HP: How to recruit global employees?

China Hewlett-Packard was founded in 1985. Sun Zhenyao, the former president of China Hewlett-Packard, who was transferred from Taiwan Province Province to Beijing, recalled: "At that time, there was no difference between China Hewlett-Packard and state-owned enterprises. The salary of employees was capped, and fish and meat were sent during the Chinese New Year. At that time, HP's business development in China was mainly in line with the national plan. "

In the first decade after the establishment of Hewlett-Packard in China, Hewlett-Packard in China carried out a comprehensive reform of the salary structure, providing employees with new housing, medical care and pension plans. During 1994, HP employees in China joined HP's global profit sharing plan. Since 200 1, China Hewlett-Packard has been awarded the title of "respected enterprise in China" year after year.

HP has an instant and transparent global recruitment system. Among the 654.38+0.5 million HP employees in the world, almost all employees in China can find jobs that match their professional abilities and ambitions.

Global employee recruitment

Employee recruitment is called "knowing people" in HP's "excellent talent management four-part" (knowing people, employing people, supporting people and retaining people). In the stage of "knowing people", these three points are the most important: "more interviews, attracting talents with talents, and wide income".

HP's "multiple interviews" mainly include two-level managers' interviews and managers' interviews at the same level, which can form a kind of supervision and restriction on the managers of the employing department. Campus recruitment mainly adopts group interviews, and generally five or six college students interview at the same time.

"Attracting talents with talents" is another requirement of HP's recruitment, which has always been a tradition of HP. Sun Zhenyao, former president of HP in China, compared the selection of candidates to "selecting diamonds". When China Hewlett-Packard was young, it was necessary to interview new employees in person. Later, it became bigger, but this link is essential when recruiting department managers or important employees.

Global employee training

Beijing Hewlett-Packard Building is the base camp of China Hewlett-Packard. In addition, HP China has set up a production R&D center in Shanghai, an enterprise-level outsourcing service processing center in Dalian, and a call center for the whole North Asia region. The rapid development of HP in China makes global talent training particularly critical.

Take Dalian as an example, many multinational companies regard Dalian as the outsourcing service center in North Asia. In this case, it is impossible to solve the talent problem by millions of people in Dalian, which requires HP to organize and integrate the talent resources of colleges and universities in the three northeastern provinces. In addition, it is necessary to analyze the current situation of human resources. In North Asia, the most important customer is Japan. Japanese companies have very high requirements for after-sales service in Japan, and even require service personnel to have a Tokyo accent. Hewlett-Packard analyzed that it is ok to provide 800 such talents, but the market demand is nearly 5,000, and the conclusion of comparison is that there is still a gap of at least 4,000 talents. So I chose to start my own class and train my staff with a Japanese team with two or three hundred Tokyo accents every day.

Staff training is called "educating people" in HP's "Four Steps of Excellent Talent Management". From new employee training to manager training to self-learning, HP's training is countless to outsiders. However, HP has another set of "70-20- 10" mixed training summary for employee training, that is, 70% comes from experience, 20% comes from interpersonal network, and 10% comes from training.

Based on this judgment and experience, HP's employee training is pragmatic and flexible. Employees generally go through four stages of self-growth when they enter HP. The first stage is self-discipline and strengthening professional ethics; Then enter the stage of self-management, do a good job and strengthen professional skills; Enter the third stage, be self-motivated, not only do your own work well, but also think about how to make greater contributions to the team; Finally, there is the self-study stage, where you can find learning opportunities anytime and anywhere. Under such a mechanism, the number of education and training departments that provide training support for all employees of Hewlett-Packard in China can be kept to a minimum, because HP has the same code of conduct for training all over the world, and people of Hewlett-Packard Company, whether from the United States, China or other countries, have obvious "HP brand".

Retain the merged talents

The merger of HP and Compaq is considered as one of the most successful cases in the world. Although this merger is not directly due to human resources, HP has launched a series of actions to make the merger more effective. Hewlett-Packard Business School also cooperates closely and makes full use of existing resources to educate and train all former Compaq employees on HP corporate culture and management processes, so that they can adapt to and integrate into HP culture and management as soon as possible.

In the merger of HP and Compaq, HP absorbed many cultural features of the original Compaq, such as emphasizing speed and paying attention to customers. , so that the integrated new HP culture has added new elements such as speed, flexibility and customers on the basis of adhering to the core values of "HP Way". At the same time, because of absorbing these elements, former Compaq employees will not feel at a loss, and will quickly integrate into the new HP culture, thus promoting the integration of the new HP culture.