Chapter 182 June 30 The Special Status of HR Systems

The Human Resources Director of Vanke Group has a special power - a veto right in the development of new projects.In the process of project development, if the director of human resources thinks that human resources can't keep up, he has the right to veto the project. HR can get such trust and recognition from the top management, which is very rare in domestic enterprises. Vanke's human resources system has a very special role orientation: first, the human resources department is a strategic partner of the managers of the group company; second, the human resources department is the promoter of internal changes in the enterprise;This is rarely heard among mainland enterprises.

When the HR industry keeps complaining that the platform and environment cannot support HR to achieve a higher level of strategic position within the enterprise, Thaw and his team have truly achieved "emergency for the short-term needs of the enterprise and supply for the long-term development of the enterprise".Thaw said: "There is no boss who does not value human resources. The boss's emphasis on human resources and the people who do human resource management are two different things. The strategic position of HR is not called by oneself, let alone given by the boss, but by oneself. Made it solidly.”

Vanke once implemented subtraction for 9 years, adjusted from different perspectives such as business structure, management framework and geographical distribution, and successively divested a number of non-real estate businesses including Wanjia Shopping Mall.At this time, the thaw of being promoted to the manager of the personnel department first faced the problem of how to deal with the personnel diversion and resettlement in the process of Vanke's transformation into a real estate professional company. Thaw Dong and his colleagues carefully considered various issues, not only firmly implemented the human resources policy in the business divestiture from the standpoint of the company, but also really thought about the employees, and tried their best to avoid large fluctuations in morale.Thaw presided over a series of large-scale skills training, and then assessed the employees to retain those who are suitable for real estate business.

Immediately afterwards, we began to deal with the placement of old employees who did not meet the requirements of Vanke.In this regard, Thaw led the human resources department to do ideological work for employees, explained the company's strategic transformation to them, and implemented economic compensation and other work in a practical way, so that every employee could face the situation even though he was reluctant to leave Vanke. with a smile.As for those employees working in the divested projects, Thawing advocated the strategy of "employees follow the project", which effectively relieved Vanke's transformation pressure.

Building a human resource system team with change motivation and management methods will play a decisive role in the future growth of the company.