Provide broad career development opportunities

Treating and caring for employees is the first priority for enterprises to undertake social responsibility. As a responsible enterprise, Nanlong should provide employees with sufficient rewards, not only good salary and benefits, but also rights and respect, a fair and harmonious working environment, and broad development and upward space. Only when employees are satisfied, their loyalty to the enterprise will increase, and they can create more and better value. Only then can the enterprise have more conditions to repay society

What are your reasons for choosing a company to work for and dedicating several years of youth to it?

In surveys conducted by various social institutions and media organizations, employees of private enterprises mostly answered basic questions such as timely payment of wages, full payment of various social insurances, and implementation of paid leave system. However, China Nanlong Group Co., Ltd. has already turned its attention to broader areas. Our more than 2000 employees have an average age of less than 33 years old. Unlike the demands of the first generation of migrant workers in the 1970s, more and more employees are beginning to care about the company's attention to their mental health, whether it can provide them with a good working environment, and whether it can provide them with sufficient work support. Chairman Ying Gaofeng said that the management work of Nanlong Group starts with various demands of employees. Flexibility of career space

At the reception desk of the group headquarters, Mr. Li, who is 46 years old this year, has been working here for 6 years. I first worked as a security guard, then as an operator in the workshop, and returned to the security position last year, "said Lao Li." Every position provided by Nanlong Group can be tried out, and then it's up to me to decide whether it's suitable. Old Li, who is older, only has a junior high school education and lacks any specific skills, is limited in his job choices. However, for young people who have received higher education, this flexible career space is widely welcomed. Wu Jiang, who already has work experience, told reporters that he decided to come here because he heard that the growth opportunities are particularly good.

Wujiang's choice is not wrong. In less than a year, she found her own development platform and shone brightly.

In Ying Gaofeng's view, as a responsible enterprise, it is necessary to provide employees with sufficient rewards, not only good salary and benefits, but also power and respect, a fair and harmonious environment, and room for development and upward mobility. Only when employees are satisfied and their loyalty to the enterprise is enhanced, can they create more value and the enterprise have the conditions to repay society.

Why is Nanlong Group so attractive to ordinary workers, especially young college students? Lou Zhengge, the director of the group office who has worked in Nanlong for many years, believes that the company's cultural incentives are the best example. We have just organized a team culture training for our employees in Hengdian, encouraging each employee to participate in decision-making and providing them with opportunities to express their career development needs. Correspondingly, the company also fully considers the personal opinions of employees when making appointments. This flexible employment system is explained by Ying Gaofeng as "every employee has the opportunity to grow into a boss". He said that the group has various business units, which are further divided into small teams. In order to facilitate communication between each other, small team managers and team members are equipped in a 1:4 ratio. Team members can grow into small team managers, and small team managers have the opportunity to grow into managers of higher-level teams. For example, if a workshop has hundreds of people, it can be divided into 80-100 small teams for management. Fully respecting and trusting the dreams and flexibility of every employee, without restrictions or positioning, and making every effort to plan their job responsibilities and career paths is one of the biggest characteristics of modern management at Nanlong Group. "Ying Gaofeng said that the career development direction of Nanlong employees can be parallel or intertwined. Many people may not be familiar with the situation when they first enter the company, but after a period of time and becoming familiar with the specific operations of the company, they can choose a career direction that suits their own development. For example, those who work in technology can go to management, and those who work in management can also switch to sales. There is a considerable amount of talent flow within the group, providing employees with broad career development opportunities.

Rich family atmosphere

As one of the leading enterprises in the national stainless steel products industry, Nanlong Group has cultivated many outstanding talents in the industry in recent years, which has also attracted competition from peers to hire them with high salaries. Some companies often offer an annual salary 2-3 times higher than that of Nanlong in order to obtain key technology or management personnel, but Nanlong Group has found that these "poached" people return to Nanlong after two or three years. Although there is a high salary, in some companies, there is only effort without learning opportunities, which is not cost-effective from this perspective. Some managers who go out and come back feel that in the long run, they can indeed learn a lot in Nanlong. At Nanlong Group, various training activities run throughout the year. The group will regularly organize various professional skills training programs such as sales, technology, market planning, finance, etc. based on the different potentials of employees and the company's expectations of them. Through these training programs, employees can not only update their knowledge in a timely manner, but also enhance their competitiveness. Ying Gaofeng showed great magnanimity towards talent mobility: "Large enterprises themselves are places for cultivating talents. Small companies cannot cultivate talents without cultivating them. As long as the talents from Nanlong can promote the development of the Yongwu Jin industrial cluster and benefit the development of the stainless steel products industry, it is not only okay, but also reasonable for us to contribute more

