At the meeting, Zhang Wen, general manager of the human resources department and leader of the performance compensation reform project team, first introduced the background and expected goals of the project, and announced the company’s performance management committee and performance appraisal team members.
Xinyitaihe consultant and project team leader Hu Yingying first reported on the interviews and investigations of the company's senior management in the early stage of the project, and explained the value of the project around performance management objectives, performance optimization steps, incentive factors and project implementation plans. Guo Junhong, Director of Xinyitaihe Consulting, continues to empower this project.
Subsequently, the company's chief executive officer Li Jianjun delivered a speech to launch the project. He mentioned that the company is just at the beginning of the construction of "one hospital and two parks", and the organizational structure and job responsibilities have undergone major changes. He proposed that all employees must clarify the company’s "1+2+6" industrial development strategy, namely: do a good job in the main business of pesticides, quickly expand to the fine chemical and new material industries, and extend to environmental protection, energy saving and new energy, smart equipment and New reactors, big data and artificial intelligence peripheral industries. He requested that we find solutions from the problem. First, we should solve the problem of job responsibilities and rights, formulate effective mechanisms and methods, have clear job responsibilities, clear assessment standards, stick to our job responsibilities, reasonably authorize and not exceed powers, and secondly improve the job. Value evaluation standards and assessment standards, through the assessment, encourage advanced and continuous improvement. Finally, he emphasized that this project is a major management improvement project for the company, which concerns every manager. The human resources department is only the organizational department. The deep-level reforms are the department itself. It is necessary to seriously participate in training, fully study and discuss, and formulate Methods, fast forward, to ensure practical results.
The promotion meeting ended, and the training session of performance compensation methodology was entered. Xinyitai and Teacher Jiang Bo brought performance management theory to everyone, and conducted methodological discussions and case sharing around the performance plan design of sales, technology, and production. On March 20th, a demonstration of the group plan was conducted in three sections: technology, sales, and production. The members of each team reported the problems and confusions in their own performance compensation, and the consultants answered their questions separately, and formed a general work improvement direction and schedule plan.
The launch of this reform project opened the prelude to our company's performance compensation management reform. Performance pay is the number one project. The effective development of the project is inseparable from the high attention and full participation of various departments, which is the key to the success of the project.