丹佛斯的人才战略（Danfoss talent strategy）.docVIP

丹佛斯的人才战略（Danfoss talent strategy） As the second home market of Danfoss Global, China is committed to providing a strong guarantee for the sustained growth of the business through human resource management. The most important thing in your job is to help me find a successor who will be in office 3 years later, and he must be a Chinese. This is the first task assigned by Thomas Yang Yi, president of Danfoss China, to the senior human resources director who has just arrived. This makes Yang Yi quite surprised. The idea of foreigners may not be the same as ours, and few of us will be so direct in asking the question of the successor, because it seems to mean that we are leaving. But it also gives me a deep sense of the importance and sincerity of danfoss to talent and talent localization. Yang Yi said. The localization of talents reflects the business development strategy of Danfoss China. The Danish biggest industrial group entered the Chinese market 15 years ago, with its pioneering ideas and advanced products and services for energy-saving and emission reduction, and Chinas regional performance hit a record high, even as the financial crisis hit, the Chinese market still has a decent performance. Last year, Danfoss was 4.8 billion yuan. The sales of the currency in China have achieved a 4 0% growth in business, showing great potential for development. Now, Danfoss has seen China as the second home market, which has also become a core part of the companys long-term development strategy. But companies dont want to stop there. Chinas global business footprint continues to climb, allowing the company to design a new medium-term target of 1, 2, 2 gradually upgraded to 1, 1, 1. That is, from the current global sourcing in China first, the number of Chinese employees ranked the groups second and total sales of the worlds 2nd place, jumped to the procurement, the number of employees and sales can become a global leader. The inevitable choice of localization In the face of th