China Trust Financial Holdings (Co., Ltd., CTBC) has a history of 53 years in Taiwan. With financial holding as the main development body, it has developed diversified businesses such as banking, insurance, trust, and securities. , creating economies of scale and scope that cannot be achieved by a single financial institution, effectively improving operating efficiency and asset security. With assets of NT$5.75 trillion, it is the largest bank in Taiwan.
is headquartered in Taipei, Taiwan, with approximately 27,000 employees worldwide. Its subsidiaries include eight subsidiaries including banking, insurance, securities, venture capital, asset management, securities investment trust, security, and lottery.
China Trust Commercial Bank (referred to as China Trust Bank, CTBC) has 114 branches in overseas regions around the world, covering 14 countries and regions including the United States, Canada, Japan, India, Philippines, Indonesia , Thailand, Vietnam , and Singapore. , one of the most international financial institutions in Taiwan. In the mainland, there are branches in Shanghai, Guangzhou, Xiamen and Shenzhen;
In addition, the reinvested Zhongxin International Leasing Co., Ltd. has seven business outlets across the country, including Shanghai, Suzhou , Dongguan , Wuhan, Chengdu, Nanjing and Chongqing. China Trust Financial Holdings’ mainland business footprint has expanded to banking, leasing, insurance, consumer finance and other companies.
▲CTBC Taipei Headquarters Building
Financial Brother from TaiwanIDC Financial Innovation Service Award: Asia’s Best Bank
In March and August 2018, CTBC successively won IDC (International Data Corporation), a world-renowned professional organization for information technology, telecommunications and consumer technology. ) annual "Financial Innovation Service Award" - "Asia's Best Bank" award, and "Operating Model Transformation Leader Award". It is the only company in Taiwan to win this award. It shows that CTBC has achieved great results in its long-term development of digital finance.
has been selected into the Morgan Stanley Capital International and ESG Leaders Indexes for five consecutive years since 2014, and was selected into the Dow Jones Sustainability Indices "World Index" in 2017. "Constituent stock, it has been continuously selected as a constituent stock of the "Emerging Markets Index" in 2018, which shows that CTBC has gained international recognition in aspects such as corporate governance, environmental sustainability, employee care, and social participation.
1. Is it difficult to "let employees fall in love with the company"?
Jack Ma once said: "There are only two reasons why employees choose to resign, 'the money is not paid in place' or 'the heart is wronged'."
This means that the relationship between the employer and the employee is divided into two stages:
The first In the first stage of , employees and the company reach a "fair" transaction and exchange the fruits of labor for equivalent salary; in the second stage of and , employees recognize the rewards given by the company and share common values with the company.
Deputy General Manager Qiu Yuyu, head of the administrative department of CTBC Shanghai Branch, shared with us that CTBC not only achieves fair transactions, but also "falls in love" with its employees!
"Most companies have similar ideas when describing their corporate culture, vision, and mission. But what truly embodies the value and makes employees feel it depends on the company's external measures and policies."
CTBC The work values "Integrity, Innovation, Professionalism, Teamwork and Care" bear the extraordinary measures taken by the company to "not only feed the stomachs of employees, but also soothe the souls of employees" .
"Talent is the seed and innovation is the fruit. There are two "key media" that stimulate the chemical reaction between the two:
One is the corporate management system like soil; the other is the corporate culture like sunshine and air.
How to create talents suitable for innovation" The ecological environment of "germination and growth"? This is a very chewy topic.
2. Integration of corporate operations that takes into account sunlight, air and soil
Vice President Qiu Yugao (Hazel) said that most companies will invest more energy and resources in establishing corporate systems and program design, while corporate culture is often more complex due to It is mutable and abstract, has a long investment period and is not easy to achieve results, and is mostly classified as a standard product for business operations.
It is undeniable that in order to allow employees to "fall in love" with the company, "rationality" and "emotion" are like "sunshine, air" and "soil", and cannot be neglected.
CTBC founder and Chairman Gu Yusong has long understood the truth and has implemented it clearly and firmly to this day. "One of the core components of this soil is CTBC's long-standing business unit performance evaluation system based on the EP (Economic Profit) system.
Its core principle is: implements independent financial accounting of business groups and is responsible for their own profits and losses. Under the system, the CEO of each business group is like a private entrepreneur, the only difference is that he has a stable backer from the financial holding group to support his operations."
