very simple, but if you don't have a wide range of knowledge, you won't be thorough. Vision determines thinking and thinking determines the way out. If you haven't seen it, you won't think of it, and there won't be so many originals. By the same token, there are many enterprises doing business in the world, and there are many things to learn from their experience in order to innovate better.
postscript
Bibo can run around, and also benefits from having a good "leader" at home. When Bi Bo decided to leave Harbin, his wife was very supportive. Then he quit his stable job in Harbin Agricultural Bank and came to Shenzhen to apply for joining China Everbright Bank. When Bibo went to Beijing Yiyang for ICT development, his lover followed him to Beijing without saying anything. The financial industry in Beijing is very difficult to enter, so she had to give up the bank temporarily, but she didn't complain (now Bibo's lover is back in the financial industry). In addition, the focus of family life falls entirely on the shoulders of the lover. Choosing a house, moving and buying a car are all undertaken by one person and completed in an orderly manner. Bibo is grateful for this.
Bi Bo's experience made us think deeply. Are there many different ways of career?