The supply of service engineers has been hard to solve in China

The supply of service engineers has been hard to solve in China. After 19 years of development, Doosan in the service engineer training, recruitment, assessment, culture, talent development strategy, etc., to explore a set of their own "talent classics."

Doosan Construction Machinery (China) Co., Ltd. (hereafter referred to as Doosan) is the investment of Korea Doosan Group wholly-owned heavy equipment enterprises, 1994 after entering the Chinese market, by virtue of product stability and comfort and perfect service security, its crawler-type and wheeled excavators, wheel loaders and other product accessories and services, won the recognition of Chinese users. However, with the development of China's construction machinery market, customer demand-oriented after the market has gradually become the focus of the entire industry. The manufacturers also began to compete in the brand influence, after-sale maintenance, service level and so on. In this regard, Doosan in the middle of July this year launched the service brand Doosancare, with after-sales service to shape the construction machinery industry brand competitiveness.

As the first Chinese market to launch service brands, Doosan not only focus on product manufacturing upgrading, but also strengthen the field of after-sales service to customer support. This makes it more challenging, and the first is the gap between service engineers. The requirements of manufacturing talents and service engineers are very different, some engineers, although the business ability is perfect, but the service concept and consciousness indifference. Doosancare embodies the commitment of Doosan to the market and customers, in the face of the Chinese market 130,000 customer needs, Doosan to ensure the provision of a large number of high-quality service engineers, but also a small challenge.

How to recruit and retain service engineers, how to cultivate the quality and quantity of service engineers is Doosan Product support Vice President Zhao Deyu most often think about. Fortunately, Doosan since entering the Chinese market, the establishment and improvement of the service system has been and manufacturing and product sales link gradually grow together. After 19 years of development, Doosan in the service engineer training, recruitment, assessment, culture, talent development strategy, but also explore a set of their own "talent classics."

Cooperating with universities to build training bases

The supply of service engineers has been difficult to solve in China. Since there is not enough talent in the market, it is better to cultivate yourself. Doosan has a fancy for the abundant resources of talents in colleges and universities, as well as the base of rapid cultivation of talents, the only lack is that the teaching of professional education in schools is out of line with enterprise practice. In order to solve the above problems, September 25, Doosan joined hands with Chengdu Technician College, the construction of southwest China Engineering machinery After-sales Service engineer training base, to jointly train the enterprise needs, the market upgrade of outstanding engineering machinery industry talent.

In this cooperation, Doosan invested 2 million yuan to provide teaching aids equipment and teaching materials and related hardware, to perfect and fully cooperate with the teaching effect; Chengdu Technician College provides teachers and teaching venues, carries on daily management to students, teaches basic engineering machinery knowledge, and uses school teaching resources to focus on cultivating construction machinery fine class.

"Global cooperation in production and science"

In addition to working with the university to establish after-sales service engineer training base, Doosan also launched a "global production and learning cooperation" to cultivate cross-cultural localization talent. July 9, 2012, Doosan in Seoul held a production and learning cooperation exchange Student project, Doosan hired 8 Shandong University in advance of mechanical engineering students, to provide the Central University in Korea and Xijiang University Exchange study opportunities for a year. The selected college student studied in Korea for 4 years and returned to China to work in the local enterprise of Doosan Chinese company after the study ended. Doosan for the exchange of students to bear university tuition fees, Korean training fees, accommodation, living expenses, round-trip ticket fees, and for students studying in Korea, provide opportunities in the Doosan internship and participate in various activities inside and outside the company to help students adapt to Korean corporate culture. "To achieve success in the Chinese market, the key is to ensure the local talents, so we will carry out the production and learning cooperation project," said Park Seong Kwon, head of personnel at Doosan Construction Machinery headquarters. ”

Diversified Enterprise Training System

In Western countries, it takes a lot of time and effort to develop professional service technical engineers. Compared with full-time study, on-the-job learning is more important. Therefore, Doosan in the first line of management to set up a mechanism to motivate employees to use innovative ways to improve work flow, providing staff to share experience platform, the formation of learning atmosphere within the enterprise.

Zhao Deyu said after years of continuous testing, Doosan has set up a system, a sound 3 training system, including the dealer's internal training system, the dealer training system and the dealer's training system, in this process, Doosan full use of school platform, the use of professional teacher strength, all-round, To cultivate talents with excellent professional quality.

At present to the 4th phase of Doosan Dealer service Engineers special training classes, for example, from all over the country dealers will be in Doosan training instructor and school teachers under the professional guidance of the focus on theoretical and practical learning, after 3 months of training, can achieve independent field maintenance ability , and it takes almost 2-3 years for a person to grope about at work.

Implementation of the new personnel system

And many of the company's personnel assessment, the past Doosan staff is also based on the number of years of work or professional title for promotion. After the implementation of a period of time, Doosan found that the most easily ranked according to the score, the most common way of evaluation, it is difficult to understand the personal characteristics of each employee, but also detrimental to the development of staff and training.

June 3, 2013, Doosan Group chairman Yongmaan Park announced the abolition of the evaluation score based on the personnel Assessment system, the implementation of personal characteristics of personnel training in the new personnel evaluation system and compensation system. The new personnel system no longer scores, but focuses on understanding individual strengths (Spike) and weaknesses (DIP). In talent training, fairness, open communication, transparency, innovative thinking, toughness, career insight and other fields divided into 45 projects, the strengths and weaknesses of the staff to understand, and the development of their relationship, according to individual ability and can perform superior role to carry out promotion, and on this basis for compensation.

The new personnel system is free from the single direction evaluation carried out by the evaluators, and the objective is improved through the dialogue between the evaluators and the reviewers during the whole training process. From the selection of strengths and weaknesses to the stage of building a training plan based on the full dialogue, the evaluation results and training programs are derived. Doosan Holding department HR as Tsianyu said, the previous evaluation focused on the score level, and the new personnel system will focus on the staff through dialogue to understand their differences, to seek personalized development space.

Improve the sense of belonging of employees

The company is big, how to ensure that the staff of each branch company's goal is consistent with the firm, need to use the enterprise culture way to do. But the enterprise culture sometimes does not have to through the training to establish the propaganda, enhances the staff the sense of belonging, also can enhance the work efficiency the positive role.

To create good jobs and stabilize employment, Doosan Group announced the conversion of 700 temporary staff to full staff on June 20, 2013. These employees in the Doosan heavy industry responsible for design and quality Assurance assistant, environmental safety field, in Doosan Engineering machinery is responsible for supporting technology and product development, support product testing. Employees who are converted to regular employees are given the same promotion opportunities as the existing employees and the opportunity to work to the retirement age. They can also participate in Doosan Talent training program, and constantly develop their own technology and management potential. Zhao Deyu said, through the targeted reinforcement training, Doosan is trying to build a strong service engineers talent reserves, and further consolidate the established after-sales service in the field of core advantages.