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People in enterprises and Ben Zhao Kefei 【Author’s institution】: Harbin Engineering University. “Ben” is an important philosophical category. Some interpret it as “subject,” some as “being,” and others as “essence.” From the perspective of scientific development, it should be understood as the “foundation” – the foundation for a company’s growth. In enterprises, it is necessary to adhere to a people-oriented approach, while also focusing on \"efficiency and productivity\"; by strengthening and expanding the enterprise, we can promote the all-round development of individuals. It must be acknowledged that employees are the main drivers of corporate activities; it is no longer acceptable to view people merely as a \"cost\" in the operation of a company, nor is it sufficient to treat them simply as a \"resource\" to be exploited. Instead, relying on people should be the premise for corporate development, respecting people should be the fundamental principle, improving people should be the core approach, and serving people should be the ultimate goal of corporate development. Adhering to the principle of respecting labor, knowledge, talent, and innovation, we strive to create an environment and atmosphere in which the desire to innovate is respected, innovative activities are supported, creative abilities are fully utilized, and innovative achievements are recognized. This approach aims to stimulate the creative potential of both teams and individuals in every aspect. While focusing on the development of the company itself, we also pay attention to the personal growth of employees, thereby achieving a harmonious balance between individual development and corporate growth. From the concept of labor costs to the development of talent teams, then to human resource development, and finally to the emergence of the people-oriented philosophy, this reflects the ongoing deepening of understanding regarding \"people\" in Chinese enterprises. However, in comparison with the requirement of putting people first as emphasized in the Scientific Outlook on Development, our enterprises still generally suffer from a lack of understanding and awareness regarding this principle; there is insufficient willingness to implement it, and various deviations and deviations from it often occur. 1. Cognitive barriers: First and foremost, should the focus be on people or on things? If, in the era of traditional industrial economies, competition between enterprises revolved mainly around capital and equipment, then in the era of the knowledge economy, as carriers of knowledge, people are given priority and become the main actors in corporate activities; competition between enterprises thus centers on talents with innovative capabilities. Because, unlike the limited and exclusive nature of material resources, knowledge resources can be shared, and their utility can be amplified ； Compared to the low added value of products based on material resources ； Products that rely on knowledge as their primary resource have a higher added value ； Unlike the relatively easy determination of ownership over material resources, knowledge resources that are embodied in people can disappear or change hands overnight as those people move from one place to another. Therefore, almost all successful companies in the world today regard “people” as the most important resource, giving precedence to people over materials. However, most enterprises in our country still exhibit distinct characteristics of an industrial economy, with economic efficiency relying primarily on the allocation of material resources. It’s still \"people-oriented\"; \"things\" are given more importance than people, or in other words, the focus is on things rather than people. This means that when our companies compete with foreign firms, they often have an advantage in terms of products, but not in terms of human resources, and thus remain at a disadvantage overall. Secondly, which is more important: \"for the sake of people\" or \"relying on people\"? In terms of purpose, at the level of the relationship between people and society, the outcomes of corporate development should ultimately benefit all members of society, contributing to the comprehensive development of individuals (with corporate employees being the first to benefit, of course). In terms of means, when analyzing enterprises as social entities, their development relies on all employees; therefore, it is necessary to actively provide them with a fair environment in which they can fully utilize their talents and intelligence. Although we verbally talk about relying on the masses, we often neglect the creation of environmental mechanisms that ensure equal opportunities, a fair starting point, and just distribution. There is even less awareness of the interaction between employee personal development and corporate development, particularly with the comprehensive development of individuals as the ultimate goal. 2. Conceptual barriers: First is the lack of understanding and respect for human nature ； Second is the neglect of enhancing the role of \"people\" in corporate development ； Third, there is a severe issue of excessive organizational control over individuals. Feudal remnants such as dependence on power, conservatism, and a focus on power still bind the minds of some people; the dominant role of individuals cannot be established, their potential cannot be fully realized, and the significance of \"human beings\" remains underemphasized. In today’s successful companies, human nature has begun to be fully understood and emphasized. For example, GE is characterized by a strong sense of communication, a leadership mindset, and a team spirit; human nature is understood and respected, and people’s abilities and potential are fully utilized. As the quality of its employees continues to improve, the company has also achieved remarkable success. Most of our enterprises are still at the stage of pursuing Taylorist scientific management; when it comes to reducing costs, the approach is to cut working hours and adjust quotas ； When it comes to management, it means strict rules and absolute obedience of subordinates to superiors ； When it comes to enterprises, it’s about development strategies and economic indicators. Even when the concept of \"people-oriented approach\" is mentioned, it merely involves improving the benefits