Wuhan Haichen - Trust, Respect, Care, Strictness

2020-04-18

Wuhan Haichen Industrial Control Technology Co., Ltd. was established in 2002 and is one of the main partners of Siemens (China) Ltd. Industrial Automation and Drive Technology Group (Siemens authorized code: 24221733 ). Since 2009 the official signing with Siemens, TOP100 it has repeatedly won honors such as Siemens' fastest annual growth and best contribution, shining like a new star in Central China like the morning light at sea.

The company, through years of accumulated experience in computer hardware sales and management, and by learning from the management models of well-known domestic and foreign enterprises, has developed a unique management model belonging to Haichen, demonstrating the potential only top-tier companies possess.

Haichen's Trust —Full empowerment. Treat employees as friends, regard them as partners, respect them and give them dignity, seeing them as the main source of productivity rather than capital expenditure and automation tools. Most companies assume that ordinary employees lack ability, want to slack off, and will mess things up. Haichen's philosophy is to fully trust employees, and they will naturally perform well. The company's management policies are based on this principle, with each department authorized to decide its own rules, employee responsibilities, and expenses, without directly interfering with other departments' work.

Haichen's Respect —Self-assessment and training (management, sales, life). Respecting employees does not mean spoiling or indulging them. It means providing timely and sufficient training, setting reasonable and clear goals, giving employees appropriate autonomy, and inspiring them to work passionately. The company organizes weekly professional technical skills training, management training, and experience sharing. At the end of each quarter, employees conduct self-assessments to summarize their work and decide on the distribution of quarterly bonuses themselves.

Haichen's Care —Travel, birthday gifts, holiday gifts, book borrowing, etc. Focusing on employee development needs, management is more humane: the company has a small library for employees to borrow books, offers two travel opportunities and team-building activities annually, and leaders assist the middle 60% of people to smoothly climb the promotion ladder. Every member takes the company's image as their own responsibility.

Haichen's Strictness —Performance evaluation. Employees participate in setting consistent goals and values, widely share information to quickly grasp whether tasks are completed and who performs well or poorly. Employees like to compare with each other and with standards —if these standards are achievable. Employee performance is evaluated at any time, with expectations raised accordingly, relying on peer evaluation pressure rather than managers banging the table and shouting. The company focuses on overall team performance rather than individual employees, so departments are mutually bound. Only a strong and united team can create the highest efficiency.