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The time can be traced back to 2011, when Fangduo started its business. It worked hard for eight years in a two-story duplex of a residential building in Shenzhen. From Shenzhen to Shanghai and then all over the country, it went public on NASDAQ in November 2019.
This guest, Liu Xiaoyu, is one of the elders of FangDD's entrepreneurial team. From first-line business to middle desk, business support management, and then to HR, he witnessed the scene of bell ringing listing as the ecological partner and general political commissar of FangDD.
The following is a summary of the interview:
From start-up to bell ringing: The road ahead is longer
Liu Zhibin: November 1, 2019 is a memorable day. How did you feel at the moment when NASDAQ rang the bell?
Liu Xiaoyu: I have been working with Fangduo for eight years. I feel very happy and proud that I have created a new era of performance with my team. At the same time, I also know that going public is a stage choice and a new start for the company, and the road ahead will be longer and more demanding. So the celebrations were only on the first day, with the 2020 strategy meeting on the second.
Liu Zhibin: In 2011, group buying websites should be the most popular time, and there are many opportunities. Xiaoyu, why did you choose to join FangDD and engage in real estate Internet?
Liu Xiaoyu: I met the three founders of FangDD through China and Europe. I saw the pain point of low efficiency in the transaction process of this industry. I thought that the Internet was changing all industries, but only the residential field was not changed by the Internet. At that time, I was engaged in sales in the real estate industry. I felt the same way and joined without hesitation. At the beginning, we only had a few people.
Liu Zhibin: What are the differences between Fangduo and other companies that are in business at the same time or that have closed down?
Liu Xiaoyu: To run a company or enterprise, the original intention is very important. We will see that the threshold to enter the industry is not high. But FangDD hopes to change the industry through the industrial Internet and create value for the industry.
In the early stage, developers think that second-hand housing practitioners are not familiar with the real estate, worried about sales risk, second-hand housing practitioners worry about the blurred boundaries of customer ownership, the lack of a fair platform to help them graft resources.
Fangdd, as a platform, plays the role of credit endorsement. Through its independent and open positioning, both parties can confidently cooperate on the platform. At the same time, through mobile Internet, SaaS and big data, FangDD continuously provides performance growth solutions and services for real estate brokers and merchants to improve their service efficiency, increase their business types and broaden their service scope. At the same time solve the problem of information asymmetry.
Liu Zhibin: How many employees does Fangdd have in China?
Liu Xiaoyu: Now there are more than 1,600.
Liu Zhibin: What value has the HR team brought to Fangduo's development and even listing after experiencing the peaks and troughs of personnel changes?
Liu Xiaoyu: We continue to introduce suitable talents to optimize the company's genes. The three founders of FangDD are from the traditional real estate industry and the Internet industry respectively. In the early stage, many of the team members are business talents who grew up in the field of real estate sales and have been deeply involved in the real estate industry.
The first team we established on the first day of our business was the research and development team, which established the core of Internet technology talent oriented. So far, the team has experienced from business driven, product driven, and then operation driven stage. Our youngest partner, a woman in 1988, is also a representative of operational talent.
The development of enterprises has high requirements for talents. In the early stage, human resource work was mainly service-oriented. In the middle stage, I gradually found that organizational ability determines whether the strategy can be implemented and whether the business can continue to grow. So we're going to be organization-driven in the future.
Fangduo's concern: human efficiency and temperature
Liu Zhibin: I have noticed that Fangdd's revenue has grown rapidly in the past three years. In the future, what more challenging or strategic actions will HR take to accelerate its growth?
Liu Xiaoyu: When it comes to growth, we pay a lot of attention to people efficiency. The most important thing for human resources is to contribute to organizational efficiency, which is the result of people efficiency. From my perspective, human effectiveness is divided into two dimensions:
One is the organizational efficiency. Fangdd has changed from the traditional and bureaucratic organization to the BU division organization and then to the current platform organization. We use platforms to empower our business and deliver value to our users.
The second is personal efficiency. In the past few years, the number of people in FangDD has been declining, but the efficiency has been improving. From the perspective of FangDD's most mature new house business, the number of people in FangDD has decreased by about 40% compared with 2016, but the efficiency has increased by more than 110% from 2018 compared with 2017.
