Gerui Talent Concept
In Gree's development philosophy, human resources are placed at the core of enterprise development and survival, and are regarded as the primary resource driving the enterprise forward. This understanding stems from a profound understanding of the essence of the enterprise: the growth of any enterprise cannot be separated from the wisdom and actions of people, especially in technology intensive and innovation driven industries, where the value of talent is irreplaceable. Gree firmly believes that all kinds of talents who uphold the spirit of hard work and actively create are the core subjects of the company's value creation. Through concrete actions such as research and development innovation, production optimization, and market development, they transform abstract strategic goals into actual performance growth, and promote the enterprise to stand firm in fierce market competition. For employees who identify with and actively practice Gree's core values, Gree regards them as the most valuable asset. This is because the alignment of values can create a strong cohesion between employees and the company, enabling them to have consistent goals and synchronized actions when facing challenges, jointly resisting risks and seizing opportunities. This spiritual resonance often has more long-term value than simply matching skills.
Common values are the fundamental principle for Gree to make fair evaluations of its employees. In enterprise management, the fairness of evaluation directly affects employees' motivation and sense of belonging. Gerui believes that skills and performance can be quantified through data, but employees' behavioral motivations, collaborative attitudes, and other "soft factors" must be measured by shared values. For example, when employees face a choice of interests in their work, whether to prioritize customer interests and adhere to the principle of integrity need to be measured by values. This value based evaluation system ensures that the evaluation results not only reflect the "results of doing things", but also embody the "principles of being a person", so that every employee feels respected and treated fairly.
At the same time, Gree respects the differentiation of talents and focuses on leveraging their advantages. Everyone has natural differences in their knowledge structure, skills, and personality traits. These differences are not weaknesses, but rather the driving force behind the diversified development of enterprises. Gree is committed to providing suitable development platforms for different types of talents: technical talents can focus on research and development breakthroughs, management talents can deeply cultivate team building, and creative talents can inspire in market planning. By accurately identifying each person's strengths, talents can shine in the most suitable positions for themselves, which can not only enhance personal sense of achievement, but also create greater value for the enterprise.
In order to stimulate the potential of talents, Gree has established a diversified incentive model. This model not only includes material incentives such as salary and benefits, but also encompasses spiritual incentives such as career development channels, skills training, and honor recognition. For example, for employees who have made outstanding contributions in technological innovation, the company will provide special rewards and support their participation in top industry forums; For managers who lead teams to achieve performance breakthroughs, promotion opportunities will be provided and greater management authority will be granted. Through this multidimensional motivation, Gree aims to make talents feel their own value is recognized, so as to continue to play the role of backbone and leader, and form a good atmosphere of "benchmark leading and everyone working together".
In terms of talent strategy, Gree adheres to the principle of "internal and external cultivation": focusing on the cultivation and growth of talents internally, and recruiting talents externally. The company attracts outstanding talents in the industry by establishing an open recruitment system, providing them with a stage to showcase their talents. Gree believes that the value of talent ultimately lies in creating value for customers - whether it is optimizing product performance, improving service quality, or reducing customer costs, all of which are concrete manifestations of the value of talent. When talents are recognized in the process of creating value for customers, their self-worth will also be realized. Based on this logic, Gree is committed to building itself as a platform for realizing talent dreams, allowing every talent who joins to find a path of growth and achieve their life goals here.
Gree Talent Standards
Gree always adheres to two core principles in talent selection and appointment: first, to hire personnel who identify with the core values of the enterprise, and second, to adhere to the employment criteria of both morality and talent and performance orientation.
Identifying with the core values of the enterprise is the primary requirement of Gree for talent. Core values are the spiritual core of a company and the code of conduct that all employees follow together. Only by embracing this value system can employees align with the company in their thoughts and actions, forming true cohesion and combat effectiveness. For example, if Gree advocates "customer first", employees who identify with this value will naturally put customer needs first and actively solve problems for customers in their work; On the contrary, if employees do not agree with this concept, they may be perfunctory in their service and damage the relationship between the company and customers. Therefore, the recognition of core values is a prerequisite for talents and enterprises to walk together for a long time.
The combination of moral integrity and professional competence, as well as performance orientation, are the measuring standards of Gree in specific personnel selection. 'De' refers to the moral qualities and professional ethics of employees, including integrity, sense of responsibility, team spirit, etc; 'Talent' refers to professional skills, learning ability, innovation ability, etc. Ge Rui believes that an excellent talent must possess both good moral character and strong abilities - without morality, even the highest talents may be used for improper means, damaging the interests of the enterprise; Without talent, even the most noble character cannot create practical value. Performance oriented "emphasizes using results as the basis for measurement, encouraging employees to transform their abilities into actual results, and avoiding the phenomenon of" empty talk of theory without emphasizing practical results ". This principle ensures that Gree's talent team can both adhere to the bottom line and create value.
Under the above core standards, Gree has also established four specific employment principles:
1. Prioritize altruism over self-interest
This principle emphasizes that employees should first consider the interests of others and the collective before pursuing personal interests. In the corporate environment, "altruism" includes creating value for customers, providing support for colleagues, and contributing to the team. Ge Rui believes that individual interests and collective interests are not in opposition - when employees focus on "altruism", the overall value of the enterprise will increase, and individuals will also receive the due rewards in this process. For example, if R&D personnel first consider how to better meet customer needs (altruism), personal performance rewards and career development opportunities (self-interest) will also follow after the product sales increase. On the contrary, if one blindly pursues personal interests while ignoring the needs of others, they will ultimately lose the possibility of long-term development due to the harm to collective interests.
2. Take credit first, then work hard
Gree values the contributions of its employees, but places greater emphasis on the actual results generated by their efforts. 'Hard work' refers to the time and energy invested by employees in their work, while 'merit' refers to the results achieved through these investments. This principle does not negate the value of effort, but emphasizes the importance of "effective effort" - the development of a company depends on tangible performance growth, rather than simply a "busy appearance". For example, even if a salesperson spends a lot of time visiting customers (hard work), if they fail to achieve sales goals (without credit), their efforts are difficult to translate into actual value for the enterprise. Therefore, Gree encourages employees to plan their work with a results oriented approach, striving for the achievement of results while putting in effort.
threeNot only seniority, but also performance
This principle breaks the traditional employment model of "seniority based" and emphasizes performance rather than years of work experience as the core basis for promotion and rewards. Gerui believes that qualifications represent past experiences, while performance reflects current abilities and contributions. If a new employee can quickly achieve performance with outstanding abilities, they should receive recognition that matches their performance; On the contrary, if senior employees have average long-term performance, they should not occupy important positions solely based on their qualifications. This principle provides fair competition opportunities for all employees, stimulates the growth motivation of young talents, and encourages older employees to continue to improve, avoiding being stagnant due to their "deep qualifications".
fourNot only individualism, but also teamwork
In modern enterprises, complex business scenarios often require cross departmental and cross position collaboration to complete, and individual efforts are unable to meet all challenges. Therefore, Gerry opposes "individual heroism" and emphasizes the importance of teamwork. This principle requires employees to not only leverage their personal strengths in their work, but also pay attention to cooperation with colleagues - for example, the R&D department needs to communicate technical details with the production department to ensure that products can be implemented; The sales department needs to collaborate with the after-sales department to improve customer satisfaction. Only when everyone in the team puts collective goals first, supports each other, and complements each other's weaknesses, can a synergistic effect of "1+1>2" be formed, promoting the efficient operation of the enterprise.
