Novo Nordisk Medical Representative: How do you view your work?

Screen people with culture, unite people with care, and develop people with competency model. On both sides of the corridor in the office of Novo Nordisk (China) Pharmaceutical Co., Ltd., there are large photos. The people in the photos are all diabetic patients from all over the world, including mature Tanzanian men who have lost their limbs due to out-of-control and Indian girls who are in the flower season. One photo impressed me the most: a two-or three-year-old Russian boy was playing on the ground, and his big innocent eyes looked naughtily at the photographer's camera. This child is also a diabetic. If not treated and controlled in time, his life will be threatened. In the survey of the best employers in China in 2003, Novo Nordisk was on the list, with two outstanding indicators: high work enthusiasm and low turnover rate. Hong Chaoyang, Director of Human Resources and Corporate Communication Department of Novo Nordisk (China), said that for our employees, work is not just a job, but a profession. We told them: you are not selling medicine, but educators. In China, the ratio of doctors to patients is relatively low, so many tasks of spreading knowledge to patients need to be completed by medical representatives. Selling products is only a natural result. We believe that ability is plastic, but the formation of values takes longer. Therefore, when we screen people, we pay special attention to whether his values are likely to be unified with the enterprise. There used to be an example: as soon as a new employee came in, we had to train him a lot of professional knowledge. The induction training lasts for 15 days, followed by a series of follow-up training for employees with different functions. A medical representative said impatiently, "why do you talk so much?" I'll sell medicine. You don't care what method I use! " We replied that we only care about the way we do things. Later, we didn't hire that person. Another thing impressed me particularly: after the training, a medical representative said to me, "After being a medical representative for so many years, I realized for the first time that I was an educator. My job can help many people and make their lives different. This makes me feel very fulfilled. " In this way, employees combine self-realization with company goals. This belief makes them always full of enthusiasm in their work. Therefore, culture is not empty, but can be felt by employees and transformed into productive forces. First, let employees know about the company and recognize the company's goals, then he will like the company. And take the company's goals as your own. Employees care about patients. We care about the contact between employees and customers in general companies, which is the business of business people, but Novo Nordisk will try its best to keep non-business people in constant contact with customers or patients. Novo Nordisk established Novo Nordisk Care Club in China, and often organized activities for diabetic patients to answer their questions about diabetes treatment. So far, the club has more than 200,000 members. The company will let non-business people participate in such activities, experience the feelings of diabetic patients and deepen their understanding of customers and patients. Employees care about patients, who will care about them? The company cares about them. We also launched employee care internally. This project contains a lot of contents, including annual physical examination, and because we treat diabetes ourselves, we put some instruments and equipment to measure blood sugar for employees. We did find that some young employees' blood sugar was above normal. We immediately reminded these employees to pay attention to diet, strengthen exercise, monitor regularly and go to the hospital for treatment. And family day. The efforts made by an employee actually include the support of family members, so we will invite their families to do something that can reflect the company culture that day. For example, we are going to plant trees this year. And some very detailed things. For example, the company's logo is a cow. We make it into a brooch, and employees will get a silver brooch after the probation period. If you receive a gold brooch after working for five years, the company will have a grand ceremony, all employees will celebrate him, the general manager will write to thank him and his family, and finally invite him and his family to have a meal. 10 years old, there will be a diamond on the brooch. Employees need to be cared for, as individuals need to be cared for. When I was on a business trip in Inner Mongolia, I felt that it was very hard for medical representatives. They flew from Hohhot to the northernmost part, and then began to walk back by car station by station, sometimes driving tractors. They will go to hospitals in every town along the way, visit doctors and send them new information. Walk all the way back for 20 days. I think people's working conditions are very different after being paid attention to. I once asked a medical representative in a remote area, "Do you have the support of your lover for working so hard?" He said that his wife was very supportive of his work. When he first came to the company, he received a package one day. His wife opened it and found a cup with the company logo and his initials on it. His wife was very moved after reading it, saying that your company sent a cup with your name so far away, which was really different from others and didn't regard you as a sales machine. The other is that we think communication is very important. We do a work atmosphere survey every year, and each department scores its own team, and then we will discuss the relatively low scores. Recently, it has been found that cross-departmental cooperation is not very high. When the nerve endings are more and more developed in a rapidly developing organization, the communication between nerves may not be so frequent. This year, the company began to set the goal of cross-departmental communication. At the end of the year, a customer satisfaction survey will be conducted within the enterprise, and all departments will score each other. The working atmosphere will affect the mood of employees, and whether employees are happy or not is very important for the development of enterprises. "Let employees and enterprises develop together" is an idea of Novo Nordisk. After an employee enters the company, his supervisor will work with him to make a personal development plan. For example, do you want to go abroad in the future, do you want to go abroad to work, what are the requirements for improving professional skills, what positions you want to achieve, and so on. , so as to design and provide personal development space for employees. The company will also point out some unrealistic fantasies of employees to help them plan rationally. If an employee doesn't find that he has some strengths, the company will help him in many ways and recommend challenging goals for him. My own development is a good example. After working in the company for three years, I decided to study in the United States and submitted my resignation report to the then president. Unexpectedly, the president talked to me and told me that when I came back from studying abroad, I would be offered a more challenging position than before, and my bonus and shares in the company were notarized. I feel that the company does not regard employees as a tool to make money, but truly respects the development of an employee. Our most distinctive approach in this respect is to make a competency model by ourselves and use it to run through our talent training work. Before making this model, we participated in many training programs, and we did the training that can be done in the industry, but will we do it the next year? We don't know. On the other hand, the response is not particularly good: one supervisor said that he felt that he was busy with many courses, but he always felt that it had no effect on his performance after finishing them. Others said, "My employees have all received your English training, but why are there so many mistakes in writing emails?" At first, I asked the headquarters, and the headquarters only had a leadership model, which we felt was inappropriate. There should be a model that ordinary employees can use. We decided to do it ourselves. At that time, I heard that there was a company that spent $100000 a year to do only one department. I think it must be too complicated. We have an idea: simple and practical, born on demand, a little forward-looking, and we must see the effect. So we put forward a principle called KISS (keep it simple and stupid), to make the model look like a stupid camera and let it be used. We put three systems, job description, personal development plan and goal setting, through the competency model. These three systems have been used before, but there is no connection. The current situation is that when setting up a position, there is already a job description: what kind of responsibilities are needed and what kind of abilities are needed to perform these responsibilities. I ask these abilities not to be complicated, not to exceed level seven, and level five is the best. List the five abilities that are most needed above and divide them into three levels: I know-level one, I will do it-level two, and I will let others do it-level three. When selecting candidates, we focus on these five abilities. During the interview, according to these five abilities, we design two questions for each ability to examine the candidates. It is only fair to compare the abilities of employees. Because of this model, our goal setting is different from other companies. In addition to the performance goal, there is also a capability goal. Next is the ability analysis. We compare the current situation of employees with the abilities needed for the job, find out the three abilities with the biggest gap and put them into the next development plan. Including how to use training, attending meetings, doing projects, direct guidance from supervisors and job rotation to develop. The competency model runs through all our work. Examples of employee development abound around me. A colleague in my department starts from the most basic human resources service, and he has a goal, which is to become the manager of this team. As a manager, he must have the ability to guide and formulate strategic direction. But after evaluation, it was found that he had almost no this ability. We set a goal for him, and he usually goes to some courses on human resource strategy setting whenever he has the opportunity. In this respect, I will usually help him improve consciously, for example, let him consider what our salary strategy is in two years. How to adjust the development curve of industry and performance?