Passing on the Flame, Upholding Craftsmanship, and Promoting Development—Shenglong Co., Ltd. Held a Symposium on the Mentorship Program

On the afternoon of April 25, Shenglong Co., Ltd. held a symposium on the mentorship program. Zhang Baomin, Deputy Secretary of the Party Committee, attended the meeting and delivered a speech. The meeting was chaired by Li Yunchao, Deputy Director of the Party and Mass Work & Personnel Department, and was attended by heads of the human resources departments of affiliated companies and representatives of mentors and apprentices. In order to comprehensively implement Shenglong Co., Ltd.’s “Attracting Talent from Near and Far” human resources brand, precisely execute the “1246” employee development plan, and deeply advance the internal talent exchange mechanism, this mentorship symposium aimed to summarize past experiences, listen to the voices of mentors and apprentices, and discuss the future of their growth together.

At the outset of the meeting, all attendees jointly watched The “Mentor‑Apprentice” themed video, concluding with the line “Mentors and apprentices inspire one another,” set the tone for this symposium. Following that, Li Yunchao outlined the progress of the 2024 mentor‑apprentice program and presented the pairing arrangements for 2025. He then provided a detailed explanation of key provisions in the Mentor‑Apprentice Management System, including graduation criteria, point‑based performance evaluations, and incentive measures. He emphasized that the system is centered on “precise training and two-way assessment,” guided by the goal of professional talent development, and designed to create a platform for employees to acquire knowledge, hone skills, and enhance their capabilities—ultimately fostering a cadre of technically and professionally proficient, skill‑oriented leaders across both technical and business functions.

We now move on to the experience-sharing session, where the representatives present freely shared their insights and engaged in a lively exchange of ideas based on their own practical experiences. To begin, In 2024, outstanding mentor–apprentice representatives shared their insights and experiences in areas such as skills transfer, career guidance, and mentor–apprentice interaction, offering best‑practice examples and strategic direction for the year’s mentorship program. Meanwhile, heads and representatives from the human resources departments of the respective companies, grounded in their own contexts, focused on exchanging ideas about this year’s mentorship approach and planned initiatives, putting forward constructive recommendations—including elevating the caliber of mentoring resources, strengthening ongoing monitoring and periodic review and summarization, and reinforcing interactive feedback mechanisms.

“Teachers exist to transmit the Way, impart knowledge, and resolve doubts.” The representatives of the newly paired mentor–apprentice pairs are the practitioners of this long‑term mentorship system. They took turns speaking on their training objectives, approaches, and strategies, exchanging views on personal goals and learning plans, thereby bringing the lively atmosphere of the symposium to a crescendo. Guided by the moderator, the representatives of the three newly paired mentor–apprentice groups signed the “Mentor–Apprentice Training Agreement” on the spot. With pen in hand, both mentors and apprentices clearly defined their responsibilities and commitments, embodying the mission and sense of duty inherent in the tradition of “passing on skills and guiding the next generation.” This single agreement not only formalizes the term of the mentor–apprentice relationship but also ushers in an enduring bond that will endure indefinitely.

Finally, Zhang Baomin delivered a concluding address on the mentor‑apprentice program. He fully commended the participants for their practical experience and the results they have summarized, and outlined four key requirements for the next phase of work. He emphasized: cherish the platform and seize the opportunities. Both mentors and apprentices must deeply appreciate the significance of the company’s “mentor‑apprentice” mechanism—mentors should impart their knowledge wholeheartedly, taking “cultivating talent and nurturing people” as their mission; apprentices, in turn, should study diligently and think critically, with “personal growth and professional development” as their goal, making full use of the resources provided by the company and aligning their personal advancement closely with the enterprise’s strategic objectives. Mutual inspiration and constructive pressure will drive continuous growth. Mentor‑apprentice exchanges are a… The process of “shoulder to shoulder, hand in hand” requires breaking the rigid pattern of “one-way transmission,” fostering mutual learning, mutual inspiration, and shared progress to create a virtuous cycle of teaching and learning. Mentors should leverage the teaching process to continuously refine their own capabilities, while mentees should boldly apply innovative thinking and elevate their experience. Through both “transmission” and “inheritance,” we can achieve two-way empowerment. Strengthen communication and deepen integration. Both mentors and mentees should establish regular communication mechanisms to promptly address challenges and bottlenecks in the training process. Communication can extend beyond working hours—bringing them closer in mindset, guiding their actions, and supporting them on the job—thus cultivating a new type of mentor–mentee relationship that is attuned to the times. Emphasize assessment and ensure effective implementation. While strictly adhering to established evaluation procedures, we should encourage the development of practical, day-to-day assessment systems and implement incentive measures that deliver tangible results. This will ensure that the training process is tracked and outcomes are evaluated, striving for not only a leap in the number of mentor–mentee pairings but also a steady improvement in training quality and a transformative cultivation of cultural values. This conference, conducted as a roundtable discussion, showcased an open, inclusive, and practice‑oriented approach to implementing mentor–mentee programs, conveying the core spirit of “passing on craftsmanship through dedication.” It underscored our determination to continuously deepen the mentor–mentee training mechanism in order to build a high‑caliber, professional workforce, further solidifying the consensus of “seniors mentoring juniors, juniors driving seniors.” The “mentor–mentee” model is a vital link for passing down skills and nurturing talent, and it will become an important component of Shenglong Shares’ corporate culture-building efforts. It will undoubtedly guide the company’s mentor–mentee culture—characterized by “experienced mentors guiding newcomers, skilled artisans leading soldiers, emphasis on hands‑on practice, and the transmission of expertise”—to shine brightly throughout the organization. (Text by Lu Yi, Photos by Wang Zi)