人才视角 • 微访谈 | 国际化人才大有可为！
邂逅 · 2204 期 · 6283 篇
引 语
为进一步深入贯彻落实中央人才工作会议和习近平总书记重要讲话精神，结合陈德荣党委书记、董事长在宝武庆祝建党101周年座谈会讲话精神，在宝武人才工作会议召开之际，我们官微开设“人才视角 • 微访谈”专栏，聚焦高科技、高技能、国际化等主题，通过微访谈形式听取员工对创新实践“人人皆是人才、人人皆可成才”理念的观点、关切和期盼，汇聚“同一个宝武”心声，凝聚共建世界一流伟大企业的澎湃力量。
中南钢铁海外基地拓展
资深经理刘轲
于我而言，宝武国际化既是机遇、也是挑战。机遇方面，这是全新的发展舞台与成长赛道，不仅收获更广的国际视野与更全的知识结构，也能激发独当一面的成长潜力，更有利于国际化复合型人才快速成长；挑战方面，需要披荆斩棘的勇气与攻坚克难的毅力，因为该事业尚处起步阶段，宏观环境复杂化、多元文化融合、商务合作、风险识别等都对个人能力与团队作战提出了更高要求。但惟其艰难才方显勇毅、惟其笃行才弥足珍贵，宝武国际化依旧让人倍受鼓舞，因为我们正带着新时代宝武钢铁梦奔向国际化的星辰大海。
结合当前项目拓展实际情况，围绕国际化复合型人才目标，能力提升需求迫切、涉猎领域较广。一是需要强化知识储备，不仅是钢铁工艺装备、工程建设等专业知识，还需要跨境法务、财务、人资等综合知识；二是需要强化项目实践能力，尤其是商业模式设计、商务谈判实践、风险识别与管控、海外项目管理等；三是需要强化国际化视野与格局观，既要充分理解宝武战略发展规划，更要有全球资源配置与供应链布局的全局观。
从推动宝武国际化发展，我有几点建议：一是建议组建海外拓展专家库。该专家库将包括财务、法务、人资、投资等专业，可为各家子公司的海外项目拓展提供专业化支撑、快速解决推进过程的问题。二是建议成立境外投资平台公司。综合考虑税收优惠、融资便利、风险隔离、工作便捷等方面优势，设立境外投资平台公司（首选香港），将有利于海外项目对外投资与管理。三是建议搭建海外人才发展机制。涵盖人才发展梯队搭建、海外专项培训、薪酬激励政策等，从职业发展、薪酬待遇等维度充分激励投身国际化事业的人才队伍。
宝信软件高级工程师李勍
我于美国奥本大学硕士毕业，2016年入职宝信软件信息化事业本部MES软件事业部。入职以来参加的第一个涉外项目就是印度SAIL-ROURKELA热轧MES集群项目。由于用户主要在日本和印度，我们克服了不同的法规、不同的语言和思维逻辑等各种困难，最终达到了用户的要求。通过这个项目，我充分锻炼和提升了自己的涉外工作技能，领略了不同国家对于项目管理的不同要求。学会了在海外项目中如何编写技术文档、如何进行会议记录、如何推进项目进程、如何与海外客户进行沟通等。这些经验也为以后类似的涉外项目提供了范本。
目前，响应“一带一路”倡议，推动中国海外钢铁生产基地、矿产资源全球化布局是未来的一大趋势。钢铁工业已经发展为全球性产业，这也需要集团有一大批的国际化人才走出去。布局海外，除了涉外员工需要具备必要的语言交流能力，还需要培养员工了解不同国家和地区的法律法规、当地企业的生产需求、所在工作领域的前沿科技成果；同时针对企业自身，加强技术创新，满足绿色低碳的环保要求，加强钢铁行业的智能化，提高国际竞争力。这样才可以做到“知己知彼”，在钢铁全球化的浪潮中站稳脚跟。
随着宝武国际化拓展，会有越来越多的海外公司与我们合作，这也给了我们更广阔的发展空间。建议以留学生和曾经涉外项目经历的员工为基础形成海外人才库，发挥其特长，促进个人技能与项目之间交融。涉外项目员工需要具备除专业技能以外的其他知识储备，建议公司根据用户所处的国家和地区进行文化背景、法律法规、安全教育等针对性培训。
宝钢包装越南宝钢制罐
人事专员廖玉薇
Mấy năm gần đây, Baosteel Packaging phát triển rất nhanh tại khu vực Đông Nam Á. Năm 2021 thành lập Công ty tại Cambodia, năm 2022 Công ty tại Malaysia chính thức đi vào hoạt động sản xuất. Trong quá trình thành lập 2 nhà máy mới này, Công ty Việt Nam đã hỗ trợ rất nhiều nhân lực, đây chính là một quá trình tương trợ nhau đi lên, sau đó là có đồng nghiệp đảm nhận vị trí tốt tại Công ty mới. Sự phát triển nhanh với sự quốc tế hóa nhằm giúp chúng thôi tích lũy kinh nghiệm trong nhiều lĩnh vực, mở ra tầm nhìn quốc tế và tạo ra nhiều cơ hộ thăng tiến hơn.
