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Talent strategy is the momentum source for Hodo development——Talent strategies from the 60th HOdo anniversary development perspective
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In 2017, HOdo will embrace its 60th birthday. And the 60-year history full of ups and downs records HOdo glory and dreams for these 60 years. As we retrospect the 60-year development highlights of HOdo, we pinpoint the shining points at the HOdo talent strategies.
High pay for talent recruitment and first introduction of “Sunday” engineers
In 1980s, after HOdo Founder Zhou Yaoting took over and saved the dying Gangxia Knitting Factory, he faced the inevitable technical bottlenecks for development and provided high pays dozens of times as many as the worker’s salary at that time so as to recruit “Saturday” and “Sunday” engineers from Shanghai as technical instructors in the plant. Depending on hi-quality products, Gangxia Knitting Factory ran on the development speedway with its sales up to CNY 10 million in 1987.
HOdo appointed Taiwan experts in 1993 and Japanese experts in 1995 so that HOdo shirts and western-style suits rapidly became popular all over China.
Zhou Haijiang resigned from the university to become the first graduate working in the township enterprise
Through high pays for talent introduction, Zhou Yaoting recognized the essential significance of talents on the township enterprises. How to recruit graduates? He turned his eyes to his son Zhou Haijiang. Zhou Haijiang thought over his father’s offer and resigned from the university against the mainstream opinions to return to Gangxia Town and kick off business full of difficulties there.
A university teacher came to work in a township enterprise and it became breaking news. At that time, Xinhua Daily reported this story as a piece of hot news and regarded him as “the first person changing his job from a university to a township enterprise upon the reform and opening-up policy”. Due to this powerful report, the fact that Zhou Haijiang “l(fā)eft the university teacher post for a township company” took demonstrative effects through rapid promotion to bring many batches of graduates all over China for HOdo.
President election is first created among the Chinese private enterprises
September 15, 2004 was a memorable day to HOdo. On that day, 20 candidates including Zhou Haijiang participated in the group president election. Zhou had worked for 16 years since he first came to HOdo in 1988. And Zhou Haijiang acted as HOdo deputy general manager and enjoyed high prestige in the HOdo Group because of his outstanding performance at that time.
Through the vote, Zhou Haijiang was elected to be new president of HOdo Group with a wide margin and 49 ballots to create the president election among the Chinese private companies and it indicated that HOdo took another key step towards construction of the modern enterprise system.
The candidate system actually realizes transformation into the modern enterprise system
The candidate system can ensure unlimited successors to highlight competitive employment with the equal opportunities. So in the HOdo Group, everyone has his promotion channel. As long as the employee works hard, the first-line employee can clearly pinpoint his promotion space.
At the aspect of talent employment, HOdo has flown across the four phases of emotional economy, benefit economy, talent economy and candidate system. Finally emphasizing “candidate system and competitive employment”, HOdo can fully embrace numerous talents and qualified successors. And it is also the root cause with which HOdo can maintain its extraordinary competitiveness and strong vitality.
According to Zhou Haijiang, “the candidate system” is implemented with the three advantages: talent hunting, talent maintenance and practical transformation into the modern enterprise system.