Hearing this, he couldn't help but think of Haier Group, which started to implement the intrapreneurship model of "Ren Dan He Yi" in 2014 and achieved impressive results. CTBC's incentive model is exactly the same as Haier Group.
CTBC has implemented the EP system since 1999. After nearly 20 years of practice, it has been proven that the EP system is still an enduring magic weapon for enterprises in terms of stimulating employees' potential and creating a win-win situation.
"On the other hand, the position-based human resources system and the "Pay by Job, Pay for Performance" salary policy allow employees with different personalities and different life goals to realize their career dreams at CTBC." . In addition to the company's efforts to establish scientific and market-oriented salary measurement standards,
also attributes to Job Posting (internal job application system) to create more possible humane measures for employees' career development.
3. Internal job transfer is no longer as difficult as moving across a mountain
In 2000, the company's business development was booming, and it was faced with many job vacancies that required internal talent recruitment. Hazel thought about why these vacancies should not be made public so that interested colleagues can apply for them themselves. Manual registration to replace selection by the human resources department?
"I am very grateful to my boss. Although my plan was not yet mature at the time, he gave me sufficient space to try new decisions."
Unlike other foreign companies, CTBC makes its internal vacancies open to all employees and provides Provide humanized protection for those who want to transfer internally, that is, open a direct resume delivery channel for employees to HR. Only when entering the interview stage do employees need to report their intention to participate in an interview for a new position to their direct supervisor.
Through the Job Posting system, CTBC conveys the company’s employment culture: employees are the company’s, not the “assets” of the department.
As long as it complies with the company's standards, every employee has the right to strive for the new position he desires. As his age and academic qualifications increase, and he goes through different life stages such as starting a family and having children, employees can re-orient their career.
4. Employees decide whether they want it or not. 996
Positions have ceilings, but people’s potential is endless. The emergence of Job Posting not only breaks the job ceiling and provides solutions for employees, but also plays a role in stimulating employees' potential to a certain extent.
"Any system of CTBC never violates human nature. Different individuals, at different stages of life, have different goals. The decision-making power of the balance between work and life lies with employees."
" CTBC’s hundreds of positions are like hundreds of career tracks. Different positions have different schedules. Those who want to run fast can achieve financial freedom early by choosing the right track, but they must also contribute corresponding wisdom and energy. ; For people with diverse needs in life, work only accounts for a part of it, and the rest of the time is left for family or self-achievement. Choosing a position with steady development can further enhance personal happiness."
In addition to taking care of its employees, CTBC also provides support through anti-drug, education, charity, sports and culture education (China Trust Anti-drug Education Foundation, China Trust Financial Management Institute, China Trust Charitable Foundation, CITIC Brothers Professional Baseball Team and China Trust Cultural and Educational Foundation), five major public welfare platforms, etc., shoulder more social responsibilities of a group with more than 50 years of foundation.
"Creating the concept of 'home' and connecting with employees is something that CTBC has been adhering to since its establishment. In order to establish a 'love relationship' based on an 'equal transaction' relationship, the concept of 'We are family' will be truly implemented.
We published a book called "Our Story" in 2010, which collected many employees' emotional stories about "Why I stayed at CTBC". Through customers' personal participation in the recording of the microfilm, employees can truly feel the customers' affirmation of CTBC's "professionalism, care, and trust." "
has established a spiritual bridge with 27,000 employees around the world through the bond of corporate culture, just like the mountain-shaped architectural meaning of its Taipei Nangang headquarters building - "you, me, and him" rely on each other and thrive together to become a towering mountain.
5, "Shadow staff" does not contribute to the effectiveness of talent management
Talking about the hot topic on the Internet " Huawei reforms the human resources system and establishes a general cadre department, making people worry about the future of HR"
"With all due respect, I think Huawei. Now, the second-in-command of each business department is transferred to form the general management department to perform HR business because they have not fully understood Dave Ulrich’s three-pillar view of HR.” Hazel’s confident remarks made me unable to help but People are speechless.
At this time when everyone is touting Huawei as the "pride of the Chinese nation", how many people can analyze it so calmly and dialectically?
