Chapter 161 Precise "pirate action" on June 9

In 2000, Vanke launched a poaching operation named "Pirate".China Shipping has become the target of "Pirate Action": China Shipping has a strict talent training system, and many of its outstanding employees start from the most basic level of work. After a series of fine product manufacturing training, they have a very deep understanding of costs and processes .Almost all those who have grown up as mid-to-senior employees in Zhonghai are the best in the industry.Vanke has every reason to favor talents from China Mainland and Hong Kong companies. Vanke's corporate culture is strong. When Vanke expands across regions, the first thing to consider is the transplantation and replication of corporate culture. If the corporate culture cannot be guaranteed, it will simply not do it.

A pure corporate culture can attract people with the same ideas, form a strong cohesive force for employees, and pass on the company's philosophy through people, which is why it pays so much attention to corporate culture.According to Jim Collins's observations of visionary companies, the most successful companies tend to have "religious corporate cultures." But everything has two sides, and corporate culture is not as simple as possible. A single corporate culture may kill some organizational variations based on environmental changes, and may have a repelling effect on heterogeneous cultures from the outside. Internal or external derived changes are crucial in the evolution of an enterprise.

It is against this background that Vanke's "Pirate Action" was launched.It not only has the function of introducing talents from other companies to make up for the short board formed by Vanke’s personnel composition, but more importantly, it can also introduce heterogeneous cultures from other companies to form an impact with Vanke’s culture. In the process, an improved Vanke culture was formed. The collision and impact of heterogeneous cultures will bring more vitality to Vanke.Because "transparency is always better than closure", if Vanke's corporate culture is strong enough, it can form an antibody against bad intrusions and improve without losing its own characteristics.

Whether it is the most respected competitor or the most worthy business partner, only when the conditions are ripe can we absorb relevant senior talents in time to meet the human resource needs of the company's exponential growth.