ThyssenKrupp Elevator China CHRO (Dec, 2013-Present)ThyssenKrupp Elevator China HRD (Oct, 2010,-Nov,2013)ThyssenKrupp Elevator China Field HRD （Aug，2009-Sep，2010）To transform the decentralized organization into a centralized company; Ensure the organization and business growth; To drive the cultural changes and to implement and standardize human resources processes、 programs and systems across the country. Main Achievements: 1. Created new sales incentive program (including performance management system) to stimulate employees potential to create 5 times sales increase and become the 10 Brillion Company. 2. Formulated and standardized HR policies, systems and processes for all branches in China Field and transformed a decentralized company into a centralized company.3. Established HR shared service center, centralized and standardized the payroll process and benefit administration. Enable the E-management of HR functions including recruiting, training, salary and employees’ data and self-services. 4. Standardized employment contracts, employee handbook, employee benefits and procedures.5. Managed the employee relationship by setting up well-running labor unions in branches and solved potential labor relation issues. 6. Designed and implemented effective reward system including Sales incentive plan, retention bonus, long service award, and excellent employee award, recognition policy technical leveling system etc. the Technical leveling system has got the Learning and Developing Award from German HR Society in 2012.7. Established industrial talent pool to support business growth in China and to established leadership pipeline by introduce the high potential, key employees, succession planning etc., tools.8. Building up an effective HR team cross the country to better support business growth in China.

DuPont China Holding HR Continues Improvement Project Manager (july 2007 - 2009)DuPont Performance Coatings HR Manager (2005 - 2009)Country HR Leadership Team MemberHired as an HR manager of DuPont Performance Coatings (SH) - a brand new plant – built the plant from scratch. It has got great reputation within DuPont for its excellent team, advanced working system, zero defect product quality and excellent safety standard now. After one year working with DuPont，I took additional role as HR project manager of DuPont China holding, to better leverage my competencies to help the success of the entire DuPont organization in China. Achievement 1. Successfully led DuPont China HR transition project that involved with more than 12 different sites and 8 HR managers and their teams to work on preparation of project. 2. Successfully led and coordinated the DuPont Shanghai United Union to set up processes with a total employee size over 800, over 20 different SBUs and more than 100 platforms/ SBUs/functional leaders.3. Established and developed the core term and promoted the company’s core values and build the High Performance Working System (HPWS) in DPCS Jiading Plant. 3. Developed the new company’s HR strategy, Vision, Value and Policies with team members. 4. Built up the Plant labor force within 6 months, recruited 160 team members, including 40 professional staff and 120 wageroll. 5. Lead the succession & retention plan for DPC and DPCS.6. Execute all HR procedure in DPCS with hands-on involvement in C&B, Hiring, Training and Performance Management7. Received Global Recognition Award three times: A) After joined DuPont for six months due to significant achievement in Changchun Plant as an acting HR Manager; B) Successful start-up for DPCS new plant; C). Successful led the HR transition project.

United Metal Building System (http://www.usas.com.cn) A Leading Steel Construction company in China HR & Admin Director (Feb 2004 – Oct 2005)Responsible for developing and directing all HR, Admin and IT policies and practices, implementing HR functions such as HR planning, Recruiting, C&B, training & employee relation.1. Worked together with senior management team to bring the company turnover from 180M RMB to 400M while the whole industry was in its downturn. 2. Redesigned company HR policy to fit with company culture and value system. 4. Reconstructed USAS company organization and made it a more customer-oriented manufacture.5. Implemented balance score card system and KPI to help sharpen the sales and technical support capability in meeting customer needs. 6. Introduced IPE model; worked out new C&B system to cope with changing environment. 7. Upgraded company IT system by building email system and notebook allowance system to enhance efficiency.8. Solved lots of problems like C&B, Staffing, Training and Performance Evaluation areas.

Yeskey Group, Yesmobile China Senior HR Manager of China （July 2000 — Dec 2003）Yeskey was a leading company in Asia for its SMS, mobile game design, online banking and security etc.Hired as the Shanghai branch HR manager and promoted as the China HR manager after one year’s successfully operation in HR function. Helped company to build its branch in Guangzhou and JV in Hangzhou. Established performance evaluation system for Yesmobile China, reviewed the entire HR system and procedures. I kept the employee to stay in a high moral statue while facing industrial downturn and downsizing, also managed two 1000 square meter office's decoration within prescribed timeframe and budget.