In terms of incentives, Hisense has always adhered to the 3P1M compensation incentive model, which is the concept of paying for position, paying for personal ability, paying for performance, and paying for market. In the process of implementation, Hisense introduced Mercer's job evaluation system, competency model and other management tools, and gradually formed a diversified compensation system with "Position" as the core, "Performance" as the guide, and "Competency" as the benchmark. The company has gradually formed a diversified compensation system with "position" as the core, "performance" as the guide, and "ability" as the benchmark, so as to realize competitive "external fairness" on the basis of ensuring "internal fairness" and truly reflecting the market value of employees.
Welfare is an important part of broad compensation. In order to meet the multifaceted and multi-level needs of employees, Hisense provides employees and their families with a variety of forms of benefits, such as monetary, in-kind, and specific services, in addition to salary income, based on individual circumstances and the nature of the position.
Hisense's welfare includes two major parts: the national statutory welfare and the company's own welfare. In addition to the statutory benefits, Hisense also provides Mid-Autumn Festival and Spring Festival holiday benefits, welfare leave system, welfare training, welfare subsidies, free health checkups, and supplemental medical insurance according to specific conditions. "Human resource development is the most important part of human resource development in an enterprise. Hisense attaches great importance to the use of knowledge resources inside and outside the enterprise to cultivate its own talents, which has greatly contributed to the improvement of the quality of the talent team.
In May 1998, Hisense set up its own talent training base, Hisense Academy, to provide planned and targeted training for employees at all levels. The work of the Group and all subsidiaries related to employee training is led and organized by Hisense Academy. As an entity, it has fixed classrooms and equipment as well as flexible internal and external training teams, training more than 5,000 people annually, and spending more than 10 million yuan annually on education and training. Hisense has established a three-level training management system for the group, subsidiaries and departments.
Hisense attaches great importance to the combination of industry, academia and research. Starting from 1993, Hisense has dispatched 6 batches of more than 200 key employees to Shandong University for half-year off-the-job training to comprehensively improve the management ability and level of the enterprise. Hisense has established long-term and stable ties with the key faculties of more than 70 famous universities in China. It has successively established "Hisense Research Institute of Shandong University", "Hisense-Tongji Intelligent Transportation System Joint Laboratory" and other high-level cooperation institutions, and through Hisense's "State-recognized Enterprise Technology Center", "Doctorate Technology Center", "National Enterprise Technology Center" and "National Enterprise Technology Center", the company has established the "National Enterprise Technology Center" and "National Enterprise Technology Center". Through Hisense's platforms such as "Nationally Recognized Enterprise Technology Center", "Postdoctoral Workstation" and "National Key Laboratory of Digital Multimedia Technology", the company introduces excellent research talents from universities and external research institutions to serve the company.
Hisense has also been cooperating with famous external training institutions for a long time, and has successively opened EMBA training courses with China Europe International Business School and Cheung Kong Graduate School of Business; a master's degree course in engineering with Beijing University of Aeronautics and Astronautics; and an MBA training course with Peking University. In addition, Hisense also runs joint schools with universities in Qingdao to cultivate the technical talents needed by the enterprise.
Hisense attaches great importance to the cultivation and training of new employees. In order to make new college students quickly integrate into the culture of Hisense and become a part of Hisense's business, Hisense has formulated a detailed and thorough "Orange Power" program. The idea of "Orange Power" originated from the orange square at the beginning of Hisense's English logo, which embodies the colors of vitality, energy and creativity. This symbolic logo is very suitable for the group characteristics of new employees who are energetic, vigorous and upward.
The training of new employees of Hisense Group is divided into the mold training, first-line internship, rotational internship and fixed-post internship. Hisense will provide each new employee with a mentor, who will counsel the new employee. The centralized training and various activities for new employees are also carried out throughout the new employee internship. Through military training, corporate culture education, internships in production workshops, departmental rotations as well as in-depth market frontline, many outstanding graduates quickly grow into the backbone of the enterprise. In Hisense's corporate spirit, respect for people is put in the first place and has become the core demand of Hisense's culture. Hisense attaches great importance to the construction of employee relations, in order to promote Hisense cultural values as the core of the launch of the "Hisense Harmonious **** building action" covers the respect for people program, warm heart project, merit project, Hisense culture dissemination program.
Creating a "warm, comfortable, recreational, healthy and environmentally friendly" working and living environment for employees is an important part of the "Hisense Harmony*** Building Program". Enterprises have focused, phased solution to the staff's most concerned about the problem, and strive to do for the staff to do some visible, tangible practical things, good things.
Every year, during the Spring Festival and Mid-Autumn Festival, the leaders of the enterprise and trade unions at all levels will visit the families of special hardship, retired employees and expatriates to send warmth and care, so that Hisense can pass on the fine tradition of "respect for people and respect for work".
For front-line employees, the company strives to do a good job of logistical support. In addition to providing free refreshments for frontline staff every day during the peak production season, the company also regularly maps out staff apartments to check for potential safety hazards. Every year, during the Spring Festival vacation, the company arranges a fleet of vehicles to escort frontline employees home free of charge, and for employees who can't take the shuttle bus to their hometowns, the company reimburses them for their travel expenses.
At the same time, it also enriches the amateur cultural life of employees by carrying out various kinds of cultural and sports activities. For example, groundbreaking ceremonies, large-scale sports games, holiday prize riddles, corporate culture publicity month, speech contests, various ball games and so on. In addition, Hisense has also built libraries, electronic reading rooms, gymnasiums, sports fields, screening rooms, and supermarkets in the living areas of industrial parks and college students' apartments to facilitate the study and life of employees.