of certain key employees or carrying out some superficial, unspecific training sessions; at best, it represents a form of \"people-oriented approach\" that is not complete in nature. In such companies, it is difficult to find open and honest communication, a passion for continuous innovation, or cohesive teamwork. The suppression of human nature leads to a lack of vitality in these companies, and companies that lack vitality cannot be competitive. It is in such an environment where human dignity is not respected and potential cannot be unleashed that companies face their greatest crisis: the loss of people. The loss of this most valuable resource occurs in various forms: there is the loss in the truest sense – switching jobs ； There is a loss in an incomplete sense–working without putting in effort ； There is also an invisible loss—wasting of potential. If human nature is not fully understood and respected, a people-oriented approach in businesses cannot be truly implemented. If human development is inadequate, corporate development will also be incomplete. 3. Institutional barriers: First, the systems for selecting and employing personnel, as well as the ways in which these processes are carried out, still carry a certain degree of \"bureaucratic bias\". Although we emphasize the combination of moral integrity and competence along with achievements as our principles for hiring, in practice, personal relationships, subjective preferences, and impressions often play a more significant role. Such a staffing system often excludes people with an innovative spirit and innovative abilities, which is detrimental to the development of the enterprise. Secondly, the education and training system focuses on form over content, on indoctrination over the target audience, and on knowledge over competence, which severely hinders the realization of a people-centered approach. Third, the distribution system lacks a systematic design for salary structures; there are few advancements in including knowledge-based elements and complex mental labor in the distribution process, and the innovation capabilities and achievements of key professionals are not adequately recognized or valued ； The basic needs of other employees, especially those from vulnerable groups, to share in the benefits brought about by corporate reform and development have also not received the attention they deserve. In the new era, to adhere to a people-oriented approach in enterprises, the following principles and practices should be followed: First, it is essential to fully understand that a people-oriented approach constitutes the essence and core of the scientific outlook on development, and to correctly comprehend the mutually reinforcing relationship between enterprise development and a people-oriented stance. Enterprise development is a prerequisite and a foundation; without it, promoting the all-round development of individuals can only remain mere talk. Chinese enterprises are simply too small, too weak, and grow too slowly; therefore they cannot afford any disruptions, and must firmly adhere to the principle that \"development is the top priority\" and \"development is the most important task.\" Putting people first is both the goal of corporate development and the means and approach to it. Enterprise development has not been satisfactory, and the reason for this is the failure to properly address the fundamental and core issue: putting people first. Second, it actively advocates for cultural changes in enterprises that are oriented toward liberating and developing people, awakening awareness of and respect for human nature, and gradually shifting from a material-oriented approach to a people-oriented one. The banner of reform and opening up – emancipating the mind – essentially means liberating and developing people. The process of reform and opening up is, in essence, a process of liberating and developing people. We can no longer ignore people’s basic needs, legitimate rights, and independent personality. “\"Freedom, equality, fraternity\" is not the exclusive property of the bourgeoisie, nor is a dependent personality the authentic personality of the Chinese people. In a company, there are only differences in positions and divisions of labor; everyone has equal rights to **and the ability to communicate with one another, without the need for power or dependence on others. It should be emphasized that an independent personality, an innovative mindset, and innovative capabilities transform the concept of \"humanity\" into an increasingly important common value orientation. Third, efforts should be made to adopt effective measures and approaches through systems and policies to provide equal opportunities and platforms—reflecting fairness from the outset ； Upholding the principles of fairness and efficiency--ensuring fairness in the process ； Emphasize the rationality of distribution--to ensure fairness in the outcomes. It provides the environment and conditions necessary for everyone to realize their potential and abilities, allowing them to give their best ； It also provides due recognition for everyone’s abilities and contributions, ensuring that everyone is in their proper place. Fourth, adhere to the values of harmony, fairness, friendliness, and inclusiveness that are inherent in a people-oriented approach. Through harmony between leaders and employees as well as among employees themselves, the principles of balanced interests, as well as humanistic values such as mutual trust, tolerance, respect, and equality are fully embodied. Through authorized management and the implementation of management systems, a harmonious interpersonal relationship and a relaxed and pleasant working environment are created within the company. Achieve an equitable distribution through equal pay for equal work, unite people as a community with shared interests, and enhance competitiveness. In this way, the beauty of harmony and order within the enterprise can be created. Putting people first and adhering to the scientific outlook on development is the essence and core, as well as an important principle for building a socialist harmonious society. As long as enterprises truly adhere to a people-oriented approach under the new historical conditions, they will be full of vitality, their development will be ensured, and they will be able to play a greater role in building a socialist harmonious society.