Responding to the Financial Crisis and Seeking Sustainable Development Record of the 2008 Annual Meeting of the Council of China Automotive Talent Research Association

Shao Qihui: Deep Thinking on the Financial Crisis

This year's annual meeting was held in a very special environment. The auto industry is facing a severe test due to the impact of the global macro economy. This global financial crisis was the worst since 1929 and may even exceed the impact of the 1929 financial crisis on global financial, economic, and social development.

What is the impact of the financial crisis on the industry and what will happen to the Chinese auto industry? Now, the three largest auto groups in the United States are already very serious. Some people say that they can stay for up to 90 days. If there are no effective measures in 90 days, many big companies are likely to go bankrupt. This is almost impossible to believe. So, how much impact will it have on the Chinese auto industry? It's hard to say, but it's certainly much worse than it is now. It's not yet in the darkest hours.

We may only care, pay attention, and have no power to change anything. But no matter what our responsibilities are, one thing we can do is to continue to emancipate the mind and think deeply about the world financial crisis in light of industrial conditions. Our auto industry has attached great importance to the current financial crisis, but we have not paid enough attention to it, we have experienced it, we have experienced it very shallowly, we have thoughts, but we have not been able to think deeply. This is very dangerous for our entire industry. Our auto industry must think deeply and will continue to develop in a healthy manner under such thinking. Otherwise, it will be very difficult for us to deal with what may happen.

Zhang Xiaokai: There must be leaders in every position

The automobile industry has developed rapidly in the new century, and China’s talent pool has also grown rapidly. In particular, the ranks of technicians have grown rapidly. However, there is a problem, that is, in the process of rapid development, the irrational contradiction of the talent structure is more and more clearly exposed.

The development of the automobile industry in China is no longer a problem in the manufacturing industry itself, but also requires a talented person in the industry chain to support the development of the automobile industry. For example, the automobile-related financial industry, credit business, and insurance business all require talents. In the past, we attached importance to the manufacturing process and regarded the sales process. We now have senior talents that we sell. Later, we also attached importance to maintenance personnel. At present, talents in finance, insurance, and services are also needed. Therefore, we have studied the talents of such an industry chain. In the past, we paid more attention to domestic talents. Now, with the internationalization of the Chinese automobile industry, we must also attach importance to international talents. The core of the mechanism for motivating talents is to be able to retain talents, use them well, and have leading talents and leading figures in every position. The leader of the company is not the general manager or the chairman of the company. There must be leaders at all levels. Just like our troops, the squad leader, platoon leader, company commander, battalion commander and head of team are all talented people. They have made efforts at various levels and in various positions and have done a good job. We have hope for the entire enterprise and the entire enterprise.

Xu Ping: The key to realizing the historical transformation of the automotive industry is talent

Looking at the development of China's auto industry, at present, China's auto industry is entering a new historical development stage. If we say that the 30 years since the reform and opening up were the 30 years in which China's auto industry has grown rapidly during its opening up and cooperation, then the new stage of development that is entering is a move from "bringing in" to "going out" and from "Made in China" to create "China", from "bigger" to "stronger" change in a new stage of development. To achieve this historic transformation, the core is innovation, and the key lies in talent.
Accompanied by the historical course of the development of China's auto industry, Dongfeng has completed development in recent years after it has basically completed its internationalization and laid the foundation for strengthening customization in all aspects of management system, enterprise system, development layout and product structure. We will turn to the strong goal of building independent innovation capability and independent brand development, and prioritize talent construction as a strategic project.

Li Shaozhuo: Innovation is the New Driving Force for the Sustainable Development of the Automotive Industry in the New Era

Over the past three decades of reform and opening up, China is gradually becoming more market-oriented and globalized. Driven by the four factors of huge markets, cheap resources, international capital, and international technology, China’s economy has achieved remarkable achievements. The 30 years of reform and opening up It is an inevitable development and is an insurmountable 30 years. However, it is undeniable that China's manufacturing is currently facing severe challenges, resources are being used cheaply and excessively consumed, and the comparative advantages of China's cheap resource costs are gradually diminishing.

Since the 16th National Congress and the 17th National Congress of the Party, under the guidance of the scientific concept of development, China’s economy and society have begun to exhibit the development characteristics of “people-oriented, scientific development, and harmonious society”. With this promotion, the automobile industry has developed into a pillar industry of the country. The scale of production and sales has grown at a rapid rate, and sales volume has leapt to the second place in the world, stimulating rapid economic growth in China. However, outstanding issues such as low concentration of industries and brands, low cross-border indices, incomplete industrial chain of joint venture companies, and delayed development of domestic components and parts have seriously hampered the follow-up development of the Chinese auto industry. To vigorously cultivate and develop the auto industry with independent brands as the main body is the only way to achieve sustainable and harmonious development of the Chinese auto industry. Therefore, the auto industry must seek new development models and find new driving forces to achieve sustainable development. Innovation is the new driving force for sustainable development of the automotive industry in the new era. This includes technological innovation and mechanism innovation. While forming its own knowledge capabilities, technology accumulation, and data accumulation, it is also building a full value chain, efficient, and fully market-oriented operating system. Automobile companies must innovate if they want to develop; innovation must be supported by innovative talents, and their foothold lies in accumulation.

