Haier Table Top Mini Fridges and Freezers
We searched high and low to find good quality "real" compressor fridges and freezers to compliment our range, and thankfully came across these units from Haier. The fridge and freezer are matching units, the same size, the same look, and with reversible doors, they can easily sit side-by-side in situations where height is a restriction. These fridges/freezers are ideal for the office, a small kitchen, the elderly or for a bed-sit environment. They are very quiet in operation, but not silent.
Haier Table Top Refrigerator HR-60

Features

Compact design. Reversible door. Energy saving (class B). Low noise operation. Optimized cooling systems. Capacity: 49 litres. 2 litre ice making compartment (2 star). Automatic defrost. Dimensions HxWxD: 515 x 500 x 500mm. Power consumption: 21W. Weight: 21Kg.
Haier Table Top Freezer HF-50
Compact design. Reversible door. Energy saving (class B). CFC free. Low noise operation. 4 star rating. Capacity: 38 litres. Dimensions HxWxD: 515 x 500 x 500mm. Power consumption: 27W. Weight: 25Kg.

COMPETING THROUGH PEOPLE

Learning from the best in China
By Professors Katherine Xin and Vladimir Pucik (July, 2006)
IMD Chemin de Bellerive 23 PO Box 915, CH-1001 Lausanne Switzerland Tel: +11 Fax: +07 info@imd.ch http://www.imd.ch
COMPETING THROUGH PEOPLE | Learning from the best in China
China today is probably one of the most competitive markets in the world. It is not the lowcost economy it used to be, and many local and foreign companies are facing the challenge how to build and maintain competitive advantage in a rapidly changing environment - with a permanent shortage of talent. How can HR increase the company capability to compete? The best Chinese companies can provide some useful lessons. How can HR add value? A good example is Haier Group, a Chinese company that grew aggressively over the last twenty years. Starting in 1984 with 100 employees, Haier today is the worlds third largest home appliance producer. CEO, Zhang Ruimin says, We must think about talent management and performance management. How can we change the mindset of the employees to get the results we need?

Holistic HR management

The cornerstone of Haiers HR system is transparency and fairness. It is a holistic system, aligning every HR activity from recruitment to performance management to the companys business strategy relentless focus on growth, quality and innovation.

Performance management

Foundation of Haiers people strategy is rigorous performance management; employees are ranked daily on results, managers monthly on performance; quarterly on potential. The system is fully transparent - evaluations of all employees, including managers, are openly displayed. This is fundamentally different from what typical Chinese or foreign firms do in China. Haiers performance management is linked to employee rewards and development.

The race-track model

Career progression in Haier is based on a race-track model. Promotion is based on performance and internal competition is ongoing. Low-performing employees are retrained, but terminated if there is no improvement managers can be demoted if they do not succeed at the higher level.

IMD - www.imd.ch

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Champions must compete

Each promotion means another race starts. The opportunities and talent pool are open. Whoever has talent and capabilities, and can produce results, will be recognized and rewarded. It is competitive, but perceived as equal and fair. Without competition, anybody can be a champion. It is only when there is a race going on that you can say Im number one!
Global deployment of HR practices
Haier attempts to expand its HR system beyond China. But for a typical American manager, having a performance ranking exposed in the company cafeteria is difficult. This performance system is too Chinese this will never work in America. Haiers answer? The company wants to stand apart it doesnt hire typical Chinese or Americans. They hire people whose values are consistent with its management philosophy; aligned with its business strategy. Around the globe, Haier makes sure that it has employees who understand and are aligned with this approach.

Focus on differentiation

What can we learn from Haier? Start with a clear vision of where you want your business to be: the organization capabilities required to support your strategy; behaviors you want your people to exhibit; the kind of HR practice you have to put into place to drive the desired behaviors. Yet this may still not be enough to win the race. What you really need is differentiation. Competitive advantage does not come from copying others be it GE, Microsoft, or Haier! If you want organization capability that keeps you ahead of competitors, you must have courage to differentiate your HR practices. It's a question of HR leadership - be there, on the front line and willing to make that critical choice, in China, and in the rest of the world. Professor Pucik teaches in the Orchestrating Winning Performance program and Professor Xin in the Program for Executive Development.

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RELATED PROGRAMS
PROGRAM FOR EXECUTIVE DEVELOPMENT - http://www.imd.ch/ped
Building Global Leaders - Preparing the global executive of the future Program Directors Martha Maznevski and Allen Morisson - Learn to drive performance in a fast-changing global environment - Discover how to build a better business: gain skills, create networks and inspire others - Reach your leadership objectives with personal coaching - Get ready for IMD's Executive MBA degree
ORCHESTRATING WINNING PERFORMANCE - http://www.imd.ch/owp
The 6-day global business program - The fastest way to bring yourself up to date and stay ahead Program Directors Peter Lorange, Bettina Buechel and Dominique Turpin - For individuals and teams who seek the latest management thinking and practical, innovative solutions for their business - A unique energizer: boost your performance, broaden your perspectives and expand your global network - Network and design the program that suits you

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