Liu Zhibin: What unique work has Fangduo done in talent training?
Liu Xiaoyu: Fangdd advocates the combination of strategy and management in talent training.
I have always emphasized to the HR team that our mission is to build a team whose values and organizational capabilities match the company's strategic development through HR work.
Why use the word build? Because HR work has no end and needs to be continuous, and our industry cannot fully import the ready-made talent in the market.
At the same time, we will find that we need to classify and grade the personnel training for different posts and positions.
For example, our company has 5 power growth camps to build internal talent echelons, which are divided into nuclear power, source power, starting power, new power and latent power, and will continue to polish and optimize in the future.
Liu Zhibin: In the area of employer brand, what has Fangdd done to enhance employee happiness and attract potential talents from outside?
Liu Xiaoyu: In terms of employer brand, we have two key words: attract and retain. We pay attention to employees' real sense of experience. In order to make employees have a better experience, we will communicate with them transparently about the mechanism and norms of assessment, incentive and promotion. During the life cycle of each employee, we will gradually try and make efforts to care for employees at key points from employee interview, entry to promotion and even resignation. Enhance employees' sense of belonging and happiness at work.
Liu Zhibin: Do you have targeted care for the employees who quit FangDD?
Liu Xiaoyu: Any Duoduo Yi (Duoduo Yi is a nickname for Fangduo's employees) who fought hard for Fangduo Duo deserves respect and memory.
We will send messages of good wishes to the departing employees, and we will keep the job number of each employee. We also have a regular recruitment plan for retired employees. When each Duoduo ant comes back, he/she will find his/her job number still there, which makes him/her feel very different.
We want to send a message that if you want to come back, Fangduo's arms are always open. Welcome home.
Once an employee who had worked for more than five years wanted to leave the company because of his family's business. On the night he left, he sent a circle of friends and said: Report head, XXX employee came to report. Grateful for the days in the company, grateful for all the experience made me from a workplace white to veteran. Gratitude is all in Room More.
This circle of friends is accompanied by nine pictures of his growth, and his changes and growth are vividly seen. Every time I think of this circle of friends, it moves me very much.
Liu Zhibin: This is a great event, and I can see Fangduo's unique charm and warmth of human resources. One of the most popular words at present is the digitalization of human resources. I would like to ask Xiaoyu to share with us what Fangduo has done in the digitalization of human resources.
Liu Xiaoyu: There are two levels.
In the aspect of operation, we advocate combining the data of human resources with the data of business, such as the ratio of person-effectiveness to production-production of the whole company and the per capita output of a certain post, and analyze it from top to bottom.
In the individual dimension, behind each employee is a series of numbers, such as technical information, promotion data, training data and basic quality scores.
For example, each post is classified with corresponding key entries, which are divided into different scenarios of ABCD. The supervisor will give periodic scores to the personnel of each post according to the monthly numerical information and corresponding key entries of each post.
Behind the standardized model, there is a numerical precipitation every month. We can have an insight from the dimensions of quality and ability, job classification and performance. When it is necessary to move posts or fill talent vacancies, it is clear how to combine. These data are very helpful to the operation, and the employees are more recognized.
HR team: continuous growth and internalization
Liu Zhibin: Is there only one Title of "General Political commissar" in FangDD?
Liu Xiaoyu: Yes. But each business unit will have a political commissar, that is, the public cognition of HRBP, the whole company has more than 20 political commissar.
Liu Zhibin: What are the responsibilities of political commissar Fangduo?
Liu Xiaoyu: The political commissar is a deep understanding and promoter of strategy.
Understand business objectives and strategic paths, conduct business collaboration, ensure work flow and clear division of labor through organizational structure design;
Pay attention to talent, guarantee post matching, let the individual play the value;
The most important thing is cultural transmission. In addition to values, it is necessary to ensure the consensus of strategy and goals, so that the team can "make a hole".
Of course, we will try our best to help our employees solve the problems they encounter in work and life.
Liu Zhibin: So it sounds like Fangdd should have a lot of cultural manifestations similar to clubs?
Liu Xiaoyu: Yes, we have a football culture called "front, center and back". It's easy to understand, up front, scoring goals, midfielders coordinating and the back keeping the line.
