? Extraordinary employer? Innovative? Different jobs? As a core concept, it abandons the traditional dimension of enterprise evaluation and is an authoritative selection activity in the field of human resources in China. After nearly four months, 50 experts from well-known industry organizations, academic institutions, investment institutions and headhunting institutions rated thousands of candidate enterprises and finally selected them. Extraordinary employer? It is really one in a thousand. With excellent human resource management, Anta Group realizes the real value of human resources, thus becoming? One thousandth? .
Founded in 199 1, Anta started from a factory, built Anta brand, and finally grew into an excellent group company, relying on the drive of talents, internal changes, organizational construction and, in the final analysis, the support of talents.
After the Beijing Olympic Games, the sporting goods industry in China entered a period of adjustment. China sports brands are facing multiple pressures such as high inventory and declining performance, and enterprises have sounded the horn of strategic transformation. Integrate terminals to improve the efficiency of stores? Become the adjustment direction of most sports brands. At the beginning of 20 12, Anta took the lead in proposing and implementing the retail transformation strategy, transforming and upgrading from the original brand wholesale model to the brand retail model.
The strategic transformation of Anta Group is an internal-driven active change under the challenges and pressures brought by the internal and external environment, and there is no case for reference. The promotion of human resources is a very important link in the process of this change.
Provide employees with full chain development space
Yong Yang, vice president and head of human resources of Anta Group, revealed that, like other start-ups, at the beginning of its establishment, Anta mainly recruited talents through social recruitment and introducing mature talents from other excellent enterprises. However, with the growth of business and the formation of culture, some airborne troops have become acclimatized. Therefore, since 2005, Anta began to conduct large-scale campus recruitment, forming a talent training strategy based on internal training. At present, the average age of Anta employees is less than 30 years old, and they become the main force of the company after 1985 and 1990. Most director-level and manager-level positions are promoted internally.
As a vertically integrated supply chain enterprise, Anta has its own factory, brand operation department and distribution and retail department. Therefore, the company has the conditions to provide employees with full chain development space. ? For example, e-commerce has now become one of the fastest growing departments of the company. The e-commerce department is very suitable for the new generation of employees to display and play, and they can also stimulate higher work enthusiasm on the e-commerce platform. ? Yong Yang said.
Anta has formed a series of employee growth plans such as talent echelon training plan and built a scientific promotion system. All employees have the right to get a fair promotion through their own efforts. After performance appraisal, everyone can be promoted through internal competition.
It is not enough for HR to know the major, but also the business.
Anta went public in 2007, and its business grew rapidly after listing. In order to meet the growing business needs, the human resources department began to move from behind the scenes to the front desk. From passive driving to active driving, human resources departments began to participate in enterprise mergers and acquisitions, project research, and promote business development from a strategic perspective.
Now the human resources department is no longer a professional, but a business person, connecting all departments. The human resources department also has business indicators, which forces HR to think about the setting of talent structure and stimulate people's work enthusiasm. HR is not just sitting in the office, no longer thinking about only completing the indicators of the six modules. They should go to the store, investigate, interview and analyze the data like business people.
The human resources department should delegate more functional authority to the business department, so that all HR can understand the business and more business personnel can understand the specialty. Yong Yang said? HR completed his major well, but it was only half the battle. Only by bundling businesses together and becoming human resources business partners can we truly play our own value. ?
Thinking customization is consumer-oriented.
Compared with Internet companies, traditional enterprises have customers and no users. In the Internet age, it is very difficult to stick to a market and a customer base. So Anta proposed? Consumer-oriented? Do a lot of market research, questionnaire interview and sales data analysis every year. According to the data, make accurate sales target group positioning and user consumption pattern, and create value on the premise of meeting consumer demand.
In order to quickly introduce new products and services, the company has established an ecosystem of planning and design, R&D and production, sales and service experience, customer service and logistics to meet the needs of consumers. In addition, Anta also established the first sports science laboratory in China, created technologies with independent intellectual property rights, and devoted itself to the research and development and technological innovation of sports products' safety and comfort.
Twist all Anta people into a rope with corporate culture
Throughout the world's outstanding enterprises, corporate culture is the internal driving force for them to become century-old enterprises. Anta's corporate culture is unique because it embodies all like-minded grassroots people. These people have dreams and pursuits, dare to work hard and be pragmatic, constantly deny themselves and innovate themselves.
The Chinese nation pays attention to the root-seeking culture. Anta was born in southern Fujian, in the cultural genes of Fujian merchants, except? Love to fight to win? There is also openness, tolerance and practicality. In Anta, 90% executives come from all corners of the country. They not only value the platform of Anta, but also recognize the culture of Anta.
The creative director of Anta is from America. After two years of investigation and observation, he decided to come to private enterprise Anta from a well-paid foreign company. He said that he can see more hope and development space here. There are also many employees from Japan, South Korea, Germany and other countries. Anta uses corporate culture to twist Anta people all over the world into a rope.
In the future development, Anta will focus on three key words: single focus, multi-brand and omni-channel. Looking back, Anta is undoubtedly a successful company. Looking forward to the future, Anta's goal will never change, that is to become a world-class sporting goods group. As the internal driving department of the organization, the human resources department will constantly deny and innovate itself, learn from the benchmark enterprises, and cooperate with authoritative organizations to help the strategic development of enterprises.