Beijing Vanke held a media exchange meeting in Shenzhen on Saturday, and the crowd of onlookers, in addition to Liu Xiao, vice president of Vanke and regional CEO of Beijing, Yu Liang, chairman of the board of directors of Vanke Group, was definitely the "brightest star" in this exchange meeting.
In this more than 3-hour event, Yu Liang unsurprisingly mentioned Vanke's "proper" terms such as "one tendon", "silver age" and "farmer", and also once again emphasized the mention of "rejuvenation" at the southern district exchange meeting last month.
"It's good for young people to hate me, to hate me to show that he has me in his heart, and not feeling is a big problem, so we must first let him have feelings, so we have to be young." 」
He said that today 50% of Vanke's employees are post-90s, 20% of employees are post-95s, and the average age of Vanke employees today is between 32-33. "They have the most hope, the future is their world, they have their own opinions, they can stand up for their own principles... Who do we not please them? ”
The media in the audience could not help but ask: "What have you done to please young people?" ”
"I have a tattoo, does it count?" Immediately caused a clapping and screaming from the audience.
Such a relaxed and lively atmosphere appears from time to time in the activities of "post-95" Vanke, but it cannot exist in the state-owned enterprise Zhonghai, but it can be compared with their arrangements and changes in talent reserves, because on October 16, it was revealed that the change of executives of China Shipping has been initiated.
A series of changes in the senior management of China Shipping include the resignation of Guo Yong as the former chairman of the regional companies in the western region and the general manager of the western region of China Shipping, Kan Hongbo as the former chairman of the former chairman of China Shipping Chengdu 677 Company and both of them as senior experts in China Shipping Development; and the promotion of four general managers of regional companies to assistant presidents of the group; and four major regions in the five major regions of the mainland have successively changed regional leaders.
It is said that most of the above-mentioned new executives are "post-70s", which means that they are between the ages of 40 and 50, and many of them have been promoted after many years in their original positions.
Only from this change, China Shipping is only retiring and changing shifts and doing regional rotation, and there is no essential change in the talent reserve strategy, of course, this is also due to the nature of its state-owned enterprises, and the solidified talent promotion path is difficult to be broken.
Although 20 years ago, Vanke carried out "pirate operations" to carry out large-scale digging operations in China Sea, but now it seems that Vanke has long been rid of the brand of China Sea, which may also be inseparable from Vanke's several talent plans.
Speaking of Vanke and Zhonghai, it is estimated that the original "pirate operation" will still be mentioned from time to time.
In 1999, although Vanke's annual sales had not yet reached 10 billion, large-scale expansion had spawned a thirst for talents. In 2000, Vanke's famous "pirate operation" began.
According to the perspective of real estate new media, from 2001 to 2002, Vanke recruited senior professional managers from China Overseas Real Estate on a large scale through "piracy operations", and introduced 50-60 senior executives from the outside. At one time, about 1/3 of the first-line leaders of more than 20 first-line companies in Vanke originated from "pirate operations".
But this wave of talents can only solve the needs of the moment. From 2006 to 2007, Vanke began to enter a period of exciting growth, with sales soaring from 21.23 billion yuan to 52.36 billion yuan, and the growth rate rose from 52.2% to 146.6%, so in 2007, Vanke launched the second round of large-scale external recruitment of executive talents, also known as the "007" plan.
According to the data at the time, Vanke's "007" plan extended the perspective of digging people from within the industry to multinational companies outside the industry. The criteria are having managed larger companies, having more complex experiences, and being characterized by internationalization. The idea this time is obviously completely different from the "pirate operation" take-it-all.
Since then, many senior executives of multinational companies have joined Vanke, and by the end of 2008, Vanke has introduced 32 cross-industry management talents to serve in important positions. In 2009, Vanke became the first real estate enterprise in China to sell more than 60 billion yuan.
It can be seen that in the golden age of real estate, the introduction of fresh blood has played a good role in supporting the expansion of scale. To this end, only three years later, by 2010, Vanke launched the largest "Maxima" operation in history.
Yu Liang once said that at that time, the real estate industry was still very extensive, and if Vanke wanted to continue to lead the growth of the big market, the first thing it faced was the challenge of talent. The simple internal training method can no longer fully adapt to the changes in the development situation, and with the large number of new projects of Vanke, its desire for talents has entered an explosive period.
Vanke's talent strategy has been updated, and the talent pool has also been from the initial peers to the later "international" talent recruitment, and creativity and creativity have been more reflected in them.
Last year, Yu Liang launched the "Great Rivers and Seas" plan in Vanke, which means that talents within the region can flow like living water.
Yu Liang stressed that the "great rivers and seas" is not a pirate plan in 2000, but a process for organizational reconstruction and personnel matching. "Originally each region had its own arrangement, now it is open within the whole group, after some boss positions come out, we apply through open means, which is the great river of talents within us."
When the "Great Rivers and Seas" plan was proposed, Yu Liang once figuratively compared it to the need to constantly rotate players on the pitch to play, and he considered himself a "coach" who knew how to play football and knew when to change players to play.
There is still no conclusion on how effective the "great rivers and seas" will be, but continuous adjustment and innovation may be regarded as a characteristic of Vanke's attraction and cultivation of talents, but compared with China Overseas, which was originally poached by Vanke, the impression is more "decent and conform to the old rules".
Some real estate commentators have analyzed that different mechanisms can cultivate the style of different entrepreneurs, and China Shipping relies more on the system of the entire real estate market, so the innovation strength and the desire to innovate are insufficient; and the nature of private enterprises, and the development of many businesses and markets need to be pondered, and the professional managers created in such an environment have a sense of innovation.
Therefore, an interesting contrast is that there are not a few people who choose to start a business after leaving Vanke, including Xu Hongge, Xiao Nan, Du Jing, Mao Daqing and so on.
Most of the small partners who left from Zhonghai are more likely to jump to another real estate company as a new starting point in life.
Relevant analysts familiar with China Shipping have also said that it is precisely because of the different corporate styles that for Vanke, the people who are in it pursue more how to achieve self-worth.
"On the contrary, in the state-owned enterprise Zhonghai, it may be more because the upward passage from the grass-roots level to the middle level is open, but it is not so easy for the middle level to continue to go up, it can be said that it is more difficult." Therefore, people from state-owned enterprises may have a greater pursuit of location and material aspects. ”
Vanke and Zhonghai have not shallow intersections in the past, but in terms of talent strategy, they have gradually drifted apart.
Stereotypes | In the midst of the chaotic and noisy external world, in most cases we do not understand first and then define, but define first and then understand.
This article originated from the viewpoint real estate network