Change of senior managers, integration of business units, merger of regional companies, cancellation of some regional companies
According to incomplete statistics, more than 70% of the top 30 real estate enterprises in China have adjusted their organizational structure since last year.
Among them, there are not only real estate enterprises that have not adjusted their organizational structure for the first time, such as Xuhui holdings, Greentown China, Zhongnan land, Longhu group and Seazen Holdings Co.Ltd(601155) , but also rare state-owned enterprises and central enterprises that have changed their defense in large-scale districts and merged regional companies.
The major adjustment of organizational structure and the change of management can be simply interpreted as “routine adjustment with the development of the enterprise”.
However, whether it is a private enterprise with large debt scale or a state-owned enterprise with relatively abundant cash flow, what can be seen from its recent actions is that at the moment of in-depth adjustment of the industry, enterprises begin to “ask for red profits from management” by reducing costs, increasing efficiency and fine operation.
The reporter learned from an exchange with the management of a listed real estate enterprise that at present, in the process of merging and streamlining the organizational structure, real estate enterprises begin to pay more attention to “human efficiency ratio”, reduce communication links, shorten decision-making time, and increase assessment authority.
Especially under the constraints of many factors, the digitization of “human efficiency ratio” is put on the table. Although real estate enterprises also know that this adjustment will bring certain negative emotions to employees, it is indeed the pain brought by the in-depth adjustment period of the industry and the change that employees have to adapt to.
Another change is that real estate enterprises began to recruit experienced talents in the traditional manufacturing industry, learn from the experience of manufacturing industry and find the development rhythm of real estate, which is more obvious in the real estate enterprises of heavy warehouse industrial park and commercial real estate.
At the same time, in terms of talent selection and appointment, the head real estate enterprises also have a more open attitude. For example, China Merchants Shekou Industrial Zone Holdings Co.Ltd(001979) by creating key talent training projects such as “executive flight”, “transformation pioneer class” and “new voyage class”, a diversified talent supply pattern has been formed; Since this year, the senior management of China Resources Land has proposed to have a “more open” and “unbalanced” talent view to gather talents from all over the world.
Finally, it is transformed into the “human efficiency ratio” and other business results that the senior management of the enterprise pay more attention to. We have to mention Hangzhou Binjiang Real Estate Group Co.Ltd(002244) which has been out of the circle frequently in recent years. The first thing that made its peers envy was “employees only work 7 hours a day”, and then they boarded the hot search “annual leave and year-end benefits of other people’s homes” for many times.
In fact, the pursuit of deep ploughing regional project focus, management and product standardization is the main way for Binjiang to achieve the above management effect envied by its peers.
From the practical point of view, that is to share a set of team. For example, the first project of Binjiang in a city, including sales, finance, etc., has 21 ~ 23 full staff. After the first project enters the final period, in addition to leaving a small number of people to do the closing work, some personnel will be gradually dispatched to the second project and the third project. Employees have multiple projects and roles under the standardized system, so as to effectively improve the human efficiency ratio.
In the view of the management of the above real estate enterprises, in order to “live” and “live for a long time” in the changing market, in addition to benchmarking and referring to the industry benchmark sample enterprises, it is the king way to improve the core competitiveness of enterprises through market-oriented talent organization reform and upgrading.
However, for real estate enterprises, in the context of the downward trend of the industry, the adjustment of organizational structure will be a long-term process, and it will also be a long-term process to realize “asking for dividends from management”.