David Yurich's three pillars of HR philosophy? , since its birth in 1997, many companies have learned and implemented it, but only a few companies have truly absorbed the essence of
. Since 2007, leading Internet companies such as Alibaba , Huawei, and Jingdong have been included. , began to implement the three-pillar organizational operation of HR, and CTBC, which was at the forefront of practice, had created a unique "HR new organization" model in the market as early as 2005. From 2009 to 2018, Huawei used it. It took nearly 10 years to decide to let business departments have personnel rights, which is indeed a bit late. "Hazel explained to us: "HR is the provider of systems and the analyzer of solutions, and the person who makes the final decision should always be the head of the business department. So in my opinion, Huawei's so-called organizational changes are actually due to "detours" in the past 10 years. ”
Hazel made a sharp assessment of Huawei’s move to establish a general management department at the end of 2018: “Giving the general management department the three responsibilities of ‘selection, training, and retention’ is equivalent to each business department no longer using the company’s human resource sharing services. , turning to dedicated staff or outside consultants to perform HR work is extremely dangerous.
In fact, David Yurich has already predicted the results of this change in "Human Resources Champion" , that is, increased costs, decentralized management and control, and the general cadre department may eventually become a 'shadow staff' because it does not have HR expertise. '(Shadow Staff). "
6, the origin of the new HR organization of Taiwanese enterprises
Ms. Liu Nianqi, former director of the Human Resources Institute of National Central University in Taiwan, evaluated in 2009 that Taiwanese enterprises implemented the "Human Resources Internal Customer Service (BP: Business Partner) Organization" and did the best , there are only two companies, one is TSMC and the other is China Trust Bank."
From 2002 to 2005, CTBC's credit card business grew explosively, and the centralized talent management model could no longer meet the development needs of different business entities. Human resources management was at a crossroads between "decentralization of business entities" or "continuation of centralized management."
At that time, Hazel, who "came from the head office and was stationed in the credit card business units", became the company's first BP seed player and drafted the "new organizational operation of human resources". From 2005, all HR personnel of each business unit were merged into the human resources department. Start the organizational operation model of the three pillars of HR.
7. "Management rights balance" solves "management internal friction"
What we call "human resource management pays attention to the art of balance", in Hazel's view, such a balance should return more to "management rights balance". Through the innovative operation model of the three pillars of HR, CTBC resolves internal friction in management and at the same time empowers public institutions to take the lead in talent management.
is stationed in a business unit, and the HR.BP. team is integrated into its daily business operations. It acts as a perfect fulcrum between the business group and the group's human resources department. It is responsible for formulating human resources plans that meet the business expectations of the business unit and accepts the supervision work results of the business unit;
can also seek collaboration and resource support from the group’s human resources department. "At CTBC, we must not only pay attention to the effectiveness of communication, but also abide by communication disciplines. How to use good communication and coordination skills to help the business development of public institutions. HR. BP. Head has the unshirkable responsibility. Only when recognized by the public institutions can we be considered an excellent HR team. "
Over the past decade, not only the human resources department, but also other back-end departments such as finance, general affairs, risk and other functional departments have gradually developed into an "internal customer service organization" operating model, implementing a matrix organizational operation, supplemented by performance appraisal. The plan serves as a starting point for the complex enterprise operation value chain and matches a dense and efficient communication and coordination network.
8. Think what you want, an employee-centered career development platform
53. For 53 years, CTBC has been at the forefront of innovation in Taiwan's financial industry. It is also a "warm bank" and any human resources initiatives have returned to " What do employees want? ".
As a bank with more than 100 overseas branches around the world, what is our next step? Gathering the efforts of HR Heads from more than ten countries and regions around the world, we create development opportunities for outstanding financial talents in cities around the world.
In the near future, CTBC employees will not only be able to see job vacancies in mainland China such as Shenzhen and Guangzhou on the JOB Posting webpage, but also see job development opportunities in overseas branches such as the New York branch on the other side of the Pacific and Tokyo on the other side of the East China Sea.
"The world is so big, do you want to go and see it?" We welcome outstanding young people with ambitions from all over the world to join CTBC's "We are family" team and start your journey of global vision.
▲Luo Hongyu (fourth from left in the first row), Director of Global Human Resources Department of China Trust Bank, takes a photo with HR Head from overseas branches around the world
