More than 8,000 new stores were opened throughout the year, and the scale and revenue growth rate far exceeded the industry average, with more than 60,000 new employees ... This is a report card of Suning 20 18. Recently, Meng Xiangsheng, senior vice president and CHO (chief human resources officer) of Suning.cn Group, said in an interview with People's Daily that in Suning's view, the external environment is important to the development of the enterprise, but the decisive factor is itself. "There are many factors that determine the rise and fall of an enterprise, such as capital, technology and enterprise strategy. But in the final analysis, it is still human. "
Insist on cultivating talents independently and create "successors" of enterprises
"In 20 19, Suning plans to add more than 80,000 employees. Many people who don't know Suning think that 80,000 people are a big number. In fact, for Suning, this is very normal. " Meng Xiangsheng said that Suning's courage to increase human input at all costs is based on the needs of rapid development of enterprises, and it is also because Suning always adheres to the concept that "human capital is more important than monetary capital".
This sentence was also placed in a particularly conspicuous position in the exhibition hall of the headquarters by Suning.
In Meng Xiangsheng's view, if Suning wants to become a century-old shop, it must vigorously promote the strategy of "cultivating talents independently".
Suning has a famous young talent training plan-"Project 1200". In 2002, Zhang personally allocated 30 million yuan as the start-up capital, and set up an employee recruitment and training plan for college graduates nationwide. Because the first batch of * * * absorbed 1200 fresh graduates, it was named "1200 Project".
At present, it has developed into a landmark project of Suning's independent talent training echelon, aiming at training successors for Suning's career development.
When asked about the investment in the "1200 Project", Meng Xiangsheng calculated an account for the reporter: "In 20 18, Suning * * recruited 5,000 fresh graduates. According to the annual salary of 654.38 million yuan plus the year-end bonus and other incentives, the annual salary expenditure is nearly 700 million to 800 million, which does not include the welfare of each employee. Judging from past experience, it takes a college student at least three years to complete the transformation from a student to a social person, and basically it takes five years to really enter the regression stage. "
"Although Suning has paid a lot for this and the training period is very long, Suning will not give up." Meng Xiangsheng said that what Suning is considering now is not the question of doing or not doing, but that by strengthening management, the talent team can be built better, their quality can be improved, and their success speed and efficiency can be improved, which can create more output for the company.
Facts show that many outstanding 1200 cadres have taken on important responsibilities, provided reliable human support for the development of Suning, and achieved the peak of their own career. The data shows that among Suning's presidential cadres, "1200 project" accounts for 26%, with general manager and director level reaching 36% and manager level reaching 33%.
Meng Xiangsheng introduced that at present, post-80s cadres in Suning account for 72%, and post-90s cadres account for 12.8%. Young people have a future, and enterprises have a future. Suning wants to build a younger management team of post-80s presidents, post-80s general managers and post-90s directors, so that more young people can stand out. At present, the group has nine post-80s presidents (Gu Wei, vice president of Suning.cn Group, Jing Wei, executive vice president of Suning Technology Group, Yang Yang and Chen Yan, vice presidents of Suning Investment Group, etc. ), 65,438 post-80s general managers, 100 post-90s directors.
Continuously improve employee welfare and share the company's development dividend.
While attracting a large number of talents, Suning's salary, rewards and benefits for employees are also improving. According to reports, Suning raises its salary twice a year on the basis of salary higher than the industry standard, and there are various generous rewards.
It is reported that Suning implements an employee equity incentive plan, and with the promotion of employees' job ranks, they can enjoy corresponding equity incentives. At present, Suning has implemented the three-phase employee equity incentive plan. In the future, Suning will continue to increase equity incentives and clarify equity incentive mechanisms for new sectors such as finance, science and technology, sports and logistics.
"The newly-built hotel-style employee apartment next to Suning headquarters will be officially put into use next month, and more than 800 houses can solve the accommodation problem of some employees." Meng Xiangsheng said with a smile that this was originally intended to be sold to the outside world, but Chairman Zhang explicitly asked the employees to live and stayed. In addition, Suning has provided about 9,000 sets of staff dormitories and apartments in 4 1 cities across the country, including Beijing, Shanghai, Guangzhou, Shenzhen, Nanjing and Hangzhou. There are separate bathrooms, large balconies, air-conditioned televisions and so on in the dormitory.
"Not only that, in the past two years, we have also issued low-interest loans totaling nearly 200 million yuan to 577 employees."
Meng Xiangsheng pointed out that enterprises and employees are not the relationship between employers and employees, nor the relationship between bosses and migrant workers. Employees are the owners of Suning and the partners of the enterprise, and the interests of the enterprise and employees are the same. Suning has always adhered to the principle of paying attention to the unity and integration of cultural values, and individuals and enterprises must form the same interest group. Suning also hopes to do its best to let more employees enjoy the dividend of the company's development.
Meng Xiangsheng said frankly that from a 200-square-meter franchise store to a leader in the chain industry of CLP, to a Fortune 500 company with integrated online and offline development today, from chain stores to "+Internet" to "internet plus", Suning cannot do without the efforts and efforts of every employee. In the next few years, Suning will continue to focus on employee value, improve the benefit sharing mechanism, meet the needs of talent growth and development, and let employees give full play.
(Article source: People's Daily Online)