Đến một quốc gia khác làm việc, kỹ năng nghề xuất sắc là điều kiện cơ bản quan trọng nhất, ngoài ra cũng cần phải hiểu văn hóa, lịch sử, chính trị, phát luật, tôn giáo…của họ, điều này sẽ không vi phạm pháp luật nước sở tại và thuận lợi triển khai công việc với nhân viên địa phương. Ngoài ra, khả năng giải quyết vấn đề một cách toàn diện cũng rất quan trọng.
译文：
最近几年，宝钢包装在东南亚发展很快，2021年底柬埔寨公司注册成立，2022年初马来西亚公司正式投产。这两家新公司在建立过程中，越南公司支援了很多了人，这是一个相互促进的过程，有同事去新公司承担了更高的责任。公司国际化的快速发展，使我们积累了跨领域工作经验，开拓了国际化视野，也创造了更多晋升机会。
前往其他国家工作，职业技能出色是最重要的基本条件，还需要尽量了解他们的文化、历史、政治、法律、宗教等，这才不会违反当地的法律，有利于和当地员工共同开展工作。另外，综合解决问题的能力也非常重要。
宝武资源Aquila公司业务发展部总经理
Martin Stulpner
I joined Baowu’s international expansion when Baowu acquired Aquila Resources in 2014. The iron ore market in 2015 and 2016 was not supportive of a major iron ore project development, and Baosteel and its partner decided to put the Iron Ore Project on care and maintenance and pivot to the coal project instead. However, my career development continued, as the knowledge that I had gained about the Iron Ore projects resulted in me being asked to act as General Manager Iron Ore. It was fortunate that in 2021, the iron ore market was once again supportive of iron ore development, and my deep knowledge of the Project and relationship with our Joint Venture Partners enabled me to support effectively the negotiation of partnership and development agreements with our current development partners.
I have found that all Baowu representatives in Australia are very hard working and dedicated to Baowu, and very smart in the way that they approach the commercial negotiations. To achieve successful outcomes in an overseas environment, these capabilities must be combined with local knowledge, as there are many unique aspects to operating in each country.For example in Australia, the tenure, environmental and heritage legislation is unique, and it is important to have expertise in dealing with each of these, as each of these can lead to delays and obstacles to developing projects.
The concept of loyalty to a single employer is not as relevant as it was in the past, which means that employees are more selective of which employers they choose, and employers have to compete for talent. To acquire and retain the best talent, employers need to offer better development opportunities, as well as incentives for performance than competitors. A compelling corporate narrative and an attractive remuneration package (which may contain opportunity to earn an annual cash bonus and, for senior executives, share appreciation rights that may vest over a number of years) are key differentiating factors in the battle for top talent.
宝钢股份宝钢激光拼焊（瑞典）
销售/供应链部长
Rickard Björnssonm
My development experience from Sweden is that you have to take responsibility for you own future in the beginning and show your managers that you want to take the next level inside the company.
For example I start to work as one operator in the Swedish cutting line in year 2006, and from there I got the chances to be one team leader then the manager see I take big responsibility. After this I ask my manager if I can go for technical and production leader education at the same time I continue to work 100% in Baosteel.
After this I continue to work very hard inside the company and show good work output and my mangers all the time ask me if I like to take the next level! My answer so far have always be YES! And I believe that’s the reason why I have done great developments in Baosteel!
