Haier's Global HR Management - HR Transformation in the Internet Era Xiaonan Wang Haier Group HR Director
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Haier’s Global HR Management
- HR Transformation in the Internet Era
Xiaonan Wang
Haier Group HR Director
1
I. Introduction of Haier
II. Haier’s Global HR Management
III. Haier’s HRIS - Workday
2
I. Introduction of Haier
II. Haier’s Global HR Management
III. Haier’s HRIS - Workday
3
Introduction of Haier
Before
Today 5 R&D Centres 24 Manufactories 18 Countries ……
80,000 Employees 61 Trading Companies USD 25.8 billion Turnover
World’s No.1 major appliance Profit CAGR: 35% from 2007 to 2012 Haier ranks No. 8 in “The World’s
brand for four consecutive years 9
Most Innovative Companies” list
8
RMB
•Haier is the only Chinese brand
7
billion
6
1 8.6% 5
4
among the top ten Companies list.
•Haier ranks the best among
3
2 5.5% 2
1
0 enterprises of consumer and retail
3 4.2%
sector
Source: Euromonitor, ranking according to retail
volume sales in units based on brand 2012 data
4
Haier Brand
5
Haier Product – Solution for Smart Home
6
Haier’s Strategies
Create Haier Brand Create Haier Individual-Goal
Combination Model
7
Haier’s Exploration of Networking Strategy and Structure
Determine
Ecosystem of
Win-win model of ZZJYT parallel
individual-goal Strategy Structure connection platform
combination under opening
system
Follow
8
Haier’s Transformation in the Internet Age
Before After
Transformation through
cloud platform
Platform of open resources
Platform of product resources & channel service Platform of mechanism and culture
Platform of mechanism and culture
Haier creates competitiveness of single brand Haier creates platform competitiveness of multi-brands
There are no successful enterprise but only enterprises changing with the times.
Mr Zhang Ruimin
9
I. Introduction of Haier
II. Haier’s Global HR Management
III. Haier’s HRIS - Workday
10Organization Change
Self-ownership teams bid to join the unity of
Strategy Self-organization stakeholder to create value added
decides driver
Organization
(Win-win Model of
Employee-Customer Sharing value added and optimizing constantly
Integration) Self-driven
Former
department
s
Former Former
Partner Consumer
Past
The unities of stakeholder
become end-to-end nodes
of networking platform
rather than points of linear
process chain.
External opportunity capturing and internal
mechanism innovation
Hierarchy Inverted triangle Dynamic network organization
11Talent Management Model Change
Resources gathering and dispersing based on goal and customer needs
Reward by value added; Profit sharing based on performance against target
Human capital management in a Wiki way:
On-line employee rather than
contracted employee
12Performance Management Transformation
Haier Strategic P/L
(I) Interactive users (II) Human resource (ZZJYTs)
(strategy)
Leading competitiveness of The ecosystem of ZZJYT
interactive users is the key, parallel connection platform
or the core under opening system
ZEUS
model
(III)Zero difference (161) (IV) Closed-loop optimization
(the rewards system)
Daily conclusion goals under
the principle of three zeros Automatic optimization cycle
(Zero inventory, zero signature, of individual-goal Haier 2-D Matrix
zero redundancy)
Leading
Y (strategic performance)
competitiveness
10 Zones each has leading targets for different
Zone 10 - target
quadrant.
- zone 8
Between Zone 2 to 10 are to create user value - zone 6
in stages from templates to the whole. - zone 4
Building the parallel connection platform
system, closing the gap by implementing the
individual-goal positive feedback mechanism Zone 2 - basics
and motivating ZZJYTs to create added value
and to be the best performance COI.
Allocating all the company’s liabilities to X (market competitive)
each individual and everyone taking the Zone 1 - prerequisite
responsibility for performance and goal. 2 4 6 8 10
average average No. 1 Leading Continuous
Quadrant I - IV 1.2x improvement
13Performance Management Transformation(Con’t)
Subordinate
Customer
Superior
Peer
Item BD
online interaction
Target
Ownership Design
Customer Focus Marketing
0 distance
super experience
Integrity Customer
Customer 360 °
360evaluation
evaluation
Best
Performance
Incentive
Team work
Confidence Logistics
On-time delivery
Communication 0 defect
Authorization
Skill
Development
Traditional 360 ° evaluation Customer 360° evaluation
(classic practices by multi-nationals)
14Employee Transformation
New role of employee : I am my own CEO.
Micro company
Different external
Micro company parties including
customer, supplier
Micro company
Micro company
joint Haier to
Haier’s Platform become community
of interest to meet
Micro company
Micro company the customer needs
Micro compnay and goal , they
create and share
the value added on
Haier’s platform.
Command Resources Entrepreneur & CEO
receiver interface
(Employee follow the command (Employee interact with the （Micro companies incubated on Haier
passively ) customer needs and global platform, gathering and dispersing
resources) based on customer needs
15Challenges of Global HR Management
There are plenty of issues to consider and balance in Global HR Management
1. Strategic alignment cross countries
2. Cross-cultural adaption and language barrier
3. Consistency and differentiation of HR policy and processes among region
4. HR compliance with local country’s labor law
5. C&B design for employees in varied economic environment
6. Platform to handle complex global HR management
Decentralization?
Centralization?
16Challenges from Business
How to
motivate my
Where are my talents to
talents and achieve
who are they business
around the objectives?
world?
How can HR work as a strategic
business partner to drive the
Where is the business change under the
most effective Is my
internet era?
place for organization
Supply healthy?
Chain?
Dancing with Business
17I. Introduction of Haier
II. Haier’s Global HR Management
III. Haier’s HRIS - Workday
18Roll out Overseas HRIS Workday Project at the Right Time
From strategy to implementation, HRIS project paves the way of transforming
challenges into achievements in the internet era by cloud technology
Aligned global Proper HR process to
business and HR sustainably realise the
strategy strategy
Technology platform to
implement the process
19What Can Workday Bring To You?
• Provide a holistic view of company and its workforce
Executives • Provide comprehensive data to Executives to make strategic
decisions
• Make the process efficient and accurate
HR • Enable HR teams to act as business partners
• Provide managers a more strategic people management role
Managers • Provides a dashboard of reliable and comprehensive
workforce data
• Incorporate self-services functions, for example keep a timely
Employees tracking of their various application processing status
20HRIS Management Overview
Strategic Decision 360° Talent Searching Engine Talent Management
- Big data deployment - Global talents network - Identify talents
- Data accuracy and on real time - Holistic view of organization - Use best fit talents for
and people achieving business objectives
Base
Personnel Information, Org, C&B, Processes & Policies etc
21HRIS Management Overview
Strategic Decision 360° Talent Searching Engine Talent Management
- Big data deployment - Global talents network - Identify talents
- Data accuracy and on real time - Holistic view of organization - Use best fit talents for
and people achieving business objectives
Base
Personnel Information, Org, C&B, Processes & Policies etc
2223
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