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Culture
NOBOT

Values and Concepts

Management Philosophy

Talent philosophy

Talent philosophy

A talent view concerns the nature of talent and the laws governing its development and growth, directly impacting a company's work in talent cultivation, education, utilization, assessment, and recruitment. A talent view is crucial to maximizing the effectiveness of talent; it's about putting the right people in the right roles. A company's development relies on the infusion of fresh perspectives and the integration of new cultures.

Nobot Talent View

People-oriented, morality first, possessing both morality and talent, attracting and cherishing talent

【Annotation】: In selecting and utilizing personnel, we adhere to the goal of achieving the all-around development of employees, prioritizing character, followed by ability and talent. Individuals with both morality and talent will be promoted exceptionally; those with morality but lacking talent will be cultivated and utilized; those with talent but lacking morality will have their employment restricted; and those lacking both morality and talent will be resolutely excluded. We provide a stage and platform for talent to showcase their abilities, creating greater value for both the company and individuals, achieving a win-win situation.

I. Establishing Nobot's distinctive personnel mechanisms and culture from five aspects: "selection, utilization, cultivation, retention, and replacement".

-----Selection is the premise; finding the most suitable people and placing them in the most appropriate positions. Assigning the right people to the right jobs facilitates the development of inherent potential and the improvement of practical abilities.

-----Utilization is the objective; it is a broader form of cultivation; utilization is cultivation. We uphold the principle of cultivating people through utilization.

-----Cultivation is the means. Cultivation is not limited to training and learning; work itself is one of the primary ways to cultivate individuals. We employ various forms of training to cultivate good learning habits, foster a learning atmosphere, and cultivate ourselves, our subordinates, and others, building a learning organization.

-----Retention is the guarantee. Firstly, it relies on career retention. Secondly, it relies on environmental retention. Thirdly, it relies on compensation retention.

-----Replacement is the mechanism. For an individual, the highest position or title isn't necessarily the best; suitability is paramount. Those unsuitable for their roles should be adjusted promptly, forming a dynamic mechanism across all levels and categories of personnel, ensuring the team's vitality and combat effectiveness.

II. Employees who identify with the company culture are qualified employees.

Employees who identify with the company culture will have firm confidence in the cause we undertake and will wholeheartedly dedicate themselves to our great cause. Conversely, employees who do not identify with our culture will lose faith in the company, believing it has no future, and will not wholeheartedly dedicate themselves to the Nobot cause.

III. Principles for the Promotion and Appointment of Cadres

Political quality is paramount, followed by safety system management capabilities, and then business management capabilities.