Rebirth 2003: Dominate the Tech World

After receiving Ye Yunzhou’s signal, Xu Liuyang asked a question about problem solving and employee retention.

“Mr. Xu, if the company faces a high turnover rate, what measures will you take to solve it?”

Xu Jia thought for a moment and replied: “First, conduct a survey on the reasons for leaving and understand the dissatisfaction and needs of employees.”

“Second, improve the working environment and welfare benefits, and provide competitive salary and welfare packages.”

“Of course, it is also important to strengthen employee career development planning, provide promotion opportunities and training courses, and let employees see room for growth.”

“Finally, it is to establish a good corporate culture and enhance employees’ sense of belonging and identity. Strengthen communication and feedback with employees and solve their problems and confusion in a timely manner.”

Then Gu Xiaoou asked a question about performance management and evaluation capabilities.

“Mr. Xu, please describe your experience and philosophy in performance management, and how to ensure the fairness and effectiveness of performance evaluation?”

This is not difficult for Xu Jia, who has management experience. He paused and said: “Performance management is to motivate employees to improve their work performance by setting goals, evaluating performance, providing feedback and rewards.”

“I advocate setting clear and measurable goals and fully communicating with employees. Adopt a multi-dimensional evaluation method, including evaluation by superiors, evaluation by colleagues and self-evaluation.”

“In the evaluation process, ensure that the evaluation criteria are clear and consistent, and avoid subjective bias. Regularly review and improve the performance evaluation system to ensure its fairness and effectiveness.”

Okay, the last question: “If you want to create an efficient team culture, what do you think are the key factors, and how to promote the formation of such a culture?”

This is the last question asked by Ye Yunzhou, which is mainly to examine the applicant’s team culture construction and promotion capabilities.

This question is not simple. Many interviewees have been deducted points for their answers to this question before.

Xu Jia thought for about 20 seconds before answering: “The key factors include clear common goals, an open communication atmosphere, mutual trust and respect, and encouragement of innovation and cooperation.”

“Strengthen team cohesion through organizing team-building activities. Set an example, commend and reward behaviors that are in line with team culture.”

“Establish an effective communication mechanism so that employees can express their ideas and opinions freely. In the recruitment process, focus on selecting talents that fit the team culture. Continue to publicize and strengthen the team culture values ​​so that they are deeply rooted in the hearts of the people.”

After Xu Jia answered, the entire interview team nodded slightly. It is obviously better than the previous interviewer.

“Mr. Xu, based on your resume and today’s interview performance, you have obtained this trial contract for the Chief Human Resources Officer of Xingyao Company. I hope you can play your ability in the company.”

It is a happy thing that the Chief Human Resources Officer has a candidate.

The third person to enter the conference room was a girl named Zhou Ying, who majored in human resources management at Fudan University. During her time at school, she systematically studied core courses such as human resources planning, recruitment and selection, training and development, performance management, salary and benefits management, and labor relations management, and her grades were among the best. She has participated in internships and research projects organized by the school many times and has accumulated rich practical experience.

According to her resume, she worked as a human resources specialist in Haier Group from 1998 to 2000.

She was mainly responsible for employee training. According to the company’s development strategy and job requirements, she designed and implemented a series of training courses covering production management, quality management and marketing.

At the same time, she actively promoted the promotion and implementation of corporate culture, and enhanced employees’ sense of identity with corporate culture by organizing cultural activities and internal communication channels.

From 2000 to 2002, she served as the head of human resources in Hisense Group.

She led the optimization of the employee salary and welfare system, conducted in-depth research on the market salary level, and formulated a reasonable salary adjustment plan based on the company’s financial situation and strategic goals.

In addition, she also participated in the company’s talent inventory work, and provided a basis for the company’s talent selection and promotion by evaluating the ability and potential of employees.

From 2002 to September 2003, she served as a human resources manager in Changhong Electronics Group.

Participated in the company’s human resources strategic planning, and formulated long-term development goals and strategies for human resources based on the company’s business development direction and market competition environment.

At the same time, it also promoted the construction of human resources informatization, introduced a human resources management system, and improved work efficiency and data accuracy.

The interview was not bad, and Ye Yunzhou directly gave him a trial contract as a performance management manager, and the salary was alsoThe salary has doubled compared to the previous unit.

The fourth person is Wu Hao, who has a bachelor’s degree in business management from Shanghai Jiaotong University. During his time at school, he took courses related to human resource management and achieved excellent results. After graduation, he went to Cambridge University in the UK to pursue a master’s degree in human resource management. During this period, he participated in human resource case studies of internationally renowned companies and won relevant awards.

According to his resume, he worked as a human resources specialist at Sony (Xiaguo) from 1997 to 1999.

He was responsible for employee recruitment, especially for technical research and development and marketing positions. He successfully recruited a group of outstanding talents through professional recruitment websites, headhunting companies and campus recruitment.

At the same time, he also participated in the optimization of employee onboarding processes, improving onboarding efficiency and experience.

From 1999 to 2001, he worked as a human resources director at Nokia (Xiaguo).

He participated in the establishment and improvement of the performance evaluation system, formulated clear performance indicators and evaluation standards, and organized multiple performance evaluation trainings to ensure the fairness and accuracy of the evaluation.

In addition, he was also responsible for employee relationship management, handled many employee complaints and disputes, and maintained good labor relations.

From 2001 to September 2003, he worked as a human resources manager at Motorola (Xiaguo).

He was responsible for organizational development and promoted process optimization and team integration within the company through organizational diagnosis and change management. At the same time, a talent pool was established to reserve excellent backup talents for key positions in the company.

This applicant is very powerful and has a brilliant resume. In the end, he got a trial contract for the position of human resources director, and his status was only lower than Xu Jia.

The fifth is a very beautiful girl, and the youngest of the applicants. Her name is Zheng Yao. She is an undergraduate majoring in human resources management at Zhejiang University. During her time at school, she was awarded the title of outstanding student cadre many times, actively participated in various club activities, and won awards in academic competitions related to human resources. She has systematically mastered the professional knowledge and skills of human resources management.

According to her resume, she worked as a human resources specialist at Gree Electric Appliances from 1998 to 2000.

Assisted in handling employee relations and labor disputes, and solved employee problems and dissatisfaction in a timely manner through communication and coordination with employees, avoiding the escalation of disputes.

At the same time, he also participated in the company’s training needs survey and provided data support for the formulation of targeted training plans.

From 2000 to 2002, he served as the head of human resources at Midea Group.

He led the design and implementation of employee incentive mechanisms, introduced various incentive methods such as equity incentives and project bonuses, and stimulated employees’ innovation and work enthusiasm.

In addition, he also participated in the company’s talent selection and promotion work, and selected a group of outstanding management and technical talents by establishing a scientific evaluation system.

From 2002 to September 2003, he served as a human resources manager at Skyworth Group.

He participated in the company’s human resources information construction, cooperated with the technical team, developed and launched the human resources management system, and realized the automated management of employee information, salary accounting, performance evaluation and other functions.

At the same time, he was also responsible for formulating human resources budgets and cost control plans, and optimized the input-output ratio of human resources.

This student is relatively young compared to the previous applicants, but she is very adaptable and has excellent communication skills.

Ye Yunzhou directly gave her a trial contract as a manager of the recruitment and selection department, and her salary was more than doubled, of course, because her original company did not offer a high salary.

At this point, the recruitment of core personnel for the entire human resources department was completed, and the framework of Xingyao Company’s human resources management department was established.