【CXO观点】佛吉亚亚洲区人力资源副总裁孙思群：人是企业最宝贵的财富

洞悉人心，有容乃大，人永远是企业最宝贵的财富。

从最初武汉的一家汽车制造厂起步，佛吉亚中国历经飞速发展和转型，在中国已建立65家工厂、6个技术中心与11个研发中心。除了硬核的技术与制造实力，佛吉亚中国多元、温暖、充满人情味。20年以上老员工超过100名。这背后，人力资源起到了不可忽视的促进作用。

今天，让我们一起走进佛吉亚亚洲区人力资源副总裁孙思群女士的视角，从她个人的工作笔记，了解人力资源是如何在各个阶段助力企业发展。她又和多少佛吉亚人一样，把职业做成热爱的事业。

孙思群女士于2008年加入佛吉亚，曾先后担任中国区员工管理与发展总监、中国区人力资源总监和中国区人力资源副总裁等多项职位，负责人力资源发展战略与集团战略对接，并在中国区实施各项人力资源项目以保证充分满足业务增长和变化的需求。在她的带领下，佛吉亚中国区的人才获取、识别、孵化和培养体系不断搭建完善，并为员工打造像家一样的企业氛围。

2008年，从事人力资源行业13年的孙思群女士来到佛吉亚，为快速发展中的佛吉亚制定人才本土化战略及实施方案。

工作笔记：

佛吉亚在中国的发展离不开大量的技术专业人才，但技术性人才稀缺且晋升通道并未完全打通。如何借鉴国际上既有的模式，结合本土智慧，以前瞻性的眼光吸引更多本土专业人才加入，树立人才与公司一起成长的信心。这，也是我今年加入佛吉亚之后的主要工作之一。

近期，佛吉亚集团正在全球推行“专家”项目，可是极少的全球名额对于我们中国不错的工程师而言有些遥不可及。因此，我与团队成员一起将集团的专家体系下沉到中国专家体系，为有志于精进技术的专家人员打通与集团专家的对接，让他们看到个人的职业发展期望是可以实现的，他们与公司的成长也是息息相关的。

逢山开路，遇水搭桥。我们已经能够看到中国汽车市场的腾飞起势，作为在中国的外企，无论是管理岗位还是技术岗位，佛吉亚需要本土人才的优势和特质去实现纵深发展和市场共赢。所以实现人才本土化，让人才看到自己的晋升空间和发展前景，将是助力我们持续发展的东风。

2011年，孙思群女士在中国汽车工业高速发展的阶段，为佛吉亚人的领导力发展掌舵护航。

工作笔记：

中国汽车工业实现迅猛发展，一举成为汽车生产和销售世界第一的国家。佛吉亚这几年也在不断拓展业务，建立新的工厂，实现快速扎根中国市场。于是，有一个问题就摆在了我们面前：如何保证佛吉亚的基因在新建工厂中稳定延续，维持正确的决策方向，保证一贯的产品质量？

在和团队讨论之后，我们设计了金三角计划（Golden Triangle），让有潜能和经验的人才内部转岗去建立新厂，担任厂长和n-1职能工作位置。这样，在有佛吉亚基因、具备丰富经验的领导带领之下，新兴工厂的员工从一开始就在佛吉亚文化氛围中成长。

此外，我们观察到本土OEM的崛起之态，开启了在中国合资合作的集团战略。在这一过程中，对担任合资工厂的厂长所需要的能力要求很高。作为一家国际企业，如何与本土伙伴碰撞出良性“火花”，是我们实操过程中的一大收获。我们建立了合资企业成功经理画像（Successful Profile For JV’s General Manager）的模式，并引入工作坊一起共创中国式的领导力，将西方的科学方法和中国哲学有机结合，以中国的传统文化和理念，对本土人才进行道的滋养和术的培养，打造符合合资企业的领导力。

佛吉亚中国的队伍越来越壮大，也需要越来越多的领导力量去推进共同的成长与发展。但培养领导力，不仅仅是个人能力、信念、行为的培养，更重要的，是利用自己的擅长之处去影响更多的人，并让其他人愿意追随自己，为公司持续做出贡献。

2016年，中国汽车行业正在经历前所未来的变革，作为佛吉亚中国区人力资源副总裁的孙思群女士助力佛吉亚以前瞻视角立足行业前沿。

工作笔记：

近年来，新能源成为未来发展风向标，中国造车新势力的地位也不断得到夯实，中国汽车行业将面临更多机遇与挑战。好在，佛吉亚的业务种类不断完善，在行业前沿不断前行。作为人力资源部门，我们该如何在未来到来之前，助力企业做出合适的人才判断和调整，发挥应有的作用？

