Blue army project of Capital Construction Group officially launched

In order to implement the group's talent training strategy, further create a talent growth environment, and inject strong talent power support for the company's transformation and development, Shoujian agriculture group held the blue army project launching meeting in the West conference room on the first floor of the company on the afternoon of May 7. Li Jianjun, chief executive officer of Shoujian agricultural group, Zheng Yaochun, chief financial officer, Fu Peng, vice president of Xinyi Taihe, Guo Junhong, director of the consulting center, heads of departments and selected members of the blue army attended the meeting. The meeting was presided over by Ma Hui, the blue army project manager.

A total of 43 people applied for the company's blue army project. After the resume screening and personal interview, the new e-taihe Consulting Group officially enrolled 14 people. This project adopts the actual implementation mode of the project to build a group of high potential management teams with high execution, high collaboration and high performance.

First of all, xinyitai and Hu Yingying briefly explained the definition of blue army, project positioning, project implementation mode and project organization structure. Consultant Liu Degang solemnly announced the list of selected personnel for the project; Being selected into the blue team is not only a personal honor, but also a sacred responsibility. At the meeting, the person in charge of the blue army personnel went on stage to issue admission notices and wear badges.

After that, Guo Junhong, a consultant, empowered the project. Taking Huawei and other large enterprises as an example, he pointed out that the development competition of enterprises is about cutting-edge talents and technology, innovation and talent development. At present, more than 90% of high-end talents in traditional chemical industry and traditional manufacturing are cultivated and developed in their own system. Guo shared a talent training case of a chemical industry group, and systematically solved the problem of talent echelon construction by building an internal talent supply chain. He hoped that the blue army would really bring benefits to the enterprise with a positive sense of mission, and refuel together.

Finally, CEO Li Jianjun made a mobilization summary on the start of the blue army project. He stressed that "people" is the first, the company's current leapfrog development, the core issue is the cultivation of human resources. Then, Mr. Li deeply analyzed the significance of the blue team. He said that the blue army initially trained the strongest counter training force, but now it is the cradle of cadre growth; He stressed that the refining of the blue army is the result of fighting, learning and practicing. We need to learn in work and work in learning. Through the establishment of an effective platform, we can cultivate a number of influential backbones and significantly improve our learning ability, executive ability, judgment ability, organizational ability and mental ability. He pointed out that the blue team project personnel should first be familiar with the company's culture and strategy, constantly participate in the company's organization and management, and meet the challenges and improve themselves in specific curriculum projects. Taking Inamori's altruism, awe and Wang Yangming's conscience as examples, he emphasized that the blue army project must focus on cultivating a firm, peaceful, powerful, happy, dedicated and successful team, and constantly accumulate and grow by the way of veterans leading recruits. Finally, I wish the blue army project can be carried out smoothly and become a talent growth platform for the company's strategic development as soon as possible.