Taikang Pension Insurance Corporate Culture

Talent management from extensive to refined and standardized

The history of Taikang Life’s growth and development can be said to be the history of Taikang Life’s talent introduction, training, growth and development. In the past 15 years of development, Taikang's business development has gone through four stages. At different stages of development, the focus of human resource management is different, but they are all centered on selecting and cultivating various outstanding talents to meet the needs of The needs of rapid business growth under different economic environments. With the explosive development of Taikang Life Insurance, the company's human resources management has been continuously improved and improved through reflection, step by step from extensive to refined and standardized.

Start-up stage: Cultivating internal strength, focusing on laying the foundation

From the establishment of the company in 1996 to 2000, Taikang Life Insurance was in the start-up stage. At this stage, due to the development environment at that time, especially the strict policy supervision at that time, the company's development was relatively slow. The business area was limited to Beijing, and the business volume was not very large. At that time, Chairman Chen Dongsheng emphasized team building and internal strength, and proposed the talent management concept of openness, learning, and integration. First of all, attract a large number of outstanding and high-quality talents from home and abroad, and within the industry, so as to form a good accumulation for building a century-old store from the source of recruitment; secondly, insist on selecting core backbones and sending them out for training, such as sending them to Canada and the United Kingdom. , Switzerland’s top international financial institutions and insurance companies to communicate and learn the most cutting-edge things in the world.

So, although this stage developed slowly, it laid the foundation for Taikang's development today from the perspective of talent selection and training.

The second stage: Strengthening the selection and training of management talents and professional talents

Since China’s “entry into the WTO” in 2001, Taikang launched the “coastal strategy” and the company entered a seven-year stage of rapid development. Joining the WTO has brought new development opportunities to China's insurance industry. The China Insurance Regulatory Commission approved Taikang to set up 12 provincial branches across the country (later adding 3 more), so Taikang followed the principle of "consolidate on the first line, rise on the second line, and win on the third line". Guidelines, focusing on setting up branches in second- and third-tier cities along the coast. This is Taikang’s “coastal strategy.” During this period, Taikang's business made a big leap. By 2002, premiums had exceeded 5 billion yuan, and they grew exponentially in the following years.

Behind the rapid growth of business is the explosive development of talents. At this stage, Taikang’s employment philosophy focuses on how to select and employ people from the perspective of business development. Because the organizational structure has developed so fast, hundreds of third-level institutions have been opened across the country, requiring a large number of management talents. Therefore, the company selected a large number of grass-roots leading cadres from within and promoted them to middle and senior levels as managers. "Although there is a certain situation of 'the carrot is too fast, don't wash it off', but at this stage the company's employment philosophy is to focus on practicality, and anyone who can contribute to the rapid growth of the business can be promoted." Taikang Li Zhaohui, assistant president and human resources director of Life Insurance, emphasized this.

In addition, Taikang Life has also done some in-depth work internally at this stage, especially in the introduction, training, screening and even future appointment of professional and technical personnel. For example, in the field of professional technology, Taikang is the first company in the industry to form a very complete talent training chain in the actuarial series; professional technology in other related core series (such as internal audit, finance, IT, two-core series, etc.) The requirements for personnel, whether it is recruitment, management or training, are becoming more and more stringent. The purpose is to ensure that there are no risks in each series while the business is growing rapidly. To this day, Taikang Life is doing very well in the domestic insurance industry in terms of underwriting and claims, internal auditing, IT, etc. This is because the company’s talents in these series are the most poached by peers in the industry. It can be said that Taikang Life is the best in the industry. Contributed a large number of professional talents.

It can be seen that in the second stage, the rapid growth of business has brought about a large demand for talents, and managers and professional and technical personnel have received unprecedented attention and training.

The third stage: business transformation pursues intrinsic value, and Goldman Sachs’ investment brings conceptual innovation

From 2008 to 2011, Taikang entered the transformation stage, which emphasized connotation in business. value. In the insurance industry, performance rankings used to only measure the total annual premiums, but now Taikang is gradually changing from focusing only on the absolute total premium income to focusing on the value of new orders it can create for the company.

In the view of Assistant President and Human Resources Director Li Zhaohui, the most painful thing in the transformation stage is the transformation of concepts. From a business perspective, the previous demand for the premium amount is mainly replaced by the demand for the value contribution rate of new orders. From a management perspective, the biggest change or the most painful change is people, because during this transformation period, Taikang has experienced many bottlenecks, and the biggest one is the people bottleneck. "Especially during the special financial crisis period from 2008 to 2011, when the overall economic situation was not good and the country's development macro-control was tightening, what new measures were taken in the selection, education and retention of personnel, and how to make old employees better It is very painful from top to bottom.”

