Adjusting the structure and strengthening the quality, Ji Hua Group accelerates the pace of building its cadre team
Category:Emerging Emergency Industry News
Add time:2013-10-11
Summary:To strengthen the cadre team building of the Ji Hua Group headquarters, optimize the cadre team structure, improve the work style of the headquarters, improve the efficiency of the headquarters, and better fulfill the functions of business management, strategic guidance, internal control, and coordination services of the headquarters, Ji Hua Group, since last October, has worked with intermediary companies to comprehensively sort out, transform, and upgrade the headquarters' institutional procedures, department settings, personnel establishment, job responsibilities, salary system, assessment system, and promotion system. After sufficient deliberation, research, discussion, and revision, the reform of the headquarters organization was fully launched in September. The Ji Hua Group's headquarters reform work has received high praise from the company's leaders
To strengthen the cadre team building of Ji Hua Group's headquarters, optimize the cadre team structure, improve the work style of the headquarters, enhance the efficiency of the headquarters, and better fulfill the functions of business management, strategic guidance, internal control, and coordination services, Ji Hua Group, since last October, has worked with intermediary companies to comprehensively review, transform, and upgrade the headquarters' institutional processes, departmental settings, personnel establishment, job responsibilities, salary system, assessment system, and promotion system. After sufficient deliberation, research, discussion, and revision, the headquarters' organizational restructuring reform work was fully launched in September.
The Ji Hua Group's headquarters restructuring reform work has received high attention from the company's leadership. Based on the actual needs of Ji Hua's reform and development, it has introduced talents in a multi-faceted and multi-channel manner. The recruitment of department heads was conducted both within the group and its affiliated enterprises, while deputy department heads and general administrative personnel were recruited internally. For management personnel below the middle level, a competitive recruitment process was implemented, promoting a meritocratic system. Through self-recommendation, qualification review, assessment interviews, organizational review, and pre-appointment announcement, 8 department heads, 10 deputy department heads, and 24 general administrative personnel were appointed. Among them, 5 new department heads (3 selected from enterprises) account for 62.5%; 6 new deputy department heads account for 60%; and 6 people were not appointed (1 department head, 1 deputy department head, and 4 general administrative personnel), accounting for 13.6% of the total number of employees. Employees who were not appointed will be on standby for 6 months, and their future work arrangements or termination of employment contracts will depend on their performance during this period.
Ji Hua Group's headquarters restructuring reform was comprehensive, thorough, and effective. A group of outstanding general administrative personnel were promoted to middle-level leadership positions; enterprise leaders with practical work experience and capabilities filled leadership positions in the headquarters departments; and some employees with poor work ability and lack of responsibility were not reappointed and placed on standby. The reform provided opportunities for those who are willing to work, created a platform for those who are capable, and offered greater opportunities for those who achieve results, while those who do not perform were dismissed. This reflects the principle that positions and salaries can be both raised and lowered. The selection process shifted from a 'selecting horses' approach to a 'horse race' approach, broadening the vision and channels for selecting and appointing talented individuals; from a 'waiting to be sought out' approach to a 'self-recommendation' approach, enhancing the ambition and sense of urgency among cadres and employees; and from 'internal deliberation' to 'competitive selection', improving the satisfaction and credibility of personnel selection and appointment.
10On August 8, the leaders of Ji Hua Group held a collective conversation with the newly appointed heads and deputy heads of the headquarters departments. Chairman Sha Ming addressed the new situation, opportunities, and challenges facing Ji Hua's reform and development, and put forward specific requirements for strengthening the quality and ability building of headquarters cadres. He pointed out that it is necessary to improve execution ability, not only by strengthening the ability to implement and carry out tasks, but also by enhancing creativity, ensuring that the group's strategic intentions and various resolutions are put into practice; to strengthen management capabilities, continuously improving and perfecting management levels and capabilities in the process of the group's reform and development; to enhance coordination capabilities, strengthening communication and coordination when work requires the cross-functional collaboration of several departments to avoid buck-passing and conflicts; and to strengthen innovation capabilities, actively utilizing one's own wisdom to complete the tasks assigned by the leadership in a more comprehensive and creative manner.
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