在汽车行业黄金发展的十多年里，土生土长的佛吉亚本土人才不断发挥中坚力量。而在岛链化时代，我们则需要打开，开始实现重新国际化。当越来越多的中国本土整车品牌开始向国际市场出口，我们能为新一代的年轻力量打造出不同的发展路线，有的放矢地开放外派工作机会，让他们随着OEM出海，即使在异国他乡也可以有所成功。

一直以来，我们坚持的“战略招聘”也在如火如荼地进展中，我们每年进行人才盘点，为员工提供看得到的职业发展，让他们有机会看到更宏观、系统的职业发展路径，并提供有针对性的培养。

在数字化时代到来的今天，我们也希望通过数字智能手段提升大家的工作效率、优化工作体验，通过采用一体化的PASS人力资源系统协助大家管理员工的个人信息、绩效等工作，把大家从一些重复的工作中解放出来。当然，我始终认为，人的价值无法被人工智能取代。这是因为，人都有非常复杂的情感需求，这是机器无法解读的。而且，如今市场变化更快、更复杂，仅凭数字化手段是不可能应对这些挑战的。

同时，我们开始注重打造多元、包容、温暖的企业文化，可以预想到，将有越来越多以“人”为核心相关的项目火如荼地展开。

2022年，升任佛吉亚亚洲区人力资源副总裁的孙思群女士肩负更多工作职责，为每一位新老员工打造出属于他们的事业

工作笔记：

今年我的工作范围扩大到了亚洲区，包括日本、泰国和韩国等。面对不同的国家，作为一家包容、开放的企业，我们在不同的国家在实现本土化人才战略的同时，也会从其他国家吸纳更多元的人才，最近我们重新开启之前中断了的“Chinese expatriates”计划，把中国的人才派到国外工作。

随着FORIVA佛瑞亚集团的成立，我作为佛吉亚亚洲区人力资源副总裁，也是佛吉亚和海拉之间“Project One”的沟通窗口。双方已经开展了不少研讨会，也有了一些很好的合作，我们也正在推进双方基于各自的优势和实力，实现人才在内部的调换。

经过多年来一路乘风破浪，我们在佛吉亚始终践行“以人为本”的理念，为大家打造更加人性化的工作环境的发展平台。在中国区设立佛吉亚大学，注重人才精细化培养与长期发展；针对女性员工开展的Her Power、WoW等项目，进一步赋能女性领导力；以创新大赛激发员工，进一步赋能佛吉亚的创新力；以人为本，营造幸福办公体验。我们号召所有员工一起发挥力量，持续探索在社会责任方面的创新实践，花式激发员工爱的能量。可以欣喜地看到，在我们的努力下，佛吉亚中国的“家”文化变得更加浓厚并充满生机。

文末快问快答

Q 这是您在佛吉亚工作的第几年？

我在佛吉亚工作已有近15年之久。在人力资源的岗位上，我以真实与同理心将人与人连接起来，与团队一起在佛吉亚营造“家”的氛围和文化，也期待更好地赋能佛吉亚的业务发展。

Q 您希望为员工打造怎样的工作环境？

我们一直致力于打造一个更高质量、更好氛围的工作环境，为员工提供一个更加能够施展自己才华的舞台。在佛吉亚这家欣欣向荣的国际化公司里，每一位员工获得的不是一份工作，而是一份事业。

Q 您的工作信条是什么？

“无欲则刚，有容乃大”是我工作信条。我和我的团队在不断成长，以更好地助力其他职能部门。我常和大家说，我们要把自己变“小”，以抱利他之心，行利他之事的心理去成就他人，提升自己。

Q 您认为如何检验一位人力资源从业者的工作是否优秀？

我认为最简单的方法就是：业务变化的过程中，你始终能提供HR的解决方案，并在这一过程中，总能春风化雨地解决问题，其他部门有困难时，第一时间寻求HR的帮助。

Q 在汽车行业从事人力资源有什么样的挑战？

在汽车行业从事人力资源工作也不是一件容易的事情：日新月异的技术，不断变化的市场情况……我认为，一个不懂业务的HR并不是一个好的HR。只有不断去关注社会动态、行业趋势，翻新自己的知识结构，才能成为自己领域的佼佼者。

知人善用，人尽其才。看完孙思群女士的这份工作笔记，你是否受到激励，对自己的职业发展有更多憧憬？关于女性领导力，你还想了解什么话题？欢迎留言哦！

翻译：

Understanding the heart, tolerance, people will always be the most valuable wealth of the enterprise.