At this stage, Taikang Life launched the implementation of human resources designed and led by the world-renowned Hay Consulting Company in 2008. Reform project, establish a set of systematic systems such as company organizational structure management, position system management and salary system management, to achieve integration with international human resources management ideas. In 2009, the E-HR project was fully launched to improve the efficiency, quality and participation of human resources work and create a first-class human resources management information platform. The implementation of the enterprise annuity plan in 2010 further improved the employee salary and welfare system, allowing employees to enjoy a confident, dignified and elegant retirement life, and established a standardized system and advanced technical foundation for building a large human resources company.

In April 2011, Goldman Sachs Group invested in Taikang Life Insurance and became one of its shareholders, causing a sensation in China's economic and financial circles. Of course, Goldman Sachs, as a shareholder, has also put forward new requirements for Taikang, which has had an impact on management decisions. There are two requirements in terms of management concepts: first, attention should be paid to human resources, which has brought a lot of inspiration to all aspects of human resource selection and retention, such as how to select new employees and how to rejuvenate employees and make contributions; second, It is to pay more attention to customers in terms of products and business.

Goldman Sachs has a world-famous and very expensive "Pine Street Training Program", hiring the world's top professors and CEOs of top companies to teach. Domestic Agricultural Bank of China, ICBC, etc. have all sent senior executives to participate. Since 2011, Taikang has sent head office executives and branch general managers to participate in this training program every year. After all the executives who participated in the first training last year came back, they all believed that the training at Pine Street had a great impact on them, and the most important core of this training was human resources, which played a great role in the work of human resources during the transformation period. promotion effect.

The fourth stage: building a large human resources company in the new fifteen years

On August 22, 2011, Taikang Life held a grand 15th anniversary celebration and awards ceremony. With the conclusion of the conference, the new 15-year development strategy was launched, and human resources management also entered a new stage.

Li Zhaohui said that after 15 years of development, Taikang has shown symptoms of big company diseases to a certain extent, such as overstaffing and lack of progress. For this reason, the chairman proposed to increase the accumulation of outstanding talents who create value for the company, and eliminate and adjust some personnel through survival of the fittest. Specifically, the human resources department must focus on doing an important job - using ten years to recruit and train outstanding talents, so that Taikang's talent team will have a whole new look, a completely reborn change, and then create a rich and valuable A first-class human resources company.

So how can we build a large company with rich and first-class human resources? Some things Taikang has been doing all the time, and some things still need to be explored in practice. Below we will briefly introduce the essence of some of Taikang’s unique practices that we have always had and are looking to the future.

The "Thousand Talents Plan" will rejuvenate the talent team in the next ten years

To build a large human resources company, Taikang needs a steady stream of human resources. Talent reengineering system. Since 2011, Taikang Life has launched a talent reserve plan for the next ten years, firmly shifting its talent strategy to the construction of a system of "campus recruitment, self-cultivation, and talent development", and shifting its recruitment focus to the best talents from well-known Chinese universities. According to this plan, one thousand outstanding students will be recruited every year, so it is also called the "Thousand Talents Plan". The plan was initiated and launched by the chairman personally and received positive response from 35 branches, 273 central branches and more than 4,400 grassroots units across the country.

School recruitment is systematic and standardized, with high standards for talent selection

Over the years, Taikang has continued to carry out campus recruitment. In the past, each branch company recruited by itself. Since 2011, Taikang has recruited The head office conducts unified recruitment. The launch of the E-HR system provides strong technical support for the unified implementation of the school recruitment project by the head office. Unified campus recruitment has two major benefits: first, it gradually reduces the proportion of social recruitment. As the company has grown to its current scale, the employment strategy has shifted to cultivating talents on its own; second, it can standardize the source of students for campus recruitment in each branch. The current employment situation for college students is becoming increasingly severe, giving Taikang more room for choice. Li Zhaohui introduced it this way: "Five or six years ago, it took a lot of effort for Taikang to recruit students from well-known universities; but now the situation is different. Students from Tsinghua and Peking University are also vying to get into Taikang. This employment situation is undoubtedly It provides a good opportunity for the implementation of the Thousand Talents Plan.”

Another important supporting factor for the Thousand Talents Plan is that after fifteen years of development, Taikang’s overall brand image has improved. A big improvement, which provides solid support for talent recruitment to a large extent. It is well known in the industry that Taikang's investment capabilities are among the best in China's insurance industry, which gives Taikang a good reputation in the entire financial or economic community. Therefore, when it comes to the selection of investment-related talents, we are very confident to meet high standards. For example, in Taikang’s recruitment plan from prestigious overseas schools, it will go to the Wharton School of the University of Pennsylvania, Harvard University, Columbia University, MIT and other top universities around the world to recruit top investment and insurance talents.

