“Although we are separated by mountains, our hearts link. Although we are separated by waters, we are hand in hand”, goes a song composed for Haier. Haier was incorporated in 1984 only producing household refrigerators. Over the past 20 years, the company has witnessed significant prosperity and is now a transnational organization widely recognized in the world community. Haier currently manufactures a wide range of household electrical appliances, 15,100 varieties of items in 96 product lines, and exports products to more than 100 countries. In 2004, Haier’s global sales hit RMB101.6 billion.
One of the reasons that Haier grows so fast is that Haier abides by China’s “Three Represents Policy” and endeavors to assume responsibilities for the development of the company, society and the human beings.
I. Harmonious atmosphere for both Haier and employees
1. Haier respects value of individuality and offers opportunities to every employee for development under the human resource management theory “Horse races without horse experts”. Appointments of managerial personnel are under control, promotion of managerial personnel is based upon competition, and job positions cycle and those lagging behind are dismissed immediately. This is the rule of Haier’s human resource management system, which is noted for open, fair and impartial competition. Every employee has opportunities to compete for higher positions and demonstrate their wisdom and talents. At present, 5 of Haier’s vice presidents started to work for Haier immediately after graduation.
2. Haier values enthusiastic work attitude of employees. Haier has established the employee management system to ensure that employees enjoy their legal rights in the company management and labor welfare. The labor representatives allowed to know, to review, to discuss and even to supervise the process dealing with the important issues of the company. As a result, work enthusiasms of employees are greatly inspired.
3. Communication strengthened. Management of Haier’s subsidiary companies, plants and workshops are required by Haier’s highest authority to make resolutions after each meeting participated in by the company management and employees, and to give reply for implementing the meeting resolutions without any delay for satisfaction of employees’ suggestions and requirements. Hai Er Ren, a weekly newsletter of Haier, is published with special column for display of employee reports and feedbacks. The Haier Employee Electronic Forum has been in operation and employees are encouraged to send articles on the company issues. Managerial personnel visit and exchange ideas with employees to solve problems in the initial phase.
4. Measures are taken to minimize workload. Haier’s divisions and subdivisions set up special working team to help employees solve problems. A hand manual has been published and passed to every employee. If they encounter problems, what they need to do is just sending a card or dialing a call to a team worker who will be responsible in handling the affairs concerning housing property maintenance, moving, application for preschool and school, medical care and life attendance. Competent employees of Haier are allowed to have their expenses for telephone and cable television reimbursed. The company also organizes birthday celebrating parties for employees. Haier CEO Zhang Ruimin has taken part in many such activities.