From its beginnings as an automobile manufacturer in Wuhan, Faurecia China has undergone rapid growth and transformation, with 65 factories, 6 technical centers and 11 research and development centers in China. In addition to core technology and manufacturing strength, Faurecia China is diverse, warm and full of human touch. More than 100 employees with more than 20 years of experience. Behind this, human resources have played a role that cannot be ignored.

Today, let’s walk into the perspective of Ms. Siqun Sun, Vice President of Human Resources of Faurecia Asia, and learn from her personal work notes how human resources help enterprises in various stages. And like so many Faugians, she made her career a passion.

Siqun Sun, Vice President of Human Resources, Faurecia Asia

Ms. Sun joined Faurecia in 2008 and has held various positions including Director of Staff Management and Development in China, Director of Human Resources in China and Vice President of Human Resources in China. She is responsible for the alignment of human resources development strategy with the Group’s strategy and the implementation of various human resources projects in China to ensure that the needs of business growth and change are fully met. Under her leadership, Faurecia China’s talent acquisition, identification, incubation and training system has been continuously improved, and a home-like corporate atmosphere has been created for employees.

In 2008, Ms. Sun Siqun, who has been engaged in human resources industry for 13 years, came to Faurecia to develop talent localization strategy and implementation plan for the rapidly developing Faurecia.

Work Notes:

Faurecia’s development in China is inseparable from a large number of technical professionals, but technical talents are scarce and the promotion channel is not fully opened. How to learn from the existing international model, combined with local wisdom, with a forward-looking vision to attract more local professionals to join, and establish the confidence of talent and the company to grow together. This is also one of my main tasks after joining Faurecia this year.

Recently, Faurecia Group is implementing the “expert” project globally, but the very few global quotas for our good engineers in China are a little out of reach. Therefore, I worked with my team members to sink the group’s expert system into the Chinese expert system, connecting experts who are interested in improving technology with the group experts, so that they can see that their personal career development expectations can be realized, and they are closely related to the growth of the company.

Open roads in mountains and build Bridges in rivers. We can already see the rising trend of China’s automobile market. As a foreign company in China, Faurecia needs the advantages and characteristics of local talents to achieve in-depth development and market win-win, no matter in management positions or technical positions. Therefore, the realization of talent localization, so that talents can see their own promotion space and development prospects, will be the east wind to help our sustainable development.

In 2011, Ms. Sun Siqun took the helm of Faurecia’s leadership development during the rapid development of China’s automotive industry.

Work Notes:

China’s automobile industry has achieved rapid development and has become the world’s first country in automobile production and sales. In recent years, Faurecia has also been expanding its business and building new factories to quickly take root in the Chinese market. Therefore, there is a question in front of us: how to ensure the stable continuation of Faurecia’s genes in the new factory, maintain the right direction of decision-making, and ensure consistent product quality?

After discussion with the team, we designed the Golden Triangle program to allow potential and experienced people to transfer internally to set up a new plant and assume the positions of plant director and n-1 function. In this way, under the leadership of experienced leaders with Faurecia genes, the employees of the new plant have grown up in the Faurecia culture from the very beginning.

In addition, we observed the rise of local Oems and started the group strategy of joint venture cooperation in China.

In this process, the ability required to serve as the director of the joint venture plant is very high. As an international enterprise, how to strike a positive “spark” with local partners is a big harvest in the process of our practical operation. We established the model of Successful Profile For JV’s General Manager, and introduced workshops to create Chinese-style leadership, combining Western scientific methods with Chinese philosophy, and combining traditional Chinese culture and concepts. Cultivate local talents with moral and technical skills, and build leadership that conforms to the joint venture.

Faurecia China’s growing team also needs more and more leadership to promote the common growth and development. However, leadership training is not only about the cultivation of personal abilities, beliefs, and behaviors, but more importantly, it is about using what you are good at to influence more people and make others willing to follow you and make continuous contributions to the company.

In 2016, China’s automotive industry is going through future changes. As Vice President of Human Resources of Faurecia China, Ms. Siqun Sun helps Faurecia stand at the forefront of the industry from a forward-looking perspective.