The "Thousand Talents Plan" has caused a great stir within the company. On the one hand, it is because of the outstanding performance of the new employees themselves, and more importantly, the concepts these outstanding new employees have brought to the entire company. impact on. "What we are doing now is to hope that in ten years' time, the people currently recruited for the Thousand Talents Plan will participate in, manage and decide the direction of Taikang's development in the next thirty years, and use fresh blood and high-quality talents to achieve this goal. Transformation." Li Zhaohui emphasized.

In order to better attract and cultivate university talents, on July 21, 2011, Taikang Life Insurance officially signed the "Internship Base Plan" of well-known universities with the Central University of Finance and Economics, the University of International Business and Economics, and the Business School of Renmin University of China. A medal awarding ceremony was held. The plan aims to further strengthen cooperation between enterprises and schools, improve the practical ability, innovation ability and employability of college students, provide a platform for students to transform from students to professionals and company employees, and also provide a platform for enterprises to select and introduce talents for themselves. Provide an important channel. It is understood that Taikang Life Insurance has established internship bases with 40 well-known universities across the country.

The "Thousand Talents Plan" focuses on the "talent development plan"

Recruitment is not the ultimate goal of the "Thousand Talents Plan", the key lies in training, so the core of this plan lies in "Development Plan". The initial goal of this training project is to become the backbone of the grassroots team in the series within two years. The two-year training period is to train young backbones at the grassroots level in key positions of the head office, branches, agencies at all levels, business lines and support departments, and create users. To select a "talent reserve pool" for middle-level cadres. The medium-term goal is to grow into grassroots management backbones, business backbones, and technical backbones in four to five years; the long-term goal is to gradually grow into middle-level managers and core backbones in six to eight years.

The first phase of the "Talent Development Plan" lasts two years and is divided into four stages:

The first phase: comprehensive ability shaping (half a year), on-the-job training;

The second stage: professional ability shaping, (half a year), professional training;

The third stage: professional ability improvement (half a year), professional ability improvement training;

The fourth stage: pattern improvement (half a year), basic management training.

During the two-year training period, on the basis of the overall training plan, a personalized rotation plan will be developed for each new employee to meet the employees' needs for job diversity and help Employees are positioned and grown quickly. After the entire training period, a comprehensive evaluation and repositioning will be conducted for all employees. In order to help employees comprehensively improve their business skills and comprehensive knowledge, during the job rotation stage, in addition to being exposed to the work of various levels of the head office and branches, employees also have the opportunity to conduct short-term learning in other business directions. Throughout the entire training period, activities such as merit forums, quarterly exchange meetings, and monthly growth sharing meetings will be held regularly to promote communication and achieve common growth. In addition, the company will designate different types of mentors to provide employees with growth guidance: direct superiors provide guidance on actual work; business mentors help improve business skills; company executives teach corporate culture and improve the level of observation and thinking; career mentors Development professionals provide professional consultation on growth, and senior brothers and sisters share their real experiences, etc.

Social recruitment attracts the best talents in the industry and internationally

In addition to campus recruitment, Taikang social recruitment is also very vigorous, and the requirements are more stringent than before. If you are an ordinary employee, you must They are outstanding talents in the industry or within a certain series; if they are bringing in senior executives, they must be leaders in the industry. The purpose is to build Taikang’s elite talent team.

Nowadays, Taikang’s employees are becoming more and more internationalized, with more and more non-Mainland employees in the workforce. For example, senior executives such as the chief financial officer and chief actuary are from Taiwan. Many of the directors of the actuarial department, risk management department, and finance department are from Taiwan, Hong Kong, and even the United States and Canada. They bring insights to Taikang. There came a conceptual innovation.

More than ten years of development have enabled Taikang to create a good talent team. Taikang Life currently has more than 20,000 back-office employees, 55% of whom have a bachelor's degree or above. The educational structure is relatively good; among them, nearly 200 employees graduated from Peking University and Tsinghua University, and employees who graduated from foreign institutions More than 200 people.