In response to the peak demand, treat every worker as if they were a family member. He believes that only a family can have the mood to do it and work with peace of mind. For this, he set two target values for the company: one is responsibility; The second is the goal. The former targets employees, requiring each employee to have a sense of responsibility; The latter targets all levels of management, that is, the various stages and sub goals under the group's strategic objectives. The highest requirement of group management is to achieve a balance between employee responsibilities and target values, also known as the art of balance. For example, the budget for producing a batch of thermos cups for a group is 1000 yuan, which is the target value. If a small team completes within the target budget value, it reaches balance, while another small team completes the entire workload with only 800 yuan, which indicates that this small team has a stronger sense of responsibility and the group will provide incentives. At the end of each year, the group will receive corresponding rewards based on employees' performance. At the same time, the company also has an annual profit sharing plan, in which a certain percentage of the profits are shared with employees. Small team building and management aim to enhance employees' sense of belonging and create a strong family atmosphere. "Ying Gaofeng believes that every enterprise has its own management style, but the path chosen is different. However, after the organizational structure is established and the system is improved, execution becomes particularly crucial." The current operating mechanism of Nanlong is that if the boss goes abroad for three years of study and inspection, there will be no problems with the normal operation of the enterprise

Skills that can be operated on the computer in 5 minutes

In 2010, a year of rapid development for Nanlong Group, the two main products of thermos cups and pots achieved a high growth rate of 40%. But as the Vice President of the China Daily Necessities Industry Association and the President of the Yongwu Jin Industrial Cluster Stainless Steel Products Industry Association, Ying Gaofeng is most pleased to have promoted industrial upgrading and won the golden signboard of "China's Cup Capital".

People are the decisive force in industrial upgrading and the basis for measuring whether a region is competitive. As a leading figure in the second generation of innovation, Ying Gaofeng continuously creates an environment without seeking returns. Newly developed equipment and technology are provided free of charge to enterprises within the cluster for sharing, achieving a revolutionary breakthrough in the automation level of industrial clusters. The water expansion machine is the latest equipment introduced after a visit to South Korea a few years ago. However, in order to better adapt to enterprise use, he led technicians to draw drawings and then commissioned a company in Huzhou to produce the equipment, increasing the one-time molding rate to 16 cups. That is to say, in the past, only 2 cups could be produced in one and a half minutes, but now high-speed water swelling machines can produce 16 cups in the same amount of time. The vacuum pumping process used to be a tail vacuum process using copper tubes, which was expensive. After introducing equipment from Japan, Nanlong also made improvements and commissioned Jinhua Enterprise to produce specialized equipment. Previously, one vacuum machine required 9 workers in three shifts, but now four improved specialized equipment only require 5 workers, reducing labor costs. Previously, tail vacuum was silver welding and required copper tubes, but now it has switched to tailless vacuum technology, reducing costs and saving five or six cents per cup.

These devices and technologies, which have been improved and proven to have strong competitiveness, have not only been regarded as trade secrets by Ying Gaofeng, but have also been promoted to peers without any reservations. He said that with the use of these devices and technologies, Nanlong Group achieved a high growth rate of 40% last year, while only increasing its workforce by 11 people. The level of equipment automation needs to continue to improve, and areas that do not require human labor should avoid workers as much as possible. Digital control is the main direction, and our goal is to enable workers to understand production processes and safety knowledge within 5 minutes before they can start production on the machine. "Ying Gaofeng said that with the improvement of automation level, the company has proposed a labor wage training plan, aiming to double the average employee wage within 5 years.

At last year's National Conference on Enterprise Management Innovation, Jiang Qiangui, Executive Vice President of the China Enterprise Confederation and the China Entrepreneur Association, stated that "enterprises that solely pursue economic value and ignore social value will have increasingly smaller survival space and greater development pressure in the future." Today, the traditional values of maximizing profits for enterprises are gradually being replaced by modern values of mutual benefit and win-win cooperation with society. Social mutual benefit and win-win situation require enterprises to consider the interests of various stakeholders such as employees, consumers, the country, and society while providing products and services and obtaining profits, and actively assume social responsibility. Ying Gaofeng deeply shares this feeling. He has emphasized more than once that "enterprises are the cells of society, and being responsible to employees is being responsible to society." And caring for employees is the starting point of social responsibility. In Ying Gaofeng's view, this is also the intelligent foundation for Nanlong Group to quickly become a leading enterprise in the national industry.