Use people well, distribute money properly, and convey love.

——Recorded as Li Zhili, the Human Resources Director of Nanhuaxi Group

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Like most of the veteran employees, Mr. Li's career path was quite straightforward. He joined Nanhuaxi right from the beginning of his career and has been dedicated to the company ever since its growth. However, Mr. Li's career advancement was not easy. Within just ten years, he transformed from a naive newcomer with little experience to a mature and competent company executive. Behind this rapid growth, Mr. Li demonstrated unwavering persistence and efforts, as well as an endless love for the company and an unchanging passion for his work. 

Water your growth with efforts 

In March 2008, after completing his undergraduate internship, Mr. Li joined Nanhuaxi and took up the position of human resources specialist. Upon entering the workplace, Mr. Li encountered an excellent mentor, namely Xu Jianbiao, who was then the human resources director of Nanhuaxi. Mr. Xu not only imparted her with professional knowledge but also taught her the principles of dealing with people and the methods of work. Happening to meet a good teacher, Mr. Li felt extremely grateful and devoted himself to diligent practice and learning. Besides, Mr. Li also continuously sought knowledge from books. During his spare time, he would hold professional books and read them. Under the meticulous guidance of Mr. Xu and his own persistent efforts, Mr. Li grew rapidly. In March 2010, Mr. Li was appointed as the human resources supervisor. At this time, Mr. Xu had left the company and taken up a position at Huawei. Later, the human resources department changed its leadership several times. During this unstable period, Mr. Li became the only stable force, taking on the responsibility of inheriting and developing the human resources department. With Mr. Li's support, the various work of the human resources department continued to be carried out in an orderly manner, and the company's institutionalization, standardization and systematization construction also continued to advance in accordance with the predetermined direction. 

In March 2013, Mr. Li was appointed as the manager of the Human Resources Department and also served as the assistant to the president. In the absence of the human resources director, he took full charge of the human resources work. In December 2017, Mr. Li was re-appointed and officially assumed the position of Human Resources Director. 

Establishing an institutionalized management system for the company 

When Mr. Li joined the company, the production site was moved from Guangzhou to Dongguan. At that time, the number of employees was still small and the management was based on personal authority. The system construction was relatively incomplete. As the company grew and the number of employees increased, the drawbacks of the person-oriented management became increasingly obvious. The company began to upgrade to standardized and institutionalized management. Mr. Li participated in the entire process of upgrading from person-oriented management to institutionalized management and took on the task of making the company's systems written. 

Institutionalization construction is a comprehensive project that covers all aspects of the company's operation and management. This not only enhanced Mr. Li's understanding and professional capabilities in company management, but also cultivated his attention to details and overall perspective. During this process, even as a newcomer in the workplace, Mr. Li already demonstrated a capable and decisive working style of taking on responsibilities and making decisions. 

Institutionalization construction cannot be achieved overnight or once and for all. It is an ongoing and continuously improving project. From the beginning of employment to the position of human resources supervisor, then to the manager of the human resources department, and finally to the director of human resources, institutionalization construction has run through Mr. Li's entire career. It can be said that the modern and institutionalized management system of the company was precisely built by Mr. Li. 

Appoint the right people and distribute the money properly 

Human resource management consists of six core modules. The content is extremely complex. However, Mr. Li said that in essence, it boils down to just two points: one is to employ the right people, and the other is to distribute the funds properly. 

Appointing the right people and distributing the funds properly are both two crucial bases for the institutionalization of the company. They are also the two core tasks assigned to Mr. Li. Mr. Li's work is basically carried out around these two core points. 

Use people well 

Applying people well does not merely mean employing people; it also involves selecting people and educating them. 

In terms of personnel selection, Mr. Li adheres to the talent development strategy of 'internal training and external recruitment'. Mr. Li said that enterprise talents can be divided into two types: one is the executive type who is inclined to solve specific problems, and the other is the innovative type who is inclined to make inventions and creations. Executive talents are mainly cultivated internally, while innovative talents are difficult to cultivate and are mainly recruited from outside. By strengthening the company's hardware and software construction, the attraction effect of talents can be generated. 

In terms of personnel management, Mr. Li advocates the concept of 'openness and competition' for talent recruitment. Based on the principle of 'those who are competent get positions, and the outstanding ones get priority', he has established a system where employees can be promoted or demoted, and salaries can vary from high to low, with a parallel system of positions and job grades. 

In terms of education and training, Mr. Li aims to build a 'learning organization' and continuously promotes the development of employees' capabilities. He continuously empowers employees to grow: First, establish an internal empowerment mechanism within the company, such as the 'mentor-apprentice system', and gradually institutionalize and popularize the practice of 'senior mentors guiding junior apprentices'; second, strengthen external empowerment education for the company, providing employees with opportunities for field trips and a wide range of training courses. Employees can also independently apply for learning courses based on their job requirements and personal development directions; third, encourage employees to participate in national diplomas and professional qualification examinations. Not only does this provide employees with study and examination funds, but it also offers learning rewards and educational subsidies to them. 

2. Divide the money 

Self-interest leads to short-term gains, while altruism brings long-term benefits. For an enterprise to achieve sustainable operation, it needs to establish a scientific reward system. Put simply, it means distributing the money properly. However, how to distribute the money scientifically to maintain the lasting vitality of the enterprise is actually a long-standing challenge. 