Draw a learning map for all employees and create a multi-dimensional growth system

Building a first-class human resources company requires a series of supporting supports. Taikang Life is committed to synchronizing employees' personal growth with corporate development through overall planning and coordinated operations. From the beginning of its business, Taikang Life has emphasized that "training is the greatest benefit", established a mainstream culture of openness, professionalism, and learning, and created a good atmosphere for employee growth. Taikang Life advocates a healthy and open mind with an international outlook, inclusiveness and enterprising spirit, and encourages employees to always maintain an interest in new things, master specialized knowledge and skills, and provide the most professional services to customers. Throughout the company, a good atmosphere of a learning organization has been formed to learn financial knowledge, learn business management, and learn how to behave.

The learning map effectively strengthens employee general ability training

Since 2009, Taikang Life Insurance has focused on building a learning map covering all employees of the company, integrating employees’ career development plans, job capabilities, Corporate learning resources form a guide for employees to learn and develop in Taikang Life Insurance. For the 16 series and hundreds of jobs in the system, the company builds and develops a curriculum system and learning path for each position based on its job requirements and competency models. Through refined and targeted training and learning, we can enhance personal abilities, improve work performance, and promote the in-depth development of employees on different career paths.

At Taikang Life Insurance, every employee may have a deep impression of and benefit from the company’s training system. They must complete at least one online course training from Taikang Enterprise University every quarter. At the same time, they are interspersed with In addition to daily work, there are also at least two courses of face-to-face intensive training per person per year. In addition, there are different training programs for middle and senior managers and business series.

Unify and standardize new employee training throughout the system

New employee training is also a core training project of Taikang Life Insurance. In 2009, the head office completed the construction of the "Taikang grows with you" new employee training system. Its core goal is to establish a unified new employee management system, management process and curriculum system. Based on an in-depth study of the development needs of the company and a comprehensive investigation of the new employee training models of external benchmark companies, Taikang Life's new employee core competency model was formed. Based on this, for the first time in the company's history, it formed a system consisting of online courses, face-to-face courses and tutors. Counseling wants to integrate the new employee training system. Two years after the project construction and trial operation, the system has been widely praised, and the company's new employee training has been systematic, standardized and integrated.

The lecturer management system has been continuously improved

Over the past few years, the company’s training center has systematically organized the lecturer management system, continuously promoted the healthy operation of Taikang’s internal lecturer system, created an internal lecturer value chain, and improved the professionalism of the lecturer team. level, focusing on optimizing key links such as lecturer selection, training, course certification, professional review and incentives, etc., providing powerful strategic resources for the company's business development.

Online training is carried out in depth

The Taikang Enterprise University online learning platform has been in operation for more than five years since it was officially launched in August 2006. Over the past five years, the content of the online learning platform has been continuously expanded, its functions have been continuously strengthened, and the employee online rate and course completion rate have steadily increased. Online training has increasingly highlighted its importance in the company's training system and has become the core force in promoting the improvement of the capabilities of all employees.

Over the past fifteen years, through continuous efforts, Taikang has built a training system for the company’s back-office employees, established a training course system with Taikang characteristics, improved the professional level of the lecturer team, and created a professional and efficient Learning platform. In recent years, whether it is face-to-face or online training, the number of trainees has grown rapidly, and the breadth and depth of training have continued to improve.

Building an eclectic and diverse incentive system

Serving the company's strategy and business development is an important guideline for building a large human resources company, and implementing comprehensive performance management is also an important step for a large human resources company. One of the important supporting policies for construction.

Quantitative assessment, fair and equitable

Over the years, Taikang Life has adopted a performance appraisal system with KPI assessment as the core, striving to achieve the goal of "promoting the capable, giving way to the mediocre, and demoting the mediocre." ” and promote the spirit of “professional managers”.

In the "Taikang Life Talent Development Outline" revised every year, there are some quantitative, rigorous and detailed regulations on employee performance appraisal. For example, during the business transformation stage of Taikang Life's development, the company's assessment indicators shifted from a single premium quota requirement to a comprehensive operating indicator requirement, and to an assessment of employees' contribution to the company's profits, that is, the value contribution of new orders.

Incentives for business personnel are linked to performance, and a large part of incentives for functional departments are also linked to performance. For example, Taikang proposed "opening the door to do human resources". There are no human resources experts who close the door. As long as the company's performance is poor, the human resources department will have to reflect on it, and obviously there will be no opportunity to be evaluated as outstanding and advanced.

Taikang’s assessment is business-oriented, but at the same time, relative fairness will be considered. For example, we advocate more reward for more work, and there is no cap on institutions that do well, but we don’t want the income of grassroots employees to be too low.

Diversified employee development paths

Taikang Life emphasizes that while promoting the development of the company, employees can also achieve multi-faceted growth and development.

In order to implement the diversified design concept of employee development channels, the company has designed dual promotion channels for management series and business/professional series in job promotion.