I believe that Baosteel need to continue show the Baosteel employer motivation and good example of good employees that have success on the company and how they have done that, the “detailed way or road map so to say”. For example if someone have done something good the leader or mangers need to inform this to higher level and also at the same time have good dialogue with the guy if he/ she like to develop and in what direction, together again try to find the corrects plan for each staff. Not all staff can be leader or manager for example but there are a lot of different ways of developments.
On other good motivator is the Young Zengle Prize for example… this is motivating for the staff and all top managers in Baosteel see the information at the same time.
Baowu vision to becoming a leader in global steel and advanced material industry and mission of “Jointly building industrial ecosphere to promote the progress of human civilization” says it all. Being Sales Manager Automotive Steel proudly associated for 8+ Years for Baosteel-India , I see great opportunity for both company and myself .
The entire world is changing very fast and innovation for today is very soon part of fast history, following mechanism or best practises can be implemented to improve:
Framework can cover following points:
1.Mechanism to Teamwork: Cultivating an atmosphere where the teamwork for desired result is encouraged.
2.Mechanism to Foster Innovation: Innovation brings risk which often stops employees to choose newer ways of doing things and at times that subsidises the impact of over all work ,proper mechanism with boundary system defined can help organisation to be different within the factory gate even and amid high competition .
3.Mechanism to Recognise Effort: In long run this is very important, and this helps organisation to retain employee and avoid lot of training expenditure.
4.Building the winning Formula: If fundamentals are cleared with set of objective and clear goal in line with HQ then it put everyone on same page for same vision and strategy.
5.Cultural Training including training of Organisations core Value and Belief system: this is very important aspect of any overseas organisation lack of same can create lot of misunderstanding of work time understanding of cultural change and adaptation can work really wonders for organisation can clearly give edge.
6.Mechanism to address soft demand through timely support: Like New product training, Sense of belongingness are very important aspects of employee retention and confidence level when they encounter tough business situation.
宝钢包装马来西亚宝钢制罐
销售主管Trista Yeoh
I am outgoing, like to interact to with people, with the desire to know about Baowu Company from China, I went to to interview session to apply the position for Human Resource Department, and become the very first staff of Baosteel Can making with 001 as my staff ID. From this position, I am able to learn the knowledge about building the system for the company and other related professional knowledge from packing HQ, and combine them with the culture, rules and law in Malaysia, to produce a human resource system and recruitment. Company top management evaluated my performance and output, advise me to try out a better position which is more suitable for me – Sales. From that on, they provide me a full training on can making producing with steps and details, sales technique and communicate behaviour skills, and I have gained a lot from them. Throughout the learning session, I get to feel the differences between the company in Malaysia and China, where Malaysia’s Company is more towards Commonwealth of Nations, such as prioritize more on system and its development, and everyone complete their task by adhering the SOP, while from Baosteel Packing, I felt more influence of inherited spirit from a professional to young generation.
In terms of employee personal development, I wish to have the globalize training material that applicable to every race with different mother language, especially training material in English language, this also can help to communicate with other branch among Baowu, and we will have better understanding about Baowu, to the extend of sharing the spirit of Baowu to the worldwide country. At the same time, this might be able to improve the development company system to create a better platform. Hope we can grow better together with Baosteel Can Making Malaysia to accomplish our value.
点 评
党中央谋篇布局，大力推进“一带一路”倡议，打造“双循环”体系，共同构建“人类命运共同体”。习近平总书记在浦东开发开放30周年庆祝大会上强调，“增强全球资源配置能力，服务构建新发展格局”。宝武国际化出征号角已经吹响，深度参与融入全球钢铁产业的资产布局和重构，我们比任何时候都更需要一支熟悉国际贸易规则、国际法务、跨国经营的专业人才队伍。后续集团公司将进一步强化新进员工、重点培训项目参训人员语言能力考核机制，夯实国际交流基本功；进一步优化海外重点培训项目，充分发挥集团公司境外机构和海外战略合作企业资源优势，开展培训研修、参访交流、实习演练、挂职实训、任职实战；进一步以海外钢铁生产基地、矿产资源全球化布局为契机，加大选派具备跨文化沟通能力、通晓国际化规则的优秀人才，出海历练，长见识、增才干，促进工程服务、新材料、信息技术服务等领域海外布局优化。人才视角 • 微访谈 | 让科技骏马“马到成功”
人才视角 • 微访谈 | 打造先进制造人才高地
编辑：嗯呢
素材：集团人力部
出品：宝武融媒体中心