Chapter 160 June 8 Vanke Talent Qualification Model

The concept of "professional manager" should be "to manage for a living and be good at management". At the end of 1998, Vanke's headquarters conducted a survey on the company's professional managers.The survey shows that almost all the respondents have a good sense of teamwork.This is mainly reflected in the fact that when individuals master external resources, they tend to share the resources with the group. Although doing so may reduce their own work performance, professional managers can understand and accept this fact. It can be said that after these years of hard work, Vanke's professional manager team has become a relatively successful team. Their professional quality and ability, their tacit understanding and generosity in resource sharing and mutual cooperation are all worthy of praise. Play an important role in the development of the company.

However, this is far from enough. In the face of fierce market competition, what Vanke needs is solidarity, and what is needed is that every employee, every supervisor, and every senior management personnel can display the spirit of cooperation, progress, and innovation. Only in this way , Vanke can be called a winning team, a team full of hope. In 2001, Vanke and the School of Management of Shanghai Jiaotong University jointly developed a talent qualification model for Vanke, which standardized and modeled the process of Vanke's qualification certification for employees and managers.After several years of adjustments, the qualification model simplified to 36 indicators was officially implemented in Vanke Group in 2004.There are 7 models, including "Vanke General Qualification Model", "Vanke Leadership Qualification Model", and 5 professional qualification models including "Sales", "Design", "Engineering" and "Customer Service".

The qualification model can be understood as the carrier of Vanke's cultural values ​​and strategies.Some people with high sales performance are not necessarily suitable to be leaders. Simply relying on performance appraisal may place people in inappropriate positions. This kind of dislocation is a loss to the individual and the company.The role of the qualification model is to avoid this situation. The qualification model is not an assessment tool, but starts from specific indicators to tell you what is doing well and what is not doing well, and what kind of things your own qualifications are more suitable for, helping you to describe your career prospects.

Every enterprise needs to establish its own talent qualification model. Although the investment may not be as large as that of Vanke, continuous efforts in this direction are essential.