In Taikang, there is a relatively complete succession plan.

Taikang forms a dynamic, objective, and convincing echelon list of cadres through annual 360-degree assessments and performance reports of cadres. Once a vacancy occurs, priority will be given to promotions from the echelon list.

It can be said that Taikang’s promotion culture is very suitable for the growth of young employees. Taikang Life encourages employees, especially young employees, to realize their greatest professional value in the company - in the process of realizing the company’s value, they can get their own reasonable interests and achieve a win-win situation for personal and corporate wealth. In Taikang, many young people have gained experience as the company has grown, and have held important positions in the head office, branches, and central branches, becoming the business backbone and management talents of Taikang Life.

Unique internal and external service honor system

In order to encourage the healthy growth of employees, Taikang Life has also established a complete internal and external service honor system. For the company's internal staff, Taikang Life has established an honor system such as annual evaluation and Si Qing awards and commendations. For the business series, Taikang Life has established a complete honor system after years of practical exploration, such as the "Century Holy Scripture" for the full business series, the "Taikang Cup" for the personal insurance series, and the "Top 100 Service Department Commendation". The "Wealth Cup" of the bancassurance series, the "Training Summit" of the training series, etc., a large number of outstanding talents emerge every year. While creating wealth, these people realize their career dreams with Taikang Life and realize the "middle class dream" ".

Advocate an open, active and youthful cultural atmosphere

As an ideal, ambitious and socially responsible company, Taikang Life has made corporate culture construction its core since its establishment. One of the competitiveness is to shape the soul of the enterprise and pass it on to its employees. Taikang focuses on improving the corporate spirit in various company activities, so that the excellent corporate culture of people-oriented, friendly and honest is deeply rooted in the hearts of the people, so that employees' self-worth and the realization of the company's value are integrated and promoted simultaneously.

At Taikang Life, you have both challenging work and a colorful life. The company advocates a healthy lifestyle that balances work and life. Company annual meetings, regular department activities, parent-child sports games, various interest groups, English corners, host contests, youth forums and other rich leisure activities allow employees to fully express themselves and discover another self outside of work.

In Taikang Life Insurance, there is a mass learning organization called "Youth Forum". As a learning ground and communication platform for Taikang Life employees, the Youth Forum has been responsible for the mission of “gathering thoughts and wisdom, igniting the passion for struggle, and conveying youth dreams” since its establishment in February 2001. The definition of "youth" does not simply refer to a person's actual age, but emphasizes a young mentality and spiritual pursuit of having the courage to learn and innovate. The Youth Forum always pays attention to the world's development trends, pays attention to the company's development direction, and makes suggestions on major measures for the company's development from the macro and micro levels. The company's young people talk about life, talk about ideals, learn knowledge, and seek development in the forum.

In the most recent forum with the theme of "Talk about Jobs with employees", the chairman was also present. Everyone expressed their opinions. Some criticized Jobs, some praised Jobs. Everyone was very positive about this matter. Personal opinions can be expressed from different perspectives. Because Taikang is a young company, it advocates an open, active and young cultural atmosphere.

What needs special mention is that Taikang Life used two floors of space in the CBD Taikang Financial Building to specially create the 15th Anniversary Achievements Exhibition, Taikang Art Collection Exhibition and Retirement Community for the 15th anniversary. The demonstration space, with the theme of "Dreams and Roads", integrates Taikang's 15-year development into the background of China's reform and opening up and the golden development period, demonstrates Taikang's ambition and pursuit of being grateful for the era and living up to the times, and composes a magnificent story. Taikang's development epic of "born with the times, prospered with the market, and changed with the situation" has become an important base for employees to learn and experience corporate culture.

At present, Taikang Life has formed a publicity platform of "one newspaper and four publications", including "Taikang Life" newspaper and "Media Focus" for employees and business personnel, as well as "Taikang Life" for corporate customers. New Life" and "Communication-Healthy New Life". In 2011, on the occasion of the 15th anniversary of the establishment of Taikang Life Insurance Co., Ltd., the employee publication "Taikang Style" was launched.

Taikang Life has also turned the company's corporate culture and spirit into a heavy corporate culture series. In addition, there are company profiles, company promotional videos, song MTV, company OA office system, etc. that are updated every year.

By building a huge corporate culture communication system with different media and sound functions, Taikang Life conveys the company's strategic goals, business philosophy, cultural positioning, corporate spirit, etc. to employees from different aspects. These promotional materials have become an important carrier for employees to learn about the company's corporate culture and understand the company, providing a steady stream of spiritual food for employee growth.

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