The Secret Of Managing Female Employees

How does the friendly working environment for female employees bring greater value to FedEx China? Qin Wei has gone through three career accidents in FedEx.

Learning English language, she accidentally joined the FedEx as an apron operator. After 1 and a half years, she became a maintenance engineer because of a temporary task, then began to carry out counterweight and stowage work for the aircraft. In 2002, she was unexpectedly sent to the US headquarters for training, and got the FAA's "fuselage and power plant maintenance license".

Result?

The diminutive employee became the eightieth person to get the qualification certificate in mainland China, and the first woman to get the license in China.

As a part of FedEx's nearly 6000 employees in China, Qin Wei's unique resume illustrates the fact that in the logistics industry that needs quick response, precise calculation and even high intensity physical labor, female employees can also be as good as men.

In fact, in FedEx China, female workers like Qin Wei are not a minority. They account for 34% of the total number of employees. They are distributed in the operations department, customer service department, engineering and planning department, finance department and sales department.

FedEx, after officially entering China more than 10 years ago, has a market share of about 20% of the international express delivery business, and its overall business has increased by about 30% every year.

What is the secret of FedEx's management of female employees?

Xia Kanglin, managing director of human resources at FedEx (China) Co., Ltd. (CorinneSchuchard), this is not a complicated problem. "As long as we truly meet our values, both men and women will be welcome," she told Global Entrepreneur.

In the Federal Express, the emphasis on female employees is not deliberately.

According to general rule, recruitment is often the interest of male engineering planning and operation Department, because the working environment and rhythm here are more suitable for young people, and the company will find suitable jobs according to the situation of applicants, but "if any woman is interested in this area and wants to try, we will also welcome it."

Xia Kanglin said.

In the division of job candidates, FedEx does not have prejudice to define gender orientation in advance, instead of an open mind.

They respect their own choices, and then provide relevant training and development design on this basis.

However, there may be situations where feminists are unhappy -- some of the characteristics of their jobs do indeed make women employees "awe".

In some high-intensity areas, female employees must be psychologically prepared, that is, they have to work harder to be recognized.

The experience of Qin Wei and Qin Wei can prove this point.

At first, when she was involved in maintenance, she still needed to improve her skills and felt very stressed when she worked with her male colleagues.

There were several communication problems, Qin Wei recalled that he was turning around and was particularly angry.

Luckily, at any time, she always gets encouragement from her boss and allows her to try boldly.

At that time, the attitude of colleagues around him also gave Qin Wei a lesson. Once, the engine of a plane broke down. A manager from Hongkong did not rest for 72 hours to coordinate tasks. This made Qin Wei feel moved and painstaking.

This position makes Qin Wei, a woman, work like a man.

On the day before the Spring Festival in 2000, a tail aircraft and engine No. 2, which were responsible for pporting express, suddenly broke down.

Qin did not go out at 7 o'clock every morning, and came home only about 12 o'clock in the evening.

When she came home in the middle of the night, she felt hungry and opened the fridge, and the refrigerator was empty, leaving only a box of expired milk.

But this kind of discipline has made Qin Wei feel that his "growth is very fast".

As we all know, many of the top jobs of FedEx are first to look for people from inside. For example, Chen Jialiang, President of FedEx China, is from a salesperson to the present position, while the president of the Asia Pacific region joined the FedEx when he was engaged in the work of parcel sorting.

At this point, female employees also have equal opportunities with male employees.

In general, FedEx will enable employees to practice in different positions to become more familiar with the company's processes and businesses, and then consider their development space according to specific circumstances.

An example is the experience of Mr. Yang, consultant of human resources department.

She joined FedEx at the end of 1997, initially an engineer, and entered the operation Department a year later.

A year and a half later, she was promoted to the Department Manager.

Finally, she became the manager of quality department, which is also the first female quality manager of FedEx in China.

In August of 2000, she entered the engineering department and spent 2 months to be the manager.

After working here for five years, she came to the Ministry of human resources and became a consultant.

"This system is willing to give employees opportunities."

She said to Global Entrepreneur.

This opportunity has become one of the "cakes" that attract employees to stay.

Qin Wei and Yang Yang also have another dimension. FedEx does not always emphasize "equality" in the assessment of employees.

They will make some policy "tilt" according to the actual situation of female employees, so that corporate culture becomes more humane.

For example, there is a female manager in the company. At that time, her home was in Shenzhen, and her work place was in Shanghai, so she often needed two runs, and her energy was very dispersed.

The company executives not only understand her situation very well, but also agree with her ability.

At the time of a promotion, they left the position of the senior manager to her in the presence of two other male competitors.

At the same time, communication and feedback mechanisms among employees at different levels are also placed in an important position in the human resources system to ensure equal treatment for both men and women.

If this kind of feedback is not timely response, in FedEx, employees can also turn to the company's "guarantee fair treatment procedure", report to the leaders at the higher level, and report more frequently, and at all levels should judge the right and wrong in 7 days.

Qin Wei was very satisfied with the feedback mechanism inside the company.

She found herself able to communicate directly with the manager at any time.

And it can be solved as long as it is reasonable.

For example, when the scale of the business expanded, Qin Wei felt that the original three offices were too small to squeeze into fourth people.

After she reflected the problem, the leader immediately promised her that there would be a new office.

Only when men and women workers are satisfied with their jobs under equal opportunities can they provide a higher level of service and create profits for the company, "Xia Kanglin said.