What Did Managers Keep After "80"?

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In Vanke Group, after 80 accounted for 48.7%, as more and more 80 after entering the workplace, this data will also increase year by year.

In the face of the 1980s, Vanke chose to be conscious and prepared to adapt to them and guide them. Vanke's success lies in "what needs after 80's and what Vanke gives them".

"I want to ask Yu Liang, what kind of car are you driving now?"

In the new training course of Vanke, a Post-80 employee asked Yu Liang after he heard about his personal growth experience.

"I'm driving Porsche now."

When hearing this answer, perhaps most people will think: through their own hard work, one day can also drive such a car.

But the employee put forward a question that surprised Yu Liang and his colleagues in the human resources department: "can we take a ride in your car after class, and circle in the square of the group headquarters?"

When the voice dropped, the whole audience laughed.

Yu Liang immediately agreed to this slightly more specific request, which spread throughout the Vanke Group, but has not become a negative case.

This is what makes Vanke executives realize the difference after the 1980s.

After the meeting, Yu Liang communicated with management of Vanke, "in the future, your subordinates, your customers and even your partners will have more and more post-80s like this.

You can choose to avoid or choose to be disgusted, and you can choose to be conscious and prepared to adapt to them or be more active in guiding them.

Universal qualification model to guide the development direction of post 80s

When they entered the company, most of them did not know which way to go, and the general aptitude model was like a tool to figure out what to do.

Understanding the needs of the post-80s generation and creating opportunities for them is the starting point of Vanke's management for the post-80s generation.

After 2000, Vanke recruited fresh blood from the campus as "new power", almost all of them were born in the 1980s.

Get into

After the training, they will be pported to subsidiaries all over the country.

Each person will appoint a "lead person" and get a card containing the requirements of the Vanke general qualification model.

After entering the company, most of the 80's are not sure which way they should go, and the general aptitude model is like a tool to figure out what to do.

It is not only qualitative description, but also specific requirements and indicators of behavior.

According to the introduction, in the recruitment of "new power", all structured written examination and interview questions are designed on the basis of such qualification requirements.

This qualification model is also used in training and assessment.

After 80, they are eager to be valued and respected. They prefer to engage in challenging jobs, which is also considered by Vanke management.

"Giving employees full trust and empowerment, you will find that their creativity will make you stare."

Yang Yan, who is responsible for the "new power" training, has frequent contacts with the post-80s employees. In fact, many first-line companies are very bold in opening up some post-80s, and they will give some new projects to new people in their months.

In order to stimulate their enthusiasm, Vanke also set up an innovation alliance, which consists of a borderless inter departmental group and different professional positions. Every year, it proposes some innovative proposals.

After evaluation, these innovative proposals can be highly rewarded when they are adopted into a realistic mode of production or management.

In this way, Vanke also tasted a lot of sweetness.

Innovation alliance has developed a collocation method for coatings, which not only achieves energy saving targets, but also helps companies save 6 million 800 thousand yuan.

In Vanke, it seems that you can do things without worrying about "getting around the world". What you want to do can be done. There is only one standard to judge whether the company is doing well or not, that is, whether it is beneficial to the interests of the company, or it can continue to the company, otherwise it will stop.

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"Wild goose action": providing room for sustainable growth

For most of the 80's, when a platform can't meet their growing needs, they often choose to change jobs without hesitation.

Aiming at this characteristic, Vanke has its own way to deal with it: helping employees make career planning and system training.

At the end of November, at the China Academy of Management Awards and innovation forum, Mozart, director of human resources of Vanke Group, told a story. Once, when he visited Mozart's bronze statue in Austria's hometown, he met the tenor, Li Shuangjiang, and took a group of students to visit.

Li Shuangjiang asked his students: do you want to be a master like Mozart?

The students were very excited.

Li Shuangjiang said, "I have to tell you that it is difficult to become a master like Mozart, but as long as this goal is achieved, through hard training and learning, you can become a first-class musician.

"For Vanke, we are also adhering to this principle, we may not cultivate people like Jack Welch and Bill Gate, but as long as they are trained seriously and systematically, give them broad space for development and help them achieve it, Vanke will cultivate many qualified, qualified real estate excellent managers."

Fu Kai said.

