Why Did Haier Succeed?

Good at learning from excellence

All of the above points are reasonable, but I do not think that the essence of the problem is mentioned.

According to my experience in Haier and its understanding and understanding, I think the key to Haier's success is the combination of human resources development and enterprise culture construction.

Under the condition of market economy, the two forces are the most terrible, one is the power of capital, and the other is the strength of culture. The two is the strength of culture.

Capital mainly solves the problem of "matter", which is a matter of matter; and culture mainly solves the problem of "human", which is a matter of spirit, pursuit and creativity.

When the two are combined to a fast pace, enterprises will generate tremendous energy to promote the rapid development of enterprises.

When enterprises start up, the general situation is that capital is scarce. When a company has completed certain capital accumulation, the resources of all aspects of society will be concentrated on enterprises, and capital will no longer be the scarce resources of enterprises.

At this time, what the enterprise lacks most is spirit, pursuit, centripetal force and cohesive force. This is corporate culture.

Management is not omnipotent, it can prevent employees from making mistakes, but it can also stifle the initiative and creativity of employees. Innovation is also empty talk.

How to make employees create under the premise of "abide by the law" is always a problem that operators and managers are trying to solve. This is precisely the goal of corporate culture construction and human resource management.

In such an intangible and tangible era, the strength of culture is far superior to the strength of capital for a company that has initially completed its capital accumulation.

Many enterprises can not form healthy and positive corporate culture because they do not have a good corporate culture system, and there is no human resource system to guarantee the implementation of the enterprise culture system.

Content: enterprise mission, it is the value and significance of the existence of enterprises, is the strength of employees, the source of value of enterprises, the vision of the enterprise, the goal of the development of enterprises and the aspiration of employees, the core values of enterprises. It is the most basic principle that enterprises adhere to in the process of realizing value. It is the starting point and destination of all behaviors. It determines the principles, ways, methods and methods of realizing the value of enterprises. The core slogan of enterprises is the way that enterprises can communicate well with their society by means of their value and society, which is a commitment to the society (especially the customers). It will directly relate to the recognition of the society to the enterprises and distinguish them from other peers. Enterprise is a complete value system, and an enterprise culture system should include at least four aspects.

In Zhang Ruimin's article, "Haier is the sea", he answers the value of Haier, the goal of pursuing and the values that the enterprise must adhere to with the courage and mind of the sea. It also gives us a beautiful picture of the magnificent scenery. It lets every employee really see his own value and knows how his value is integrated with the value and social value of the enterprise. This is the fundamental motive force to motivate every employee in Haier and is the source of strength to overcome all difficulties and obstacles.

The human resources system of an enterprise is an important embodiment of enterprise culture. What an enterprise reuses is often the most direct embodiment of an enterprise's value.

It can be said that corporate culture has a guiding significance for human resources management.

Human resources need to solve three problems: first, how to match employee capability with job requirements; two, how employees' personal goals are consistent with enterprise goals; three, how employees' personal values are unified with enterprise values.

The most important and crucial factor is the unity of employee's personal value and enterprise value. It reflects the combination and unification of corporate culture and human resource management to a large extent.

A lot of senior employees split up with enterprises, often resulting from inconsistent value pursuit.

In Harvard Management School, Zhang Ruimin's speech also confirmed this point. He said, "the space to give full play to every employee in China is very important".

Perhaps this is precisely why Haier insists on "horse racing not to match horses" and "employing staff to compete for posts".

In Haier, we strive to achieve fairness in employment and staff promotion depends on performance.

In Haier, the performance is outstanding, and the staff who have been promoted and rewarded are numerous.

Tang Haibei, Haier group refrigeration Department staff.

Because of the outstanding technology, the general product craftsmen were promoted to assistant factory director.

He solved international technical problems with great working enthusiasm and knowledge, and was promoted to the technical department of refrigeration product department as the young technology backbone of Haier group.

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Li Ziquan, an ordinary peasant worker in Haier washing machine division.

His daily work is to screw up.

But he is determined to make this ordinary and no longer ordinary job come to fame, winning the recognition of his parents and his colleagues' respect.

He worked hard and worked hard for three years. When he was only 22 years old, he was awarded the first ten best peasant workers in Shandong and the Fu Minxing Lu labor medal. He participated in the finals of the champion No. 360 in China's TV station, and became the top twelve in the country.

In Haier, like Tang Haibei and Li Ziquan, there are many examples of successful posts.

Exploring the reasons for their success, we can easily find that the nurturing of Haier culture gives them the spirit of pursuing excellence. It is Haier's respect for talents, and the affirmation of employees' value ensures their lasting enthusiasm for work and innovation.

It is Haier's human resources management that provides guarantee for the implementation of enterprise culture and ensures the initiative and creativity of employees.

But Haier's brand reputation, service reputation and innovation speed are all the result, not the reason.

Without the organic combination of corporate culture system and human resource management, Haier's development speed will not be so fast.

The most important difference between enterprises and enterprises is that people are different. The biggest difference between people and people is their different ideas and different pursuits.

Haier's culture and human resources management shape this difference.

Mr. Zhang Ruimin, chief executive of Haier, once said to the reporter with deep affection, "what moves me most in Haier is that many ordinary employees in ordinary jobs can do their work with care.

In order to improve production efficiency, ordinary workers in some production lines make a technical reform and go home to spend money in their spare time.

If everyone can create, invent, do his work well and improve his work, no matter what difficulties we can overcome, as long as we are human beings, we all want to be respected by others. We all hope that his own value will be recognized.

As long as employees create value for customers, enterprises will affirm the value of employees, which is the core of management.

Besides, we should correctly evaluate Zhang Ruimin's role in Haier.

We can not be myths about this issue, nor can we belittle it with any ulterior motives. Many enterprises do not succeed in doing a few things right, but because they have done few wrong things, especially for excellent enterprises.

Mr. Zhang Ruimin did what a chief executive should do and did better than others.

Personally, I believe that for the employees with relatively high quality, the leaders of enterprises should strive to do three things: first, the formulation and monitoring of strategies; two, the cultivation and use of talents; and three, the cultivation of good corporate culture.

All these require dedication and love.

It can be no exaggeration to say that China's first-class entrepreneurs have the following characteristics: developing the company with the vision of politicians, making the market with the courage of the militarist, cultivating talents with poets' chest Huailai, making corporate culture with the depth of philosophers, and implementing the basic management of enterprises with the spirit of bayonets. These are very worthy of every aspiring Chinese entrepreneur to learn.

Of course, Mr. Zhang Ruimin is an example.

"To improve the competitiveness of Chinese enterprises, first of all to improve the quality of Chinese entrepreneurs, to create an environment for entrepreneurs" is the consensus, each entrepreneur should have such a sense of historical mission, social responsibility and the sense of urgency of the times, constantly improve themselves, in order to self, also for the enterprise, more for society.