Man Hummel Group: As Long As We Have The Ability, We Will Not Worry About Development.

Guest:

Zhong Wenbo has worked as an executive in the world's largest refrigerator manufacturer Ingersol-Rand, the world's largest semiconductor film manufacturer Micro Lithography, and has a Bachelor of Science Degree in business from The University of Scranton and MBA from Taiwan. Man Hummel, director of business affairs in China, is responsible for financial control, information technology and human resources.

Good English, absolutely. advantage

Man Hummel group, from Germany, mainly develops, produces and sells high-tech automotive components, such as air intake system, intake manifold system, liquid filtration system and air conditioner filter. At present, the global automotive industry is undergoing tremendous changes. The Chinese market has become the top priority of the group's global strategy. Therefore, we urgently need all kinds of international talents in China.

In selecting talents, our philosophy is "not for the best, but for the most suitable talents". In addition to the basic professional knowledge and background, we attach more importance to the development potential of talents and the compatibility with the company culture. At the same time, we have the ability to work independently and teamwork, creative and proactive, global perspective and local touch, full of enthusiasm and flexible mobility. These are also the necessary conditions for internationalized talents.

Of course, foreign language proficiency is also the focus of our selection of talents. We are multinational companies, and have more than 10 thousand employees in more than 40 regions of the world. Therefore, the working language is English, and almost all employees' language exchange, including documents, is in English. To be honest, a good English person has certain advantages when he applies for a job. In addition, as a multinational company, there are many global mobile jobs. That is to say, our employees have many opportunities to work in manmor, which is located in different branches of the world.

If you have the ability, you can get it. Promotion

In terms of talent cultivation, Man Hummel has always insisted on the idea of "being able to be promoted with ability".

We spend a lot of money on manpower training every year, including expatriate staff training in Germany. Man Hummel is in the initial stage of globalization, requiring human resources management to be flexible, flexible and sensitive. Especially in the storage of local technical talents, in addition to the localization of overseas personnel, the more important task of human resources management is to promote the organic integration of Chinese and Western cultures, and make every effort to make good use of foreign goods. At present, we have launched the "middle level personnel reserve plan", "global graduate exchange program" and "international management trainee" project to the world. In 2010, we also worked with the famous universities in China to establish the "Mann hammer Engineering School" and train engineers with international standards.

among Middle management talents The reserve program "originated from Germany", and selected employees with potential for development to receive a one to three year training program, which is located at Man Hummel global branch. After training, trainees can work abroad or return to their jobs. At present, there are 5 employees in China, and the highest position is general manager of aftermarket business department.

"The joint training program for the engineers of Mann hammer" is an integral part of the "Mann hammer" School of engineers. We will select excellent engineering graduates from universities every year, through production line practice, rotation, comprehensive technical training and overseas training for one or two years, we will cultivate a number of preparatory engineers who are knowledge-based and knowledge-based. These students will rotate jobs in technical departments, and then choose technical expertise according to their own interests and wishes. After a series of technical training, they will have the opportunity to work in other countries' branches, and become the core strength of Man Hummel's China and global R & D team.

Give high salaries, and give good opportunities.

In the highly competitive automotive industry, it is a real problem to recruit and retain R & D professionals. I do not deny that there is a certain drain on Mann's research and development technicians. Another point of view is that the industry has already regarded us as a "talented Whampoa military academy".

Why do I say this? Because Man Hummel was already recruiting "sand and gold for gold" when recruiting, and all of them were "excellent seeds". After entering, there was a good training mechanism for technicians to get all-round development.

Engineers and middle managers are the core talents of the company, and also the leaders and managers of the team. In China, skilled personnel are in short supply. It is a long-term challenge for us to find skilled management personnel who are experienced, proficient in English, trained in regional workshops and have team management skills. Therefore, once we recruit such talents, we will try to keep them and fulfill their promise at the beginning of the interview to provide them with the best working environment and job opportunities.

Of course, the technology professionals in the automotive industry are very popular now. Many companies are willing to pay high salaries. We can not say that Mann's salary is the highest in the industry, but I dare say that for excellent engineers, we not only give high salaries, but also have many career opportunities. Even graduating students, as long as they are excellent, potential and career aspirations, are our seeds. It doesn't matter if you leave Mann hammer, even if you learn something. Our door is always open to talented people.

According to the company's strategic planning, the total number of employees in the Asia Pacific region will increase at least ten times in the next few years, which is a good opportunity for young people. I think domestic graduates are very smart and have strong learning ability, so they will learn from them. So we are willing to give young people opportunities.

[talk about the truth]

Three years to integrate, and seven years to take root.

Speaking of words, many young people now work for less than three years. They want to be supervisors. They feel that they have accumulated a lot of experience and have capital. I don't think so. In an industry or a field, three years can only learn some fur, including technology, culture and communication with people.

The reason is simple. Every company has different corporate culture. The result of frequent job hopping is that every new business needs to adapt itself to the environment and become familiar with new businesses and new technologies. Even if you get higher jobs than before, you still have to start from scratch. Especially in the automotive industry, new technologies are changing rapidly, and they need to constantly update their professional knowledge. Job hopping is not conducive to personal career development.

I have worked for nearly thirty years, and have only changed three companies, and I have worked in every company for about ten years. It is not that I have no chance, but that I have too much to learn. I remember that when I was working in Micro Lithography, I joined the basic staff for three months when I joined the production line. When I was in charge of the logistics business, I participated in the training of the American Logistics Association at my own expense. After I was engaged in the operation management, I once took charge of the department managers to read the ISO9000 once a week for details and distribute the work on the spot. As the saying goes, "rolling stones do not grow moss." From my own experience, I do not advocate young people to job hopping frequently. It takes three years for general work to integrate into the company culture, understand the company and make contributions, and work for seven years before taking root and learning things.