When a platform can not meet his growing needs, most of the 80's will choose to change jobs without hesitation.

Aiming at this characteristic, Vanke has its own way to deal with it: helping employees make career planning and training systematically.

"The Department Manager will give us suggestions to carry out long-term and short-term career planning and help us analyze how to develop better."

The advice of the Department Manager to Su Hui is to become a professional senior investment manager, which coincides with her goal.

According to the report, according to the results and evaluation results, new employees who perform well and perform well can enter the "wild goose action" training program, and reserve as a descendant echelon crowd.

This group of people is known as "wild goose". They may be professional experts or have potential and capable people.

If the ability is up to the requirements and there are job vacancies, the company will choose the right people from the "wild goose" to train as the new manager, and train them after a week's training.

The training content is related to team communication skills, team leadership and so on, to help them change their roles.

Two or three years after the new manager's work, Vanke will focus on training at headquarters again, and become a senior manager. The training time will be one year, and the content will be richer.

With this kind of career planning, we should receive corresponding training and guidance at different stages, so that employees feel "not to be hollowed out, but to constantly inflate themselves" so as to enhance their value.

In fact, the expansion of Vanke also provides two different development channels for employees to make professional lines and management lines, so that employees can choose according to their abilities and expertise.

It is not hard to see that Vanke emphasizes personal learning and growth. They are willing to give opportunities to young people, and they are willing to pay for the development of young people.

According to statistics, the annual training hours of Vanke employees are close to 60 hours.

From the basic knowledge of tutorial to overall management and professional training, from internal learning to various training methods both inside and outside, from unilaterally inculcate to planned echelon training of talents, Vanke training has become a key component of internal management, and has become a driving force for employees' continuous growth.

Xu Hongge, executive vice president of Vanke Group and regional general manager of Shenzhen, once counted that during the years spent in Vanke, the company has paid hundreds of millions of yuan for training.

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12 channels of communication: different channels of expression, respect for everyone's opinion.

Vanke's fair and equitable environment and pure and simple interpersonal relationship are the business environment and interpersonal atmosphere that 80's aspire to.

"Principal, what do you think we should do?

I'm in love now, and I want to get married. What do you say I should do?

Yang Yan often hears such problems now.

Employees become more and more interested in their work.

Their anxiety stems from the principle that "Vanke" is adhered to by Vanke from its inception.

Vanke stipulates that employees should declare truthfully if they have any relatives and friends in the company. If so, who should make it clear?

Once they get married, it means that they may be pferred to different subsidiaries or different cities, which means they have to split up, or someone has to leave Vanke.

When Wang Shi put forward this principle, the main consideration was to avoid the management problems brought about by the complicated interpersonal relationship of the traditional enterprises, and to provide employees with fair competition opportunities, so that they could get room without their ceiling instead of nepotism.

Although Yang Yan is also helpless, because such policies may sacrifice some very good people to enter Vanke, but from the whole organization rules, it is that it makes Vanke fair and just environment and simple and simple interpersonal relationship to maintain, and this is precisely the 80's entrepreneurial environment and interpersonal atmosphere.

To maintain this fair and pparent platform, Vanke also learned from foreign enterprises and established a performance oriented competition mechanism.

In Vanke, there is a system for staff assessment, quarterly assessment, scoring for the target, and then performance interviews with the boss.

Everything is proved by performance.

Whether remuneration returns or growth opportunities are linked to performance.

To build such a platform, Wang Shi is actually making a gamble. Gambling in the future, whether in the corporate environment or in the social environment, is the direction of standardization, marketization, fairness and pparency, rather than the opposite.

If we are not heading in this direction, Vanke will not be able to go.

From this point of view, Vanke may have gamble.

Because we have been insisting on standardization and sticking to pparency and simplicity.

Yang Yan analysis.

Perhaps it is such a platform that enables Vanke employees to communicate relatively smoothly.

"The whole company's information communication is more pparent."

Because of comparison, Su Hui, who has worked in another real estate for two years, has a deep understanding of what others are doing. What has happened to the company recently can be seen through the electronic information platform such as the company's internal network.

Colleagues are also willing to throw questions into the company's forums.

Like Email, it has become the main working tool of Vanke.

