Chen Qiming, President of SF Human Resources: This is how we retain the post-90s

Compared with other industries, the express delivery industry has always maintained a high turnover rate of front-line employees due to a weak sense of professional honor and poor operating environment, and the rapid development of the industry has led to a growing demand for talents. This is a double challenge that the human resources departments of many express delivery companies have to face. In addition to recruiting and retaining people, how to manage young employees who have a generally prominent personality and seem to be unable to endure hardships, especially the "post-90s" generation, is also an important issue facing express delivery companies.

How to retain people? Chen Qiming, human resources president of SF Express Group, said that he has his own understanding and answer.

[Question] For such a very mobile group, why do you (SF) rely on a turnover rate of only 20%-30%?

[Chen Qiming] is actually very simple, to help employees grow, solve their worries, so that they can work more happily.

Talents can be better developed in a good environment, we have built a superior talent environment, and integrated thinking about employees in terms of recruitment and training management evaluation, salary, motivation, career life cycle, etc.

Employees hope to achieve their life goals through their own development path, and what we have to do is to help them achieve their goals quickly in a smooth talent development channel. According to the personality and wishes of employees, two development channels of management line and professional line are launched at the same time.

Business expansion has attracted a large number of talents from different work backgrounds and nationalities to SF, and the "inclusive" talent culture has allowed them to adapt and survive.

In labor-intensive enterprises such as SF, humanized care is also one of the factors that attract talents. We care for employees around the practical level of "medical food, housing and education", communicate with hospitals, enterprises, governments, and schools, and help employees obtain relevant resources to solve the worries of all kinds of talents.

【Question】In what ways is the "medical food, housing and education" of employees implemented?

【Chen Qiming】In view of the difficulty of seeking medical treatment, contact the hospital to establish a fast track for employees to obtain more medical resources, such as physical examination and serious illness assistance; Our "SF Preferred" is also a welfare platform for employees, employees can buy assured rice and cooking oil at preferential prices; The pressure on young employees to rent and housing is very large, and we actively communicate with the local government to obtain relevant government resources and seek more support for employees (such as low-cost housing); In cooperation with the Futian District Government and the Education Bureau, the Education Fund Project hopes to help us solve our worries through the education reform in Shenzhen.

【Question】Many of the couriers are post-90s, has this group of people changed you a lot?

[Chen Qiming] Indeed, ten years ago, it was easier to employ workers, but now there are more and more only children, and our challenges and pressures are also increasing. But in fact, everyone understands that choosing the express delivery industry means that you must suffer. So when a person steps into this industry, he is already mentally prepared.

But not all only children can not suffer, the key is to see what kind of growth environment the company can provide for employees. In the face of the post-90s, if our management model is still stuck in a decade or two ago, these people will definitely not be able to stay. It is precisely because of this that we continue to optimize the management model, such as "medical food, housing and education" and other care measures, which are all produced in line with the new situation.

【Question】 In the eyes of the public, most of the post-90s are difficult to manage, how do you think of this group?

[Chen Qiming] The post-90s generation has been labeled a lot, and their personalities are outstanding because they are very concerned about self-growth. Their awareness of the environment is high, so we should give them more opportunities to grow in the talent environment. The post-90s generation prefers to think proactively and will put forward more opinions on their living and working environments, and these opinions also strengthen the effectiveness of human resource management in the construction of talent environment.

The post-90s generation does not accept criticism, so we have also changed the management mode of "criticism if you can't do well", opened many communication channels including internal spit BBS, and hoped that corporate culture can be inclusive and encourage post-90s to boldly put forward their own opinions.

【Question】What are the opportunities for your employees to be promoted?

[Chen Qiming] 10 years ago, we proposed the "Maxima" talent training mechanism and insisted on selecting talents from within. Through internal selection, training and assessment, employees can grow from the most basic level dispatchers to vp step by step. Last year, more than 90% of front-line employees grew into point supervisors, 80% to 90% became branch managers, about 70% became senior managers, 60% to 70% became district general managers, and even reached a higher level.

【Question】At the peak of logistics at the end of the year, there are often enterprises that "burst" because of insufficient manpower, how do you deal with it?

[Chen Qiming] Over the years, SF has been able to calmly cope with the peak of logistics, thanks to the company's internal "talent supermarket" platform. For example, Hunan employees working in Shenzhen, if they want to return to their hometown to work, can issue a request through the talent supermarket to help coordinate the hunan company's acceptance of personnel. This platform not only completes the staff, but also supports SF's business development in the mid-west region where talent is relatively scarce.

In order to cope with the explosion, we also cooperate with enterprises, schools and institutions to adopt a "flexible employment" approach to build a temporary subsidy system.

After the Spring Festival, the business peaks, and many express delivery companies are worried that employees will not return to work after the year. According to SF's internal recommendation system, employees recommending a mature worker can get a certain recommendation fee, so many employees not only report on time after the holiday, but also bring more talents to the company.

【Question】When selecting people, do you consider the background of the courier's family situation?

[Chen Qiming] Of course, we will also consciously recruit some employees whose family conditions are not very good. But we also pay the greatest sincerity, really want them to stay, for example, different from other companies on the employees to prepare their own electric vehicles on the entry requirements, we began to implement the "user own" program a few years ago, for all employees free of charge with electric vehicles, hoping to provide opportunities for poor families but willing to earn money through labor.

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