JD.COM team 1 1 introduction of management experience. Team building focuses on selecting people.
The first of the eight regulations on personnel management in JD.COM Group is the competency value system. All employees are divided into five categories, namely, gold, steel, iron, scrap iron and rust, according to the quantitative measurement standards of ability, performance and value system. Strong ability, but not enough values. It's rust. Get rid of it resolutely. In employing people, JD. The primary requirement of COM is to conform to its own core values, and the ability is secondary consideration.
Second, managers should be trained from within.
JD。 COM, everyone has the opportunity to become a department head. At the same time, it is mandatory that 80% of the managers of the team must be promoted internally, and only a small number of managers are allowed to recruit from the market. On the one hand, the purpose of doing this is to cultivate management's recognition and loyalty to the enterprise, on the other hand, a small amount of recruitment from the market can also inject fresh blood into the enterprise.
JD.COM recruits a large number of Guan Peisheng from industry graduates every year, so that they can integrate into JD.COM as soon as they graduate, which fundamentally solves the talent problem of the JD.COM team and promotes the cohesion of the team to a very high level.
Third, give corresponding rewards to loyal employees.
JD emphasizes gratitude. Team culture of COM. Gratitude is not only for employees to enterprises, but also for enterprises to employees. Employees get paid, create value for the enterprise, and the enterprise gives employees corresponding wages and treatment, which is gratitude. JD.COM has a set of training system, which aims to improve employees' personal ability, knowledge and vision in a few years after working in JD.COM.
Fan Xiaoning, one of the top ten management consultants in Shenzhen, once said: "The core of enterprise management lies in team management, and the development of business lies in marketing. An excellent enterprise should take care of both! " JD.COM did it, so it succeeded. Learn from JD. COM management, learn from each other's strong points, will help their respective enterprises win better development.
Introduction to team management experience 2 Liu once said: If an enterprise succeeds because of the team, if it fails, it must be because of problems within the team. Cultivating the team is the most time-consuming and important thing for me. After all, as a fast-growing company, the outside world often feels that we will be "exhausted" because of the speed of development. But in fact, you have to ask me what made me "exhausted" in JD. COM operating system, I dare not relax for a moment, that is, to cultivate the team. Liu believes that if one day it fails, it will not be the market, but JD.COM. COM competitors or investors, and there must be something wrong with our team.
Liu put forward four principles of personnel management. The first principle is the ability value system. Employees are classified according to their abilities, with values first and abilities second. Employees are divided into five categories according to their ability and value matching: rust, scrap iron, iron, steel and gold. Rust is an ability. Those who have strong values but don't match the company will be out, because rust is corrosive and must be removed. It can be said that he solved the problem of selecting suitable employees through his own principles, and was unique in the whole Internet enterprise, creating his own unique road to success in Liu.
After years of exploration and practice, Mr. Liu put forward the "inverted triangle" management model, which divides the whole inverted triangle into four sections, the bottom layer is "team", the penultimate layer is "logistics system, IT system and financial system", the penultimate layer is "cost and efficiency" and the top layer is "product, price and service", which is user-oriented. These four parts focus on foundation and service respectively. This shows that Liu's emphasis on management planning is "team is the foundation".
Liu's success can not be separated from his unique talent selection mode and enterprise management mode, which has accurately improved the service of employees, the professionalism of enterprises and the coordination of internal operations.
Introduction of Team Management Experience in JD.COM 3 In recent years, JD.COM has developed rapidly. After nine consecutive years of losses, it finally achieved profit in 20 17, which proved the foresight and superiority of JD.COM model.
Up to now, JD.COM has taken the lead in logistics efficiency, but JD.COM is still exploring the deep integration mode of online and offline, introducing convenience stores and developing drone delivery.
In the foreseeable future, the situation is very good. Although JD.COM has achieved great success, countless people want to know why JD.COM can succeed.
Liu wrote in "My Business Model": At the beginning of starting a business, what bothered me the most was actually to cultivate a team. This is the most time I spend, and it can be said that it is the most important thing in my heart. I owe my success to our team. Let's see, what's the secret of talent management in JD.COM?
The first is to select people and manage talents well, starting from the source.