Mr. Li said that the company adheres to the principles of value creation centered on customers, value evaluation based on results, and value distribution based on hard work. These principles are used to establish a diversified reward system, enabling the company to achieve precise and continuous incentives. 

The company's incentive mechanisms can generally be classified into the following types: 

One is immediate incentives, which involve giving real-time rewards to employees for their good behaviors and achievements. The company has delegated the authority for immediate incentives to department managers. Each department manager can immediately reward employees and provide them with immediate recognition and approval. 

The second type is short-term incentives, including the salary management mechanism. The company's salary composition is divided into two parts: basic salary and performance salary (for some positions, there are also special position allowances), and the performance salary accounts for 30% of the total salary. At the same time, the company is also implementing Amoeba incentives and other measures. The third type is medium-term incentives, such as the company's year-end reward system. The fourth type is equity incentives. The company began planning for shareholding system reform in 2019 and implemented the employee shareholding plan after the efforts of Mr. Li for more than a year. Finally, it was officially implemented in 2020. 

The person who cares about you the most 

Mr. Li not only handles human resources work, but also has an administrative part. He cares about the employees and serves them, aiming to make the employees 'enjoy working and living happily'. If there is anyone in the company who cares more about whether you are happy or not than yourself, it would probably be Mr. Li. 

In order to achieve the goal of 'happy work and happy life' for employees, Mr. Li, based on Maslow's hierarchy of needs theory and in combination with the actual needs of the employees, gradually established two systems: employee security and employee care. 

The employee protection system mainly covers areas such as occupational health and safety, communication and participation, insurance and relief, salary and benefits, etc., covering all aspects of employee protection. For example, 'insurance and relief' includes social insurance, commercial insurance and company relief: ① Social insurance ensures a 100% participation rate in the 'five insurances', building an all-encompassing 'safety umbrella' for employee protection; ② Commercial insurance, providing additional safety guarantees beyond social insurance for some employees based on job requirements; ③ Company relief, establishing an 'employee assistance fund' to provide relief to impoverished colleagues and those who have suffered from illness or natural disasters, becoming the closest rescue for employees. 

The employee care system mainly includes new employee care, female employee care, special employee care, retired employee care, employee family member care, and employee health care, and the contents are extremely diverse. 

Mr. Li said, 'Understanding the needs of employees, paying attention to their needs, striving to benefit them, and ensuring that they can live comfortably and happily in Nanhua West - these are the sole purposes of our administrative work.' 

Manage the company's charitable activities 

In addition to serving as the human resources director, Mr. Li also holds the position of assistant to the president, assisting Mr. Wen in handling the complex daily tasks and some special matters, including the company's charitable activities. 

The South West Charity Organization has a long history of engaging in charitable activities. Since its establishment, it has actively participated in social donations. In 2014, it successively established three charity funds: the Poverty Alleviation Education Fund, the Employee Assistance Fund, and the Gratitude for Our Hometown Fund, forming its own charity system. 

During the development of the company's public welfare initiatives, Mr. Li has put in the most effort. From the establishment of the public welfare fund, to the formulation of management rules, and then to the implementation of subsequent public welfare projects, it was all handled by Mr. Li himself. 

The company currently has over a dozen charity projects, including Employee Assistance Fund, Employee's Relative Assistance Fund, Employee and Relative Education Dream Fund, Employee's Children Education Dream Fund, Huajiu Town Central School Teaching and Assistance Fund, Tongzi No.1 High School Teaching Assistance Fund, East China University of Technology Scholarship Fund, Rural Teachers and Students Travel Program, Special Assistance Fund for Difficult People in Shibu Village and Xinghe Village University Students, etc. All of these projects have been carried out in an orderly manner under the guidance and leadership of Mr. Li, and have received widespread recognition from both employees and the society. 

Experience love and spread love 

As soon as he left school, he moved to Nanhuaxi. It can be said that Nanhuaxi shaped Mr. Li's personality. And over the past decade of human resources work, Mr. Li also to some extent shaped the spirit of Nanhuaxi. 

In 2008, the company organized earthquake donation and Olympic celebration activities. In 2010, the company organized a visit to the World Expo... Mr. Li said that all these events left deep imprints in my life, making me start to pay attention to the country and society, and establishing a deeper connection with the country and society. 

As a member of the human resources team, Mr. Li was deeply involved in the formulation and implementation of the company's policies, and truly felt the company's love and care for its employees. For instance, during the 2008 financial crisis, the company had no money at all, but Mr. Wen insisted on borrowing from friends and banks and continued to distribute bonuses as usual. Another example was during the process of designing the company's system, Mr. Wen repeatedly emphasized that when there was a conflict between the company's interests and those of the employees, the company would make concessions. The fear of employees suffering losses ran through the entire process of system design and the subsequent shareholding system reform. The company's care also received enthusiastic feedback from the employees, who regarded the company as their home, and everywhere was filled with the warmth and touching moments of home. Participating in the company's charitable activities was another elevation of Mr. Li's feelings of love. Especially at the meeting for the encounter of teachers and students in the countryside, facing the bright faces, Mr. Li expressed that he was deeply touched. 

Mr. Li said, 'I will pass on the love I have experienced in the company to everyone around me.'