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Human Resources Strategic Objectives

The strategic goal of human resources is formulated to make the vision and mission of human resources clear and concrete, which reflects the direction and level of human resources management activities in a certain period of time. It is the basic basis and starting point for formulating human resources management strategy, the guiding principle for the implementation of human resources management strategy and the evaluation standard for the strategic control of human resources management.

Human Resources Management Objectives

Adhering to the fundamental purpose of creating value for customers, based on common values, through the continuous optimization of value creation, value evaluation and value distribution mechanism, we will build a high-quality, efficient and highly United workforce with strugglers as the main body, form a situation of "talent flooding", comprehensively improve organizational ability, ensure the sustainable development of business, and ensure the implementation of strategic measures and the realization of strategic objectives.

Team Building Strategic Objectives

  • Specialization goal

    The major or work experience you have studied matches the job requirements, and you have certain professional standards and professional achievements, and you have corresponding technical qualifications or professional qualifications. Managers can continue to learn and progress, and develop in depth professionally. Professional and technical personnel have the spirit of continuous concentration, continuous exploration, reform and innovation. The matching degree of professional background reaches 80% in management positions and 100% in professional positions.

  • Professional goal

    Professional experience and job requirements match, with a high level of professional ethics, showing good professional behavior, and a clear career planning and development path. 80% of the middle-level and above cadres in the international precision headquarters have rotation experience, and as far as possible, arrange the heads of headquarters departments to have more than one year of full-time working experience in their subordinate enterprises.

  • Younger goal

    The proportion of "post-80s" among international sophisticated middle-level cadres (including the senior management of headquarters and subordinate enterprises) reaches 50%, the proportion of "post-80s" among key cadres (including the manager level of headquarters and the middle management of subordinate enterprises) reaches 70%, and the proportion of "post-90s" reaches 20%.

  • Internationalization goal

    The proportion of international high-level precision cadres with overseas study or work experience reaches 10%, and the proportion of middle-level cadres with overseas study or work experience reaches 15%. The talents of overseas offices, subsidiaries and other operating institutions are localized, and the proportion of foreign employees recruited from the local area reaches 30%. It is necessary to introduce and cultivate a group of high-end international talents who can communicate with internationally renowned brand customers in depth.

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