JD.COM's criteria for selecting and employing people
1, do more than say. I think that Liu's first speech was particularly pleasant to hear and only boasted. Second, down-to-earth work is the basis for joining JD.COM.
2. Start with the basics. Work experience is an important basis for selection. Management talents in JD.COM must start from the grassroots level, regardless of educational background.
3. Must have working experience in domestic enterprises. If you have only worked in a foreign company, you may have the problem of team integration in JD.COM.
4. Integrity. This is the bottom line. There is zero tolerance for honesty. Anyone found lying will be fired. Supervisor or not.
5. Have a strong sense of purpose. Liu asked every employee to have the determination and action of "only striving for the first place".
Despite the harsh and unique standards for entering JD.COM, JD. COM's care for employees is real. Liu hopes to help employees settle down, so that employees' children and parents can live a better life and their satisfaction is constantly improving.
JD.COM executives rarely parachuted in, and most of them were selected internally, so internal training is particularly important.
JD。 The training system of COM has different plans for people at different levels.
Executives above vice president:
The company provides these executives with opportunities to participate in systematic on-the-job EMBA programs in first-class business schools at home and abroad, and at least three executives will be arranged for further study every year.
Director-level manager:
Cooperate with well-known business schools to open JD.COM MBA training courses for high-potential talents among directors; In terms of management skills, take JD for example. COM leadership model as the core goal, we provide phased learning projects; For newly hired executives, JD.COM University cooperates with the Human Resources Department to provide personal support for the "90-day executive rotation plan"; In addition, managers should preach corporate culture for the induction training of new employees at least once a year.
Middle and grass-roots managers:
The rapid development of JD.COM requires middle and grass-roots managers to change their roles as soon as possible and master basic team management ideas and enterprise management contents. On the basis of full-time training for 4-6 days every year, at the same time, we can realize "learning by doing" and master the practical skills of "managing people and things" in busy work.
Grass-roots distribution personnel:
Provide a complete training system for each dealer, provide broad promotion opportunities, and strive to train 60%-70% of managers by themselves.
Liu believes that systematic and three-dimensional training is far more than that. It should be included in and run through all daily work. For example, when going out, the stationmaster will tell employees to be careful on the road, put on non-slip boots, remind them to bring raincoats and test the delivery staff. How to answer questions from customers.
At the same time, the company also stipulates that anyone in JD.COM who wants to get a promotion must personally train someone who can take his place, otherwise he will lose the promotion opportunity.
Eight principles of personnel management
Capability value system. All employees are divided into five categories, namely, gold, steel, iron, scrap iron and rust, according to the quantitative measurement standards of ability, performance and value system. Strong ability, but not enough values. This is rust, and we must resolutely remove it.
ABC principle. C's recruitment, salary increase, offer, dismissal and praise should be decided by A and B***.
8 150 principle. Each senior manager's direct subordinates shall not be less than 8, and the subordinates of grass-roots managers shall not be less than 50, so as to ensure that the organization will not be bloated and inefficient.
The principle of procrastination. In order to prevent cliques, no employee may introduce more than two colleagues into JD.COM.
Backup principle. Every manager above the director and deputy director, who has worked in a position for two years, must be a successor recognized by the company as a backup, otherwise he can be dismissed directly.
The 24-hour principle. Any manager who receives a call, text message or WeChat from his subordinates must reply 24 hours a day.
There is no principle. You can't say "no" in two situations. First, there are no facts and data to prove that other people's needs are incorrect. You can't say no. Different departments establish scoring mechanisms. If other departments don't cooperate, the demander can score. Second, if it helps to improve the user experience, no one can say "no".
The principle of seven ups and downs. When there are vacancies in management positions, internal employees are given priority and external employment is not allowed. At the same time, it is mandatory that 80% of managers should be promoted internally.
It is through the internal talent management mechanism that JD.COM has provided employees with the material and spiritual honor they need from selecting people, educating people and inspiring people. While meeting the demand, it also formulated various harsh requirements and standards, which ensured the efficient operation within JD.COM and avoided potential risks, thus contributing to today's success.
Many of our enterprises may not have the scale of JD.COM, but the management system created by JD.COM is really worth learning from.