WTO entry will bring the HR system revolution in high-tech enterprises

　　Our special interview with Tsinghua Tongfang By Jonny

　　Tsinghua Tongfang Stock Co. Ltd was listed on the stock market in 1997. Since then the company has developed itselfsintosa high-tech enterprisesgroupscompany in the fields of information technology, energy and environment, civil-use nuclear technology, fine chemicals and many other fields with its own key technology and with the potentiality for market exploitation.

　　How did they transfer the technical peoplesintosenterprise personnel in 5 years? How did they realize their goal of forging a world-class high-tech enterprises ready to face the challenge of WTO entry? How did they get recognized by Chinese high-tech enterprises as a leader in the area of high-tech stock companies in China, with their spirit of common goals with some aspiration from the ancient Chinese book“Li Ji, Li Xing”?

　　To find out, Chinaweek interviewed Mme Wang Li, the director of Tsinghua Tongfang’s human resources and administration, application information system headquarters.

　　Doing business, we emphasize“to undertake, explore and surpass”

　　Being human, we follow the principles of“loyalty, responsibility and value”.

　　Chinaweek: After the access to WTO, what is the biggest characteristics of Tsinghua Tongfang in the management of human resources?

　　Wang Li: EntrysintosWTO is an external factor. Whether we entersintosWTO or not, internationalization of IT is a must. Since WTO entry, Tongfang has paid more attention to management personnel, as we have already attracted a big number of technical personnel. Increasing the general management ability of our senior management personnel is a key field for our development.

　　According to our management orientation of“assets authorized management,”“examination of investment return”and“execution under company supervision,”the wholesgroupsis following the authorization management model on human resources matters. For both thesgroupscompany and the branch companies, much power is authorized to human resources, while at the same time, we also pay greater attention to the unification of management principles and enterprise culture.

　　Doing business, we emphasize“to undertake, explore and surpass.”Tsinghua Tongfang as a high-tech enterprise with a university background, we of course undertake the heavy tasks of“making Chinasintosa strong country with science and education.”In the process of doing things, on one hand we have to explore new roads continuously and keep studying all the time, while on the other hand, we must often sum up our experiences, the innovation model, our enterprise management are summed up from our continuous exploration, and these experiences have formed a road for the development of high-tech enterprises.

　　Being human being, we follow the principle of“loyalty, responsibility and value.”To each private person, we must pay equal attention to loyalty, responsibility and value; we can understand this as a principle to be a good person. In our enterprise we always emphasize the responsibility. Everybody is talking about value of a private person, and the enterprise is talking about its value. The most important value for private person or enterprise is actually the same, i.e. the responsibility he/it has to take. There will be no value if no responsibility is undertaken; we have to build up such understanding of culture in our enterprise.

　　Tongfang will use the unified target to unite the team, and rely on this team to realize step by step the great ideal for building up the world first class high-tech enterprise.

　　Chinaweek: Tsinghua Tongfang always gives an impression of high increase but a low promotion tone. What reaction would you have on its culture after the entry to WTO in the competition of many progressive enterprises?

　　Wang Li: Most enterprise cultures are similar in concept, in practical operation people usually use different key points to play their advantage over disadvantage. The advantage of Tongfang is we have many talented persons that have been working here for long time, but not recommended by headhunters. These people have made great contributions to the development of the company. Further, Tongfang is an enterprise with self-exploration and self-examination. In the 5 years since our foundation, we have kept high-speed increase. This increase comes from a good enterprise with continuous organizational adjustment, and the most important is we are able to maintain stability of staff mentality in our adjustment, and human resources can be on their position right away.

　　The reason is, on one hand the team of directors has a timely self-examination and decision process, with the result of high sales increase. On the other hand, through personnel conformity, we can resolve some important problems which need exploitation. For example, we are facing the problem for the whole company of how we can put the vast business field, multi-element personnel in conformity, to complete a miscellaneous and great cause. Last year we launched the double reinforcing engineering–“reinforcing self technical development”and“reinforcing products industrialization,”and its result is to organize the strongest team in a field, and to concentrate the decentralized forces to form a fist, and we have resolved profoundly the basic contradictions of human resources from the strategic point of view.

