Juhua Talent Project Selected as an Excellent Case of Provincial Talent Work Innovation

For many years, Juhua Group has always attached great importance to talent work in implementing the strategic development plan of "green development, digital and intelligent transformation, and new Juhua voyage." It regards strengthening the enterprise through talent as the foundation and root of corporate development, firmly establishing the concept that talent is the primary resource, taking the construction of the "three teams" as the central task of enterprise talent development, innovating talent work systems and mechanisms, building employee growth platforms, and promoting the common development of the enterprise and employees.

As Juhua Group's "bridgehead" in Ningbo, Ninghua Company has always been guided by the "One Juhua" culture, accelerating digital and intelligent transformation, technological innovation, and industrial upgrading. During this period, the company continuously explored and innovated in talent team building according to its development needs. Through "exploration—practice—re-optimization" of business restructuring, system reshaping, and organizational change, it innovatively implemented a talent training model centered on the "8631" position certification. That is, 80% of employees achieve single-position certification within half a year to one year, 60% achieve dual-position certification within one and a half to two years, 30% achieve full-position certification within three to five years, and 10% achieve full-plant certification. This encourages employees to learn iteratively on their own, promotes rapid skill improvement, and strongly drives innovation, deepening reform, tackling challenges, and enhancing openness.

Ninghua Company refines the granularity of grassroots team positions and establishes the 8631 position certification work plan. Taking the unit of the device department, it establishes four skill levels: single-position certification, multi-position certification, full-position certification, and full-plant certification. It implements a training model of one certification on-site, two certifications in central control, and three certifications on-site and central control to achieve small-position certification training; conducts "Three Understandings and Two Abilities" training for on-site area inspection personnel (understanding equipment structure, hazard characteristics, and position emergency; ability to inspect equipment and identify risks) to achieve large-position certification training; under the background of digital factory construction, it deepens learning of professional knowledge of different production processes through interactive job rotation and thematic training to achieve full-position certification training. Ultimately, it forms a skill development path for employees from "single-position certification" to "multi-position certification," then to "full-position certification," and finally to "full-plant certification."

During implementation, the company timely adjusted and optimized innovative talent training measures by refining the standards of the "8631" position certification for each device department, integrating, standardizing, and quantifying the position certification work to make it more adaptable, closer to actual positions, and better stimulate talent vitality.

On one hand, the company focuses on benchmarking learning, quickly exploring position certification practices by organizing key team members to benchmark and learn from surrounding excellent enterprises, broadening horizons and thinking. It selects key team members such as main inspectors and main operators to prioritize the "8631" position certification, quickly forming benchmark figures for position certification. Through the demonstration and leadership of certified key employees, it gradually expands to ordinary team members' position certification. On the other hand, the company conducts five skill assessments, adapts to local conditions, and carries out position knowledge and ability training in various forms such as online training, centralized lectures, night school, self-study, mutual learning, and mentorship. It conducts position certification and supports it with dual drives of position guidance and performance incentives to stimulate employees' initiative in learning and certification.

At the same time, Ninghua Company, based on employees' high educational levels and active thinking, emphasizes the cultivation of grassroots employees' innovation and versatility in position talent training. It implements five small projects (small inventions, small creations, small innovations, small designs, small suggestions) led by key team members to promote innovative thinking training and practical cultivation of talents, encouraging employees to innovate brilliantly in ordinary work, cultivating innovative talents, and promoting corporate innovation capacity building. In addition, to improve the quality of the professional technical team, the company promotes an engineer culture and implements team engineer activities extending to grassroots key team members. Potential grassroots employees undergo technical rotation and functional practice before team engineer grading evaluation, establishing a professional technical growth path for grassroots employees. The company formulated the "Device Leader Position Appointment Method" to accelerate the cultivation of professional technical teams, hone systematic management capabilities of technical talents, cultivate forward-looking, process-oriented, and systematic management thinking, and improve the overall quality of the employee team. Moreover, the company formulated the team engineer evaluation and appointment management method to further stimulate employee potential, encourage employees to develop towards specialization and standardization, and form a value distribution system based on performance evaluation and ability assessment.

After establishing a three-dimensional talent training model centered on the "8631" position certification, Ninghua Company rapidly advanced talent gradient construction, making the grassroots a "training ground" for talents at all levels and a "nursery base" for selection and cultivation, allowing more grassroots employees to advance to higher tracks. This has become an important channel for the company to train talents and discover reserve cadres.

Currently, Ninghua Company's position certification talent project covers all grassroots frontline positions. Employees push themselves and compete, learning through interactive job rotation, promoting growth from single-point positions to full-chain positions. The process safety operation ability of grassroots frontline employees has also rapidly improved. The number of personnel certified through position certification in various specialties has reached 170, accounting for 60% of all grassroots employees. The company has trained and delivered 5 management positions, 3 reserve cadres, 11 team leaders, and more than 20 reserve team backbones. One employee has been awarded Zhejiang Craftsman, one employee Ningbo Craftsman, and 11 employees have received honors such as provincial, municipal, and district youth craftsmen and technical experts.

At the same time, with continuous improvement in quality and ability, employees are better positioned in their roles, deeply engaged in industrial technology, studying device principles, promoting technological innovation, actively solving pain points and difficulties in production device operation, creating a strong innovation atmosphere. In recent years, the company has won 5 national awards, 11 provincial and ministerial awards, and 48 invention patents. Meanwhile, the number of rationalization proposals adopted and implemented by employees in the past year increased by 20%, creating nearly ten million in benefits, making positive contributions to the company's safe production, innovation, and efficiency.