As the spring tide surges, it is precisely the time to forge ahead. On the afternoon of March 19, Huahong Technology's Human Resources Department conducted a specialized training session on performance management, focusing on strategic implementation, system strengthening, and management efficiency improvement to further enhance the performance control and practical capabilities of middle-and senior management teams. Mr.Zhu Dayong, the company's President, attended the opening ceremony and delivered a speech, while Li Yasu, Head of the Human Resources Department, served as the keynote speaker. Management executives and core staff from various departments participated in the training, jointly exploring management methodologies to build consensus for development.

Make the outstanding stand out; give those who strive a clear direction.

     At the opening ceremony, the President delivered a speech infused with profound industry insight and managerial wisdom, setting the core direction for the training program. He emphasized that the essence of performance management lies in highlighting outstanding performers, providing clear direction for those who strive, and guiding the entire organization to advance collectively toward its goals with unified momentum. He stressed that performance management is not merely about evaluating outcomes, but rather is goal-oriented, process-driven, and focused on growth, fostering a synergistic relationship between corporate development and individual advancement. President Zhu encouraged all participants to seize this training opportunity to thoroughly study, deeply comprehend, and actively apply the concepts and methods of performance management in their daily work, enabling performance to truly serve as the engine propelling the organization forward.

From the Strategic North Star to the Action Roadmap

       At the outset of the training, Minister Li Yasu defined the core positioning of performance management from an enterprise operational strategy perspective: it serves as the foundation for strategic implementation while delivering tangible organizational outcomes. Focusing on the "Strategy-Objective-Action" SOD management closed-loop model, she detailed how a company's overarching goals are broken down into departmental tasks and individual KPIs, emphasizing the deep integration of performance metrics with corporate operations, business strategies, and functional objectives. From an organizational standpoint, performance encompasses not only profit, scale, and market share but also sustainable development capabilities; its evaluation should comprehensively consider four dimensions: outcome improvement, behavioral change, capability enhancement, and alignment with core values. The course delineated five key performance management domains—sales volume, costs, market performance, product excellence, and talent development—and corrected common misconceptions such as equating "performance management" solely with "performance appraisal," guiding managers toward adopting a data-driven, solution-oriented approach to performance analysis.

From poetry and distant horizons to the path beneath our feet

      "A good goal must be SMART." The course vividly illustrates the principles of goal-setting through real-life case studies, making abstract theories tangible and learnable. The training includes dedicated hands-on sessions where each group applies their knowledge using the "Key Success Factor Method Ishikawa Fishbone Diagram" tool to demonstrate goal decomposition—identifying the critical factors affecting goal achievement. Each level of decomposition represents a transition from "visionary ideals" to "practical actions."

Use performance as a measure to gauge future heights.

       This training has strengthened the company's theoretical foundation in performance management and fostered consensus among all employees. Moving forward, Huahong Technology will use this training as a starting point to integrate scientific performance management methods into every aspect of departmental operations, continuously refine the 2026 performance indicator system, leverage performance management to drive organizational growth, ensure the effective implementation of the company's strategy, and establish performance management as the core driver of high-quality corporate development.