On 28th, Aug., 2020, the appraisal result of the 7th session of Automotive Company Human Resource Management Innovation Model was announced on the 2020 Annual Council Meeting of China Talent Research Automobile Talent Committee. 12 people from HR passed the evaluation and were awarded with the honor. 

Based on their outstanding performance in talent training, labor relations, management of dispatched employees, talent development and personnel allocation, China Talent Research Automobile Talent Committee together with China Automotive News and HRoot interviewed 12 awardees to demonstrate their innovations and excellence in HR efforts and display the performance of automobile talents to the industry. Stay tuned to this series.

Among awardees of the 7th session of Automotive Company Human Resource Management Innovation Model，Tian Ding, HRD of BAIC ROCAR is a special figure.

One of reasons for being special is that compared with other winners, the company he serves for is an investment and management platform of automobile service and trade, different from traditional OEMs. The other reason is that although BAIC ROCAR is not as huge as OEMs in size, it has nearly 90 subsidiaries with industrial chain covering 9 fields of business including automobile sales, distribution of aftersales spare parts, second-hand vehicles, automobile logistics, advertising media, bulk purchase, experiential marketing of vehicles, customized modification and recycling. And, subsidiaries in various fields are at different stages of development.

For such companies, how to achieve personalized and differentiated management while unify talent vision and thoughts? Recently, Tian Ding has shared his work experience and practice results at the exclusive interview of China Automotive News.

Figure of the current issue

Tian Ding

BAIC ROCAR

Human Resource Director

(Click on the picture to view the profile of awardees)

Talent culture is a beacon and the secret is all staff participation.

“During the top-level design of company human resource, it is essential to build talent culture meeting the vision of company development.” To Tian Ding, talent culture is a beacon for HR work, the main line throughout the overall HR work and the pyramid tip of HR top-level design, which determines the fundamental direction of human resource management.

At the same time, how to enable cultural vision to be implemented, deeply rooted among people and to guide employees’ work is also an important topic before HR staff of automobile enterprises. Tian Ding told journalists, the secret of BAIC ROCAR is all staff participation.

While making 2025 Strategy, BAIC ROCAR initiated the program of corporate culture upgrading on March, 2020 and summarized a dozen key words of corporate culture of BAIC ROCAR through reviewing the past journey. Then, it organized middle management to study these key words and encouraged all the staff to join the discussion through secret ballots.

“Employees of different ranks have different demand for and understanding of corporate culture, which is also a key reason why we have promoted our culture upgrading program in ranks and made all the staff involved.” Tian Ding said. Currently, the program is in its phase-out period and corporate core values have been sorted out preliminarily.

Behind 120 sets of systems

To promote talent work towards systematization, standardization, normalization and science, BAIC ROCAR has released 120 sets of HR management systems including subsidiaries over the past 5 years. Why the company has so many HR systems?

“Compared with other OEMs, BAIC ROCAR has multiple business models. Its organization structure is relatively huge. There are a number of separate subsidiaries and they are in different development stages. The personnel structure is sophisticated and employees are distributed dispersedly.” Tian Ding said. Challenges to HR management, which were brought by the feature, are mainly manifested as the penetration of management system and personalized management of various subsidiaries. It is necessary to adopt differentiated management based on unified systems and principles. Both the overall planning and targeted measures are indispensable.

Given this, 120 systems are not copycat but made according to features of different business fields and different development stages of subsidiaries.

Tian Ding told a story. Last year, during the checking and building of HR management system, they found many corporate systems missing. However as there was heavy work in system building, some subsidiaries intended to copy the existing systems of ROCAR headquarter and asked for editable system documents.

However, in Tian’s opinion, every HR system is serious and rigorous. It is necessary for HR workers to consider the actual situation of their companies and work needs of related modules, sort out systems and then make efforts to make their own systems in a scientific way. Thereby, only readable versions of documents have been shared with subsidiaries for reference.

“Only by concentrating on system building based on their own conditions, the sensibility and efficiency of systems can be guaranteed and the real role of systems can be played.” Tian Ding stressed. Otherwise, 120 sets of systems are just superficial.

Looking into the 14th Five-year Plan of China, Tian Ding suggests, the automobile industry is in a deep reform. Automobile service and trade is playing an increasingly important role in the whole automobile industry chain and making ever greater contributions to profits in the industry chain. This is an exciting opportunity for China’s automobile service and trade industry as well as BAIC ROCAR.

“Under the ROCAR 2025 Strategy and operations, we will take market-oriented reform as an opportunity, deepen the upgrading of HR institutions and systems and build the flexible and efficient intellectual resource management system meeting the HR management requirement of modernized enterprises.” Tian Ding believes, as the building of brain-like ROCAR Headquarter is deepening, HR work is also upgrading based on the function positioning of Headquarter including Leading, Service and Coordination so as to contribute to the sustainable growth of our company.

This article has been released on China Automotive News, (Version 20-21, Issue 3704, on Nov.,2020) and written by Shi Yunyun.