On March 26th, Huachangda Group's subsidiary, Shanghai Demeco, centered around the business principles of "stable profitability, efficiency-driven, and international growth," comprehensively deepened its business management mechanisms and successfully held an internal open competition for the position of project director. The purpose of this competition was to break down existing employment barriers and establish a fair, just, and open platform for talent selection, injecting key talent dynamics into the company's continuous cultivation in the field of professional equipment manufacturing, operational improvement, and high-quality development. The group's vice chairman and president, Chen Ze, along with heads of various functional modules of the group, and Shanghai Demeco's general manager, Xu Guosheng, along with department heads, formed the review group to participate in this meeting together.

The meeting strictly followed the open competition process. The group's human resources center, together with Shanghai Demeco's human resources department, organized this competition, clarifying the organizational principles and selection rules for this competition. After review, a total of three candidates participated in this competition. Shanghai Demeco's general manager, Xu Guosheng, provided work guidance and delivered a speech at the competition, emphasizing the key role of the project director position in improving the project management system and enhancing operational efficiency, and expressed expectations for the three candidates. The competition then officially began, with the three candidates taking the stage in the order drawn by lots, combining their own experience in office, and reporting systematically and in-depth around the requirements of the project director position. After each candidate's speech, the review group members asked multi-dimensional questions, the candidates defended on the spot, and the review group scored immediately.

Candidate competition speech: Multi-dimensional display of professional quality and management thinking

The first candidate to appear, Wang Xin, currently serves as the key account manager and head of the on-site management department, with 20 years of industry experience, more than 15 years of project management experience, and has served as a project director at an external company. In his speech, he systematically elaborated on the five major positions of the project director: strategic coordination, multi-project coordination, cost closed-loop control, resource allocation, risk control, and team building. He directly faced the four major challenges faced by the current department: "trust crisis, process loss, cost control, and talent loss," and proposed pragmatic countermeasures. In the analysis of strengths and weaknesses, he frankly stated that age and foreign language ability are shortcomings, but emphasized that he has rich upstream and downstream resources, highly matched customer resources, and good interpersonal coordination capabilities. The future work plan is centered on achieving the company's 2026 business goals, and proposes systematic measures around project real cost sorting, new version cost system training, process standard learning, cross-departmental collaboration, and team echelon construction.

The second candidate, Zhang Jingyang, currently serves as a key account manager, with a composite experience resume in program planning, site management, and project management. In his speech, he proposed that the project director should become a "resource coordinator" and a "cost controller". The core challenges faced by the current department are cost management, delivery quality, and personnel capability construction. He focused on displaying project management results in customer projects, advocating the concept that "management processes determine the lower limit of project management, and management capabilities determine the upper limit of project management." His plan focuses on process standardization and financial capability improvement, and systematically elaborates on future work plans: using cost control as a traction, establishing a closed-loop process for project budget preparation, splitting, tracking, and review; in project management, emphasizing the full-chain control of plan coordination, technical order placement, outsourcing tracking, and cost splitting.

The third candidate, Chai Yunfei, currently serves as a key account manager, with 19 years of work experience and 17 years of project management experience. He reviewed the core performance from three dimensions: project execution, process standardization, and team efficiency, and has been commended by customers and the company many times; as a company project management trainer, he has promoted the implementation of project management folders, weekly and monthly report templates, cost automation, and other process tools. In terms of job cognition, he proposed that the current challenges are intensifying market competition, new business expansion, and parallel projects, but also sees the development opportunities of the company's clear strategy and emphasis on talent training. He advocates controlling in three dimensions of "scope, schedule, cost", and the overall team should have unified thinking, consistent actions, and the same goals. Regarding future work plans, he divides them into short-term and medium-term: focusing on project management system restoration, maximizing core project delivery profits, team training, and optimizing communication mechanisms within one year; the medium-term goal is to promote the maturity of organizational project management, explore new business field project management models, and improve talent echelon construction.

Review questions and defense: Focusing on management pain points and deep digging into practical combat capabilities

After each candidate's speech, the review group conducted multi-dimensional questioning around job competencies, business pain points, and strategic implementation, covering core issues such as project management process optimization, management capability improvement paths, resource allocation requirements, response strategies in complex environments, and cross-departmental collaboration mechanisms, such as how to reduce costs in hardware equipment procurement, personnel management cost control, how to deal with sudden project situations caused by international trade conflicts, management strategies for team personnel with uneven capabilities, what are the serious shortcomings in existing management processes, the display and requirements of the roles and capabilities of excellent project managers and project directors, the embodiment of internal and external communication and resource mobilization capabilities of the company, and various specific measures to promote the company to achieve business goals, etc.

