Xiaonan Wang

Haier Group HR Director

Haier’s Global HR Management

- HR Transformation in the Internet Era

1

III. Haier’s HRIS - Workday

I. Introduction of Haier

II. Haier’s Global HR Management

2

I. Introduction of Haier

II. Haier’s Global HR Management

3

III. Haier’s HRIS - Workday

Before

1 8.6%

2 5.5%

3 4.2%

Source: Euromonitor, ranking according to retail

volume sales in units based on brand 2012 data

RMB

billion

9

8

7

6

5

4

3

2

1

0

World’s No.1 major appliance

brand for four consecutive years

Profit CAGR: 35% from 2007 to 2012

Haier ranks No. 8 in “The World’s

Most Innovative Companies” list

•Haier is the only Chinese brand

among the top ten Companies list. •Haier ranks the best among

enterprises of consumer and retail

sector

Today

80,000 Employees

5 R&D Centres

USD 25.8 billion Turnover

24 Manufactories

61 Trading Companies

Introduction of Haier

18 Countries ……

4

Haier Brand

5

Haier Product – Solution for Smart Home

6

Haier’s Strategies

Create Haier Brand Create Haier Individual-Goal

Combination Model

7

Win-win model of

individual-goal

combination

Ecosystem of ZZJYT parallel connection platform under opening system

Strategy Structure

Determine

Follow

Haier’s Exploration of Networking Strategy and Structure

8

Haier’s Transformation in the Internet Age

Transformation through

cloud platform

Platform of open resources

Platform of mechanism and culture

Haier creates platform competitiveness of multi-brands Haier creates competitiveness of single brand

Platform of product resources & channel service Platform of mechanism and culture

After Before

9

There are no successful enterprise but only enterprises changing with the times.

Mr Zhang Ruimin

I. Introduction of Haier

II. Haier’s Global HR Management

10

III. Haier’s HRIS - Workday

Organization Change

Hierarchy Inverted triangle Dynamic network organization

Strategy

Self-ownership teams bid to join the unity of

stakeholder to create value added Self-organization

Self-driven Sharing value added and optimizing constantly

Organization driver

decides

The unities of stakeholder

become end-to-end nodes

of networking platform

rather than points of linear

process chain.

Former department

s

Former Consumer

Former Partner

External opportunity capturing and internal

mechanism innovation

(Win-win Model of

Employee-Customer

Integration)

Past

11

Talent Management Model Change

Human capital management in a Wiki way: On-line employee rather than

contracted employee

Resources gathering and dispersing based on goal and customer needs

Reward by value added; Profit sharing based on performance against target

12

Haier 2-D Matrix

10 Zones each has leading targets for different

quadrant.

Between Zone 2 to 10 are to create user value

in stages from templates to the whole.

Building the parallel connection platform

system, closing the gap by implementing the

individual-goal positive feedback mechanism

and motivating ZZJYTs to create added value

and to be the best performance COI.

Allocating all the company’s liabilities to

each individual and everyone taking the

responsibility for performance and goal.

Quadrant I - IV

X (market competitive)

Y (strategic performance)

Zone 10 - target

Zone 2 - basics

Zone 1 - prerequisite

- zone 8

- zone 6

- zone 4

Leading

competitiveness

Leading Continuous

improvement No. 1 average

1.2x

average

4 6 8 10 2

Performance Management Transformation

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Haier Strategic P/L

Leading competitiveness of

interactive users is the key,

or the core

The ecosystem of ZZJYT

parallel connection platform

under opening system

Automatic optimization cycle

of individual-goal

Daily conclusion goals under

the principle of three zeros

(Zero inventory, zero signature,

zero redundancy)

(I) Interactive users

(strategy)

(III)Zero difference (161) (IV) Closed-loop optimization

(the rewards system)

(II) Human resource (ZZJYTs)

ZEUS

model

Design super experience

BD online interaction

Marketing 0 distance

Logistics On-time delivery

Customer

360 evaluation

0 defect

Customer 360 °

evaluation

Traditional 360 ° evaluation (classic practices by multi-nationals)

Customer 360° evaluation

Item

Su

perio

r

Peer

Su

bo

rdin

ate

Cu

sto

me

r

Target

Ownership

Customer Focus

Integrity

Best

Performance

Incentive

Team work

Confidence

Communication

Authorization

Skill

Development

Performance Management Transformation(Con’t)

14

Different external

parties including

customer, supplier

joint Haier to

become community

of interest to meet

the customer needs

and goal , they

create and share

the value added on

Haier’s platform.

New role of employee : I am my own CEO.

(Employee interact with the

customer needs and global

resources)

（Micro companies incubated on Haier

platform, gathering and dispersing

based on customer needs

Command

receiver

Resources

interface Entrepreneur & CEO

(Employee follow the command

passively )

Micro company

Haier’s Platform

Micro company

Micro company

Micro company

Micro compnay

Micro company

Micro company

Employee Transformation

15

Challenges of Global HR Management

Decentralization?

Centralization?

1. Strategic alignment cross countries

2. Cross-cultural adaption and language barrier

3. Consistency and differentiation of HR policy and processes among region

4. HR compliance with local country’s labor law

5. C&B design for employees in varied economic environment

6. Platform to handle complex global HR management

There are plenty of issues to consider and balance in Global HR Management

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How can HR work as a strategic business partner to drive the business change under the

internet era?

Where is the most effective

place for Supply Chain?

Where are my talents and

who are they around the

world?

How to motivate my

talents to achieve business

objectives?

Challenges from Business

Is my

organization

healthy?

Dancing with Business

17

I. Introduction of Haier

II. Haier’s Global HR Management

18

III. Haier’s HRIS - Workday

Roll out Overseas HRIS Workday Project at the Right Time

Technology platform to

implement the process

Aligned global

business and HR

strategy

Proper HR process to

sustainably realise the

strategy

From strategy to implementation, HRIS project paves the way of transforming

challenges into achievements in the internet era by cloud technology

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What Can Workday Bring To You?

Executives • Provide a holistic view of company and its workforce

• Provide comprehensive data to Executives to make strategic

decisions

HR • Make the process efficient and accurate

• Enable HR teams to act as business partners

Managers • Provide managers a more strategic people management role

• Provides a dashboard of reliable and comprehensive

workforce data

Employees • Incorporate self-services functions, for example keep a timely

tracking of their various application processing status

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360° Talent Searching Engine Talent Management Strategic Decision

Base

Personnel Information, Org, C&B, Processes & Policies etc

HRIS Management Overview

- Big data deployment

- Data accuracy and on real time

- Global talents network

- Holistic view of organization

and people

- Identify talents

- Use best fit talents for

achieving business objectives

21

360° Talent Searching Engine Talent Management Strategic Decision

Base

Personnel Information, Org, C&B, Processes & Policies etc

HRIS Management Overview

- Big data deployment

- Data accuracy and on real time

- Global talents network

- Holistic view of organization

and people

- Identify talents

- Use best fit talents for

achieving business objectives

22

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