This kind of competitive culture can help improve the cohesion of the team to achieve the goal, but also exercise the mentality of winning and enterprising. Every year, we also hold a Fangduo football match, not only for internal, but also extended to brokerage firms, brokers, franchisees, etc.
Liu Zhibin: What is the current human resource structure of FangDD?
Liu Xiaoyu: We adopted a "three-pillar" approach.
The Political commissar (HRBP) is the front man of the Human Resources Department, identifying problems and diagnosing organizations in various business entities and business lines.
The COE is the middle desk of the human Resources Department and supports solutions such as organization development, culture, resource allocation, and rule making.
The background has SSC sharing service.
We also have Fangdd University, which will empower our merchants in addition to internal training.
Liu Zhibin: How do you learn and grow?
Liu Xiaoyu: Growth and learning is continuous. It is the evolutionary concept of the whole team to look at human resource work from a higher perspective, apply professional methods, and internalize it into Fangduoduo's unique practice.
Fangduo HR team is relatively young, most of them are born in the 1990s. They often gather together for brainstorming. They also believe that no set of human resource management system can be directly applied to Fangduo, so they will learn some typical industry practices and invite senior external consultants for regular training. These combination learning, from the perspective of the industry, professional tools, practical training has brought positive effects. Our quality model and employee life cycle experience are constantly internalized on these basis.
Liu Zhibin: There are also members of Xiaoyu's HR team here. I would like to ask you, when you mention Xiaoyu, what three words come to mind immediately?
HR Team Rep: In three words, the first one is warm. I used to be a political commissar, so it was hard to avoid disagreements between the front line and the business team, and I felt very frustrated. Sister Xiaoyu will encourage you, comfort you, and help you organize your thoughts and coordinate your resources, just like family members. Give you the best support, help you cover the bottom.
The second word is pattern. Their perspective and thinking is relatively one-sided, considering things may not be comprehensive. But with Xiaoyu sister to create work, always by her thoughtful thinking and overall thinking to shock.
The third word is down to earth, or close to the people. I just joined the company, will be "general political commissar" this name to "scare", thus producing a sense of distance. But Xiaoyu sister is very down-to-earth everyday. She doesn't have a separate office, she works at the same desk as us, so she can communicate with us at any time. Besides caring about our work, we are also very concerned about our life.
Liu Zhibin: These three words are very good to explain the impression of Xiaoyu. As the general commissar of a listed company, you are very busy in your daily work, and you are also a mother. How do you strike a balance between work and life?
Liu Xiaoyu: I think I can balance my work if I have a sense of value and happiness, while it is difficult to balance it otherwise. My way is to fully communicate with my family and let them understand and recognize the value and achievement of my work. In fact, the best way to balance work energy is to cultivate the team, so that they can grow faster and better. The leaders of our organization development, Fangdd University and SSC are all born in the 1990s. It is also our hiring philosophy to find hard-working, studious, intelligent and introspective young people.
Liu Zhibin: There are a lot of young people in our team, and there are also a large number of young people in the workplace who are exploring their careers. Some of them may not be able to find their direction right away. Could you give some advice to young people who are just entering the workplace?
Liu Xiaoyu: First of all, I hope people can work and live happily while keeping their own edges or personalities. I don't want them to just obey and conform when they enter the workplace. You can feel the vitality brought by the enterprise, to be positive and feel different ways of thinking.
Second, do things calmly, really to absorb, through, practice what learned, pragmatic. At the same time, be clear about your output value, what you can contribute to the company at present, even if the simplest thing can be done wholeheartedly. In fact, the best evaluation of a person is reliable, is to give you the most at ease.
Liu Zhibin: I noticed that the cooperation between Beisen and FangDD is quite good. Why did Beisen choose Beisen? What problems did Beisen help FangDD solve?
Liu Xiaoyu: The starting point of choosing Beisen is to choose a SaaS company with excellent Internet genes to improve the working efficiency of HR in the era of informatization and systematization.
After in-depth cooperation, we found that the service of Beisen is convincing. We felt that Beisen is not only doing SaaS, but actually doing a systematic enterprise service. It can provide resources in talent evaluation, system, employer brand building and industry communication. So for us, Beisen is not just a supplier in the traditional sense, but a partner.
