Beijing, August 29, 2015 /PRNewswire/ -- As a Fortune 500 company, HNA Group has always regarded talent as the primary resource for enterprise development. For over 20 years since its establishment, it has adhered to the talent philosophy of selecting the best, appointing based on merit, emphasizing both virtue and ability, nurturing and developing talent, and applying survival of the fittest. In the areas of talent selection, utilization, cultivation, retention, and evaluation, HNA Group has formed a unique mechanism. Within HNA Group’s corporate culture, responsibility culture is one of the important cultural systems. It refers to the company’s responsibilities to consumers, investors, employees, society, and the environment. Regarding the company’s responsibility to employees, HNA Group closely aligns the aspirations of its employees with those of the group, focusing on employees’ lives and career development, making harmony and kinship omnipresent.
In the modern economic society, talent is a highly important strategic resource for enterprise development and also serves as the core competitiveness of a company. Successful enterprises are inevitably those that can continuously attract and consistently cultivate high-quality talent. The result of talent development is, for the enterprise, enhanced productivity and competitiveness, and for employees, improved quality of work life and life satisfaction. Enterprises do not merely produce products but also nurture talent.
HNA Hotels Group, upholding the talent development and management mechanisms of HNA Group, provides employees with diversified development plans to rapidly enhance the realization of their self-worth and the core competitiveness of the enterprise. In terms of employee training, HNA Hotels Group regularly conducts thematic training for new hires, grassroots, middle-level, senior-level, and executive management employees, delivered by internal trainers or externally hired experts. This enables employees to continuously improve their professional knowledge and cultural literacy while carrying out their daily work.
HNA Hotels Group’s Key Competitive Strategy — "Talent Development"
In terms of talent development, HNA Hotels Group offers various types of development programs to meet the career growth needs of employees, laying a solid foundation for the shared aspirations of employees and the enterprise. To date, the talent development programs provided by HNA Hotels Group include: Tangla Seeds (grassroots development), Management Trainees (middle-level development), Future Directors (senior-level development), and Future General Managers (management team development). Among them, the Tangla Seeds program is a customized development plan for grassroots employees, enabling them to quickly grow into grassroots management cadres through training in relevant professional knowledge and job rotations across operational departments. The Management Trainee program provides a fast-track development path for outstanding recent university graduates, cultivating a group of middle-level management talents for HNA Hotels Group through a one-and-a-half to two-year rotational training program. The Future Directors and General Managers development programs offer better and faster development platforms for outstanding employees within the HNA Group. Through one to two years of overseas hotel management training, professional knowledge training, corporate exchanges, and on-the-job practice, they rapidly develop a group of talents suitable for targeted senior management or management team roles within HNA Hotels Group. After completing the training, they are assigned to senior management positions or general manager roles within member companies of the hotel group. By integrating different talent training and development plans, HNA Hotels Group establishes and improves the employee training and talent growth system, realizes the social value of employees, and facilitates their transformation from earning a living to fulfilling life goals, and from personal fulfillment to contributing to all sentient beings.
Now and in the future, competition among enterprises is a competition for talent. HNA Hotels Group has always regarded talent development and talent reserve as one of the enterprise's key core competencies. Through a comprehensive talent development system, it continuously enhances employees' professional knowledge and technical skills, enabling the enterprise to maintain strong innovation capabilities and thus providing impetus for long-term development.
HNA Hotels Group’s Key Competitive Strategy — "Talent Development"
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