　　If we say that before the access to WTO our strategy focuses on technology, profession and business, now our attention has already been transferred to medium and senior technical personnel. The last half-year, we put forward the proposal to strengthen the training to officials. In the first aspect, the question is, on what level of human resources we have to develop the new and complete strategy; Second, in how many steps we can compensate the distances between present resources and the complete strategy, and to display its advantages continuously. Tongfang will stipulate related encouraging mechanism, including employees holding shares, insgroupsto introduce outstanding personnel from exterior organizations. Although the state shares encouraging mechanism for A block stock market still has not been worked out, but this will surely be a direction. At the same time through introducing talented personnel by using special policies of encouraging mechanism, and the training in many ways to the original employees, to increase the competitiveness of the whole company, insgroupsto realize our strategic goal.

　　Tongfang is still a new company, this year, after 5 years’development, we started the discussion of“creating the Tongfang road together”among all staff. We think over on the achievements for each stage for the last 5 years, and we analyze on the future tendency. Using Mr. Lu Zhicheng’s words (President of Tongfang), this activity is only the beginning of the second 5 years’plans stipulated by Tongfang, Tongfang will use unified target to unite the team, and with this team to realize step by step the great ideal of building the world first class high-tech enterprise.

　　We must promote the formation of the unified human resources market by increase the general competitiveness of the whole country, and to focus on the training of internationalized personnel and to attract them to work for the company.

　　Chinaweek: Tongfang is walking on the road of high-speed development of thesgroupscompany. How could you guarantee to have a unified and deep management of human resources of the group?

　　Wang Li: Tongfang culture is a kind of open culture. Employees can understand each other, and all levels of managers have very good communications, and they have the same understanding of the development, and they could give positive coordination to our big adjustment, and there will be no vibrations. The basis of conformity is the common share of information, the enterprise after conformity have made all preparations before a new strategy is worked out.

　　At the same time, Tongfang is still a young enterprise with only 5 years history, under the condition to keep the complete strategy stable, the company has formed a bigsgroupsin 5 years, objectively its human resources management work is very complicated, there must be differences between different business fields of big scopes, and on the consideration of basic differences and flexibility of policies, our job still need improvement.

　　Now it is such a stage, it is the stage that the management work of human resources has to be well executed. As for the big theories on human resources strategy, there is no big difference between Chinese and foreign enterprises, but some regulations on the grass roots organizations can not restrict the self development, the self encouragement mechanism if formed on the basis of long term enterprise culture accumulation and penetration, what we have to do is to stand on the relatively high starting point, to make the matter well from the point of long term view. Here we have to mention again the returned examination management method, it pays attention to the real effect, it is subjective, it is moving, and it is systematic, so that under the pressure of exterior competition, Tongfang can keep a relatively stable development.

　　Chinaweek: Is it an advantage of the internationalized companies to havesgroupsmanagement? They are facing the international experience localized, and we are now in the progress of the starting point of internationalization, what is our advantage?

　　Wang Li: their biggest advantage is, they have a senior level with very regulated and capital management experiences. Foreign capital started to be involved in IT industry relatively early in China, from the legal regulations of WTO, there will be no big difference in the business competitions in market shares. But in the market operation, and especially in the competition of obtaining human resources, we must promote the formation of unified human resources market in China from the point of increasing the complete competitiveness of the country, to focus the internationalized development on the training and attraction of internationalized personnel.

　　For example, the hatching instrument as the basis of industrialization of Tsinghua Tongfang, relies mainly on the research ability and long-term accumulated achievement trained by the state, and with the market as guidance, to popularize the model of hatching instrument to other university achievements transfers, so that many senior research personnel would be attracted to come, and this has become a strong ringsintosthe whole chain of complete marketing operations. To realize this, we need the complete strategy guidance and inclination, to form strong technology transfer ability and willingness for transfer.

　　In the coming internationalized competition, the development of key competitiveness will be displayed on whether the business and management talents can treat their technical reserves with internationalized eyes, and to pay attention to the importance of the complete talents chains for both domestic and international. We are now positively seeking the solution for the concrete model of internationalization, it is to introduce talents from international market for our use, or we go out to take roots in other countries that will be decided by Tongfang’s business basis and its development rhythm.

　　In China there are a big number of enterprises similar to Tongfang, they have advantages in their own intellectual rights, the changes of business environment created a historic opportunity for us to increase our key competitiveness. How to protect ourselves? We have to learn not only from past experiences, but also from international companies who have rich international management experiences, and that perhaps is the main project the high-tech enterprises must complete after China’s entry to WTO.