As autumn breezes usher in golden leaves, the ORG Human Resources Department embarks on a new journey. Having completed the 2024 talent review in Guangdong, the team set its sights on Liaoning Company. This talent review is a crucial initiative for the Group, aimed at strengthening our leadership pipeline through long-term planning and continuous management. Our focus remains firmly on aligning talent with business strategies and needs.
Group photo of Liaoning Company’s talent review participants
On the morning of September 25th, prior to the Liaoning Company talent review kickoff meeting, the Group’s HR team conducted a comprehensive survey. Our goal was to gain insight into Liaoning Company’s current business development model and assess its management personnel situation. Liaoning Company presents a unique challenge with its diverse business lines, including deep processing, can manufacturing, and filling operations. Ensuring streamlined personnel, clear responsibilities, and smooth operations across company functions, various business line workshops, and cross-business personnel allocation is no small feat.
Chen Ying, General Manager of the HR and Administration Center, and Zhou Yunhai, ORG Vice President and General Manager of the Deep Processing Product Division, engaged in an in-depth discussion on these matters. They explored critical management issues, such as the capability requirements for managers under the new business development model, as well as employee performance evaluation and incentive strategies. Based on their findings, the HR team provided targeted policy guidance and support.
At 1:30 PM, the Liaoning Company talent review kickoff meeting officially commenced. The gathering brought together over 20 participants, including ORG HR personnel, Liaoning Company leaders, middle-level managers, key business personnel, and Gold Seed trainees.
Liaoning Company talent review kickoff meeting
Following the introduction of the talent review, Zhou Yunhai emphasized the critical importance of a management team equipped with solid professional knowledge and scientific management methods. He stressed that to keep pace with the Group’s new business development model and adapt to the rapidly changing market environment, continuous learning, courageous practice, and daring innovation are essential. Zhou further urged the management team to commit to ongoing self-improvement and development, setting exemplary standards for their team members. He highlighted the importance of uniting and leading their teams to achieve both personal and collective growth.
In her mobilization speech, Chen Ying began by commending Liaoning Company’s management team as “young yet experienced”. She noted that most team members joined during the company’s initial stage, with some even relocating from Kunming to support the company’s establishment in Liaoning. Despite their youth, these individuals have been witnesses to the company’s evolution and have developed versatile skills across various business aspects. Chen expressed deep respect for their tenacity and proactive spirit, particularly in their ability to quickly generate innovative ideas and achieve business breakthroughs despite the challenges of managing multiple businesses within a single facility and under tight timeframes.
Chen then elaborated on the crucial role of talent pipeline construction in ensuring business continuity and stability, promoting innovation, and enhancing organizational competitiveness, all within the context of Liaoning Company’s business development. She concluded by emphasizing ORG’s standards for reserve talent and called upon the management team to engage in self-reflection and continuous improvement. Chen encouraged them to nurture their subordinates in alignment with ORG’s talent standards and urged everyone to set personal development goals, fostering an environment where individual growth aligns with the company’s progress.
Following the main meeting, 15 managers and key business personnel from Liaoning Company participated in a management case study sharing session. This session is a crucial method employed by the Group to evaluate the business approach and management capabilities of all middle-level managers. Participants presented representative cases from their respective business areas, not only demonstrating their management acumen but also providing valuable experiences and insights for future business development. In her commentary on these cases, Chen Ying highlighted that Liaoning Company’s “small factory” style of workshop management across multiple business lines creates an ideal environment for nurturing versatile managers. She encouraged everyone to continuously refine their skills, accumulate experience, and grow rapidly through hands-on practice.
Leaders commenting on case study sharing
Post-meeting, the Group’s HR Team compiled a comprehensive talent review report. They then engaged in discussions with the General Manager regarding Liaoning Company’s current talent landscape, strategies for cultivating reserve talent, and the formation of a robust talent pipeline. This business-centric talent review serves a dual purpose: it provides a thorough assessment of the current talent situation while also prompting deep reflection on future development needs. The process helps to clarify future talent development directions and goals. The overarching aim of this initiative is to build a talent pool that closely aligns with business requirements and possesses strong competitive advantages. By doing so, the company lays a solid foundation for achieving its business objectives.
ORG HR Team