If you have problems, you can express your opinions directly to the leaders by sending emails. After leaders know, they will call the relevant responsible persons and communicate with them face to face to solve the problem.

"Vanke provides 12 kinds of communication channels, that is, how to make communication accessible, and how to make employees choose the way he thinks is the safest, most convenient, and most efficient way to express their feelings."

Yang Yan, who has joined Vanke for 10 years, has witnessed the development of human resource management in the rapid expansion of Vanke.

These 12 communication channels have been written into Vanke's staff handbook, and what she cares about is how to let the post-80s feel the company's attention to them.

"Vanke allows a variety of voices to exist, and encourages employees to make comments and suggestions."

Like other 80's, Pan Zhangliang, director of Human Resources Department of Vanke, Guangzhou, has his own ideas and dare to speak frankly.

When he first entered Vanke, he would always express his views on certain issues and send concurrent mail to relevant leaders.

His boldness impressed his leadership, and he was often encouraged to talk about encouraging other employees, because "most of the initial mistakes are wrong, but even if this is the case, they will dare to speak next time."

With the accumulation of work experience, it gradually becomes half right and half wrong, and later it becomes more right. "

Although it is a joke, this reflects how Vanke respects everyone's opinions.

Whether you are right or wrong, as long as you have your own opinion on this matter, you can express it through different channels.

After two years of working in a post, if I wish to apply for a job in another subsidiary or another post, as long as the next family is willing to do so, the family will be unconditionally released.

In the training mode of Vanke, alternating rotation is a common method.

Guangzhou Vanke human resources department manager Pan Liang Liang graduated from university to enter Wanke to do marketing work, after a period of time pferred to the Ministry of project development, and then returned to the marketing department responsible for a real estate marketing as a whole, and finally turned to human resources post.

"My goal is to become a comprehensive management talent, from the personal career development requirements, I need to learn more and more contact with different professional fields.

Through job rotation, try some new jobs, work with different bosses, and work with different partners, which will bring more benefits.

In Vanke, there are short term two-way exchanges between employees in different regions and different professions, and there are also long-term job rotation.

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After Vanke 80:

After 80, there are advantages as well as disadvantages.

We are passionate and creative.

The key is that the company should be good at guidance and guidance, and be good at giving us the opportunity to show our talents.

If we do well, we will praise and criticize badly.

Xiao Bo (employee relations officer)

From the perspective of our parents, we are always children. We can never compare their experience with them.

As time goes on, we will become experienced people. We will grow slowly and bear responsibility as we grow.

Pan Zhangliang (head of human resources)

HR manager in Vanke's eyes of the 80s:

The biggest characteristic of the post-1980s is that they know how to show themselves.

I often encounter some Vanke who did not give any written examination notice or interview notice, but they came to see their home for opportunities.

Some even through various means to find out which room I live in, and then knock directly at the door and say to me, "I only need you to give me ten minutes, otherwise I feel sorry for myself, maybe Vanke has missed a good talent."

There are some special aspects after 80, but this needs everyone to adapt to each other, and there should be no preconceived notions.

In fact, their creativity is endless, the information channel is wide and wide, and their desire for knowledge is very strong. They love and hate each other very clearly, and they will not be particularly sophisticated.

And when you give enough trust and counselling education to post-80s, their sense of responsibility and mission will be stronger than those of our previous generations.

If you look at their advantages, you will find it easy to get along with them.

The post-80s often do not believe what they hear. They prefer to believe what they see and feel. So I think the key is whether their people lead by example or not.

After 80, they did not really care about themselves. As long as they made clear the reason, they were very reasonable.

Yang Yan (general manager of human resources, Vanke Group, is called "headmaster" by new power).

News memory

After 70, the management of the post-war 1980s was dark.

After 1980s, basically, they entered a relatively simple mind. They thought that the problem was not very complicated, and their actions were more sensible, persuasive and influential. They surpassed the statutory authority and the mandatory authority. This cultural feature provided an opportunity for a more open management mode of sunshine management and focus on communication.

To a certain extent, the post-80s employees have entered an age of communication, a time of pursuing a relatively democratic and open management culture.

After 80, they can not agree with the evaluation of their challenges after 70.

Just as they realize that they are too high in their abilities, they believe that "meeting challenges" is an essential label for the post-80s generation.