Dongfeng Company regards “building a sustainable development for centuries as the east wind, facing the world's internationalization, and developing its own development in the open east wind” as its vision, supported by the two major commercial vehicle and passenger vehicle systems and proposes “3+1”. The combination of incentives - compensation incentives, project incentives, equity incentives and talent grants, to solve the two major talent issues, and gradually get rid of the dependence on the introduction of external talent. I believe that the innovation of institutional mechanisms, the introduction of talents, the perspective of mechanisms, the growth of endogenous talents, and the emphasis on the introduction of talents, the sustainable development of China's auto industry will evolve from "Made in China" to "Created in China," from the big auto country. The automobile power is promising.

Fu Yuwu: Cooperation between Production, Teaching and Research to Promote Independent Innovation of Enterprises

In 2007, the China Automotive Engineering Society conducted a survey on the conditions of innovation resources of 102 domestic vehicle companies, collecting a total of 140,000 data, and completed the “Study on Autonomous Product Development Capability of Chinese Automobile Enterprises”. The results show that the Chinese car companies currently lack the most financial resources and supplier resources, and the lack of cooperation resources for production, education and research. The facts tell us that the common technology research and development capabilities of enterprises and the lack of industrial common technology supply have become a major bottleneck that seriously restricts the upgrading of China’s industrial technology and the country’s ability to independently innovate.

To carry out common technological innovation, we must rely on the close cooperation between production, learning, research, and the government. We must establish good cooperation and research ties between enterprises and enterprises, enterprises and research institutions, and higher education institutions. At the same time, the enterprise itself also has the inherent needs and attributes of technological innovation. Therefore, the enterprise should become the main body of technological innovation, namely, the main input, the research and development main body, the interest distribution main body and the subject of risk responsibility.

At present, China's auto market has a relatively high level of international competition, and basic conditions for corporate innovation are relatively weak. The realization of joint innovation among enterprises and industry, universities, and research institutes through technological alliances and the promotion of technological progress of enterprises are becoming the consensus of the industry. In the future, auto companies should further increase their understanding of the innovation alliances between production, education and research, and build public technology platforms. All enterprises must actively establish a team of talents for cooperation in production, research, and research, create a creative talent chain for production, education, research, and vigorously promote the cooperation of talents in production, research, and research so as to provide adequate talent support for industrial development.

Wang Datong: Creating an Independent R&D Team with an International Perspective

As for the next step in the Chinese auto industry, as Li Shaoshan, deputy general manager of Dongfeng, said, we must have an independent, sustainable, global automobile road. We have reached consensus on this. However, there is still a gap between Chinese auto companies and famous multinationals. For example, Toyota continuously applies new technologies and new energy, and the rate at which new products are put into operation is accelerating. In 2007, the company’s profit reached more than US$14 billion. They are backed by what they support. Specifically, there are four main elements: an excellent corporate culture that is constantly improving, some necessary advanced R&D facilities, a stable and experienced R&D team, and an efficient management and development team. Process. Among them, the most important is the stable talented person with rich wealth. Professional auto talent is the key to independent research and development.

Based on the above considerations, we can find that independent research and development is the driving force and guarantee for the sustainable development of China's autos. China's auto research and development should form breakthroughs in the quality of talent, talent structure, and the number of talents. Due to the rapid development of the current automotive industry and related industry technologies, the talent issue is still a prominent issue, especially the lack of experienced product development personnel. The overall performance is that the total number of R&D personnel is small, the R&D power is relatively decentralized, the R&D area is limited, and the R&D data base is poor. It is understood that currently there are less than 2,000 independent research and development institutions directly under the China Automotive Corporation Group, and most of them are under 1,000.

Regarding the construction of a talented team for the automotive industry, I think that we should think from the following aspects: emancipate the mind, build a global vision to create an innovation system for Chinese auto companies, strengthen the company’s talent training system, and improve the innovative capabilities of on-the-job personnel; take people as the foundation and make the best use of it, only build one. With a strong independent research and development team for Chinese cars, China can truly become a powerful automobile country.

Xu Min: Looking for a Way to Integrate Chinese and Western Education and Cultivate Higher Education

At present, although many colleges and universities have set up automotive majors, some have set up automobile colleges and automobile engineering institutes, and added a large number of automotive professional courses, but most of them focus on classroom education, and there is a disconnect between the company's knowledge and ability needs. There is a gap between the education and training that students receive at school and the knowledge and skills required for the actual work of the company. This is mainly because the learned knowledge is old, hands-on ability is poor, and the company’s work process and team model are not suitable.

Companies have high expectations for students of elite schools, especially master's and doctoral students. They hope that they can entrust them with important tasks. Most students do not have enough ideas to prepare themselves, feel good about themselves, but have a low level of experience, and form a relatively sloppy trial run-in period. It usually takes one year to a year and a half. It is a test for individuals and it is difficult for companies to wait.

Combining the experience and experience of studying and studying in universities in China, Japan, and the United States in the past 30 years, and the work and management experience of auto companies in the United States and China, I have been seeking a way to integrate new Chinese and Western education and training. .

I hope that college education can achieve the following objectives for personnel training: a solid foundation of knowledge, product knowledge and skills, strong hands-on ability, research ability close to the world level, familiarity with project management and various standardized management of the enterprise, cooperation and win-win team spirit. High quality, versatile, international, with clear leadership qualities and capabilities.