Work Notes:

In recent years, new energy has become the vane of future development, and the status of China’s new car making forces has been continuously consolidated, and China’s automobile industry will face more opportunities and challenges. Fortunately, Faurecia’s business categories continue to improve and continue to move forward in the forefront of the industry. As a human resources department, how should we help enterprises make appropriate talent judgments and adjustments before the arrival of the future, and play their due role?

In the golden development of the automotive industry for more than a decade, local Faurecia talents continue to play the backbone. And in the era of island chains, we need to open up and start re-internationalizing. When more and more Chinese local vehicle brands begin to export to the international market, we can create a different development route for the new generation of young forces, and open up overseas job opportunities with the target, so that they can go to sea with the OEM, even in a foreign country can be successful.

All along, we adhere to the “strategic recruitment” is also in full swing progress, we carry out a talent inventory every year, provide employees with visible career development, so that they have the opportunity to see a more macro, systematic career development path, and provide targeted training.

In the advent of the digital era

In the advent of the digital era, we also hope to improve everyone’s work efficiency and optimize work experience through digital intelligence means, and liberate everyone from some repetitive work by adopting the integrated PASS human resources system to help you manage employees’ personal information and performance. Of course, I always believe that human value cannot be replaced by artificial intelligence. That’s because people have very complex emotional needs that machines can’t read. Moreover, today’s markets are changing faster and more complex, and it is impossible to meet these challenges by digital means alone.

At the same time, we have begun to focus on building a diverse, inclusive and warm corporate culture, and we can expect that more and more projects will be launched with “people” as the core.

In 2022, Ms. Sun Siqun, who was promoted to Vice President of Human Resources of Faurecia Asia, shouldered more responsibilities and created a career for every new and old employee

Work Notes:

This year I expanded my work to Asia, including Japan, Thailand and Korea. In the face of different countries, as an inclusive and open enterprise, while implementing the strategy of localization of talents in different countries, we will also attract more diverse talents from other countries. Recently, we have reopened the suspended program of “Chinese expatriates” to send Chinese talents to work abroad.

With the establishment of FORIVA Group, I served as Vice President of Human Resources for Faurecia Asia and as the communication window for “Project One” between Faurecia and Hella. The two sides have conducted a number of seminars and have had some good cooperation, and we are also promoting the internal exchange of talents based on their respective advantages and strengths.

After years of riding the wind and waves all the way. We have always practiced the concept of “people-oriented” at Faurecia to create a more humane work environment for everyone. Establishing Faurecia University in China, focusing on the fine training and long-term development of talents. Programs such as Her Power and WoW for female employees further empower female leadership. Inspire employees with innovation competitions to further empower Faurecia’s innovation. People-oriented, create a happy office experience. We call on all employees to exert their power together, continue to explore innovative practices in social responsibility. And creatively stimulate the energy of employee love. We are pleased to see that with our efforts, Faurecia China’s “home” culture has become stronger and more vibrant.

Ask and answer quickly at the end of the article

Q How many years have you been working at Faurecia?

I have been with Faurecia for nearly 15 years. In the human resources position, I connect people with authenticity and empathy. And work with the team to create a “home” atmosphere and culture in Faurecia. And look forward to better empowering Faurecia’s business development.

Q What kind of working environment do you want to create for your employees?

We have been committed to creating a higher quality, better atmosphere of the working environment, to provide employees with a more able to display their talent stage. At Faurecia, a thriving international company, every employee is not given a job, but a career.

Q What is your work ethic?

“Strength without desire, tolerance” is my work creed. My team and I are constantly growing to better support other functions. I often say to everyone that we should make ourselves “small”, to achieve others and improve ourselves with the mind of altruism and doing altruistic things.

Q How do you test whether an HR practitioner is doing a good job?

In my opinion, the simplest way is that you can always provide HR solutions in the process of business changes. And in this process, you can always solve problems smoothly. When other departments have difficulties, they will seek HR’s help at the first time.

Q What are the challenges of working in human resources in the automotive industry?

Working in human resources in the automotive industry is also not an easy task: changing technology, changing market conditions… In my opinion, an HR who does not understand the business is not a good HR. Only by constantly paying attention to social dynamics, industry trends. And renovating your knowledge structure can you become a leader in your field.

Make the best use of people. After reading this work note of Ms. Sun Siqun,

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