The three candidates responded positively based on their own professional experience and management cognition. The entire defense process was rigorous and pragmatic, with in-depth interaction. The review group paid attention not only to the candidates' understanding of macro strategies but also delved into the logic of specific management scenarios. High-quality Q&A exchanges not only presented the professional quality and management potential of the three candidates in a three-dimensional way but also provided a solid basis for the group's talent selection.

After the three candidates' defense and on-site scoring, Hao Ying, the group's human resources director, summarized this competition. She pointed out that this internal open competition is an important practice of the group's talent selection mechanism, from process design to organization and implementation, always adhering to the principles of fairness, justice, and openness. The three candidates fully demonstrated the comprehensive quality and professional ability of the group's backbone employees, and the professional questions and rigorous scoring of the review group ensured the objectivity and credibility of the selection results. She emphasized that the human resources center will continue to improve the talent selection and training system to help the group achieve strategic goals, and at the same time provide more development platforms for employees who want to do things, can do things, and can make things happen, allowing talents to realize their value and shine on the platform of Huachangda Group.

Group President's Work Speech: Activating organizational dynamics through mechanism innovation and boosting innovative development with talent convergence

The group's vice chairman and president, Chen Ze, attached great importance to this competition and participated in the entire competition defense meeting. Chen Ze made work guidance speeches after the three candidates' competition speeches and defenses, and highly praised this competition. He said that the speeches of the three candidates fully demonstrated the excellent comprehensive quality and professional strength of the group's backbone employees. The work ideas, innovative measures, and development plans proposed by everyone based on rich practical experience are "deep in thought, novel in suggestions, and practical in planning," each with its own strengths, fully demonstrating the potential and vitality of the group's talent team. He fully affirmed and thanked the high-quality professional interaction of the review group and on-site colleagues, pointing out that "it is these high-quality interactive exchanges that make this competition more objective and comprehensive, and also let us have a more three-dimensional understanding of each candidate's abilities." Regarding the review group's balance between job requirements and talent characteristics, it adheres to objective, fair, and just principles, and conducts comprehensive, rigorous, and professional evaluation and scoring of the candidates. This responsible review attitude ensures that we ultimately select the most suitable candidates for the development of subsidiaries and the most capable of shouldering heavy responsibilities. This is not only responsible for the position but also a respect and protection for the group's talent mechanism.

Chen Ze particularly emphasized that the core value of this competition is not only to select a candidate for the position but also to activate the internal dynamics of the organization through mechanism innovation. He pointed out that abandoning the traditional appointment model and implementing internal open competitions is a key measure for the group to "break down existing employment barriers and establish a fair, just, and open platform for talent selection," aiming to give "employees who want to do things, can do things, and can make things happen the opportunity to stand out, and let truly capable, thoughtful, and responsible talents emerge." This model "not only gathers high-quality talents for this position selection but also activates the internal dynamics of the entire organization, stimulating everyone's enthusiasm to compete and take the initiative, paving a new way for the group's talent team construction and organizational mechanism innovation," and also setting a good example for subsequent talent selection and employment by various subsidiaries and business segments.

Facing the three competitors, Chen Ze expressed sincere respect and high expectations. There must be a result in the competition, but there are no losers in this competition. He encouraged the successful candidate to quickly enter the role, take on the responsibilities of the project director, lead the team to overcome difficulties, and make progress with solid performance to submit a satisfactory answer. For the two candidates who were not promoted, he encouraged everyone "not to have any feelings of loss, let alone be discouraged," pointing out that "standing on the competition platform and calmly showing their work experience, management thinking, and innovative concepts, this courage and strength is itself a victory." The group has always seen and remembered in its heart, every effort and growth of yours is a valuable asset of the group. He hopes that everyone can calm down, return to their original positions with peace of mind, continue to work hard on their existing work, and transform the thinking and gains from this competition into work motivation, continuously improve and achieve better results in their current positions.

Chen Ze emphasized that "gold will always shine, and Huachangda Group will never bury talents." In the future, as the business expands and the scale grows, the group will build a more diverse and broader development platform, and improve the talent training and promotion system. "All opportunities will be left to those who are prepared, capable, and responsible." He hopes that all employees will take this competition as an opportunity to establish a sense of competition, temper professional capabilities, actively embrace changes, and actively improve themselves. The group has always adhered to the principle of talent-oriented, and will provide growth space and development stages for every hard-working employee, allowing everyone to achieve personal value and corporate development in this big family of the group.