Shoujian | company organized publicity and implementation meeting and training activities of "performance salary reform project"

On the morning of March 19, the kick-off meeting of "performance pay reform project" of Shoujian agricultural group was held in the West conference room on the first floor. Li Jianjun, CEO of the company, Zhao Wei, COO, Yu Xindi, CTO, Guo Junhong, consultant director of Xinyi Taihe company, and Jiang Bo, consultant teacher attended the meeting. More than 60 senior executives, general managers of various departments, deputy general managers, key and some special personnel of the company attended the meeting. The meeting was presided over by trade union Wang Kangkang.

At the meeting, Zhang Wen, general manager of human resources department and leader of performance salary reform project team, first introduced the background and expected objectives of the project, and announced the personnel of the company's performance management committee and performance appraisal team.

Hu Yingying, consultant and project team leader of xinyitaihe, first reported the interview and Research on senior executives in the early stage of the project, and elaborated the value of the project from the aspects of performance management purpose, performance optimization steps, incentive factors and project implementation plan. Guo Junhong, consultant director of xinyitaihe, continued to empower the project.

Subsequently, Li Jianjun, CEO of the company, made a mobilization speech for the start of the project. He mentioned that the company is at the beginning of the construction of "one hospital and two parks", and the organizational structure and post responsibilities have changed greatly. He pointed out that all employees must make clear the company's "1 + 2 + 6" industrial development strategy, that is, to do a good job in the main pesticide industry, rapidly expand to the fine chemical industry and new material industry, and extend to environmental protection and energy conservation and new energy, intelligent equipment and new reactors, big data and artificial intelligence peripheral industries. He asked that we should start from the problems and find solutions. First, we should solve the problem of post responsibility and power, formulate effective mechanisms and methods, make clear post responsibilities and assessment standards, stick to our post responsibilities, and reasonably authorize without exceeding our authority. Second, we should improve post value evaluation standards and assessment standards, and encourage advanced and continuous improvement through assessment. Finally, he stressed that this project is a major management improvement project of the company, which is related to every manager. The human resources department is only the Organization Department, and the in-depth reform is still the Department itself. We should seriously participate in the training, fully study and discuss, formulate methods, quickly promote and ensure the actual effect.

The publicity and implementation meeting is over and enters the training link of performance compensation methodology. New Yi Tai and Jiang Bo have brought you performance management theory. We discuss and share the case with the method of performance scheme design of sales, technology and production. On March 20, the group program was presented in three sections: technology, sales and production. The members of each group reported the problems and puzzles of their performance compensation, and the consultant teachers answered questions respectively, and formed a general direction and schedule for improvement of work.

The start of the reform project has opened the prelude of the performance salary management reform of our company. Performance based pay is a top priority project. The effective development of the project is inseparable from the high attention and full participation of various departments, which is the key to the success of the project.