The talents valued by Huawei must have five qualities.

Hello, everyone, I'd like to share a good article with you today.

In 20 18, Huawei's marketing revenue exceeded 700 billion, becoming the top three enterprises in the global information and communication field. But 30 years ago, it was a small enterprise with a registered capital of only 2 1 10,000 yuan.

Ren once said that the success of Huawei is largely the success of human resources. Starting from six people, we now have190,000 employees around the world, and we still maintain positive vitality. What is the password of Huawei's talent gene?

As the former head of Huawei's global recruitment, tao ran joined Huawei in 2006 and left on 20 12. In 6 years, from the manager of Huawei's business department to the leader of Huawei's global recruitment center, he led the design of Huawei's global recruitment system.

Tao ran has the most direct experience of Huawei's successful experience in human resource management. Recently, he tried to reveal Huawei's management rules from many aspects, such as employment standards, incentive mechanism and management concept, by writing the book "Huawei Grey Management Law".

In this interview, tao ran not only introduced us to the five basic qualities of Huawei's assessment talents in the group interview, but also carefully explained the reasons for the current prevalence of layoffs, which provided us with extremely referential suggestions for ordinary employees to cope with the crisis.

The following is an exclusive interview with tao ran by Socket College.

People valued by leaders all have these five qualities.

In the new book "Huawei Grey Management Law", Huawei mentioned five qualities of knowing people. With your years of experience, what kind of people can be reused by the company?

Tao ran: Some people are business talents, while others may be technical talents. No matter what field, HR will take five qualities as the standard to judge whether he can become a high-end talent, and each quality will be subdivided into four grades.

The first is initiative, which does not simply mean positive actions, but emphasizes foresight and produces good results. People with zero initiative will not take the initiative to finish their work and need to be urged by others;

A first-class person will take the initiative to do what he can; Second-level people will take the initiative to think and act quickly; Level 3 people will plan ahead and act ahead. Huawei's employment standard is at least initiative level 2.

The second quality is conceptual thinking. Whether you have conceptual thinking or not is a sign of whether a person is smart or not. What is cleverness embodied in? It is not the mastery of knowledge, but a kind of thinking logic. In the case of incomplete information, when faced with uncertain phenomena, we can find the key inside, and we can go straight to the subject.

People with zero conceptual thinking can't think accurately and carefully, and can't understand and see the uncertain things clearly; People at the first level can make a simple analogy, that is, they can judge uncertain things according to past experience; People at the second level can draw inferences from others, sum up the rules, and infer what to do if they have not done it; People at the third level know how to explain things in simple terms. They can not only grasp the main points, but also simplify complex things so that ordinary people can understand them. This is actually a very difficult thing.

The third item is influence, which is actually a "field" between people. This field is a natural resource composed of a person's charm. The difficulty is to get others to agree with your point of view. What is important here is external and correct influence, not the influence of personal authority on subordinates.

People with zero influence can't express clearly, convince others and have an effective influence on others; First-class people will try to convince others to accept themselves by direct persuasion, and in this process, they can argue with reasons and facts and try to convince others; The second level is empathy, using other people's words to solve other people's problems; People at the third level use comprehensive strategies and have the wisdom to let others accept their own views. Such people are born with the potential to become leaders.

The fourth item is achievement orientation. People with high achievement orientation will strongly demonstrate their abilities in their work and constantly set standards for themselves, which is what we often call self-driving.

People with achievement-oriented level zero will generally be content with the status quo and not pursue more progress; People at the first level pursue better, and the result is often very good, which can meet the standards of superiors; People at the second level will set their own challenging goals without being driven by their superiors. They will use their own set of higher standards, and it is very scarce to reach this level; People at the third level will carefully weigh the costs and benefits, take risks and make some decisions. This is one of the characteristics of entrepreneurs, but also the natural gap between professional managers and entrepreneurs.

The last item is perseverance, which refers to a difficult state under difficult or unfavorable circumstances. This is the foundation of a person's success. Nothing can always be smooth sailing. People who can succeed in the end don't have to be particularly smart, but they must be able to persist.

The typical characteristics of people with zero toughness are that they can't resist pressure and choose to retreat in the face of difficulties; First-class people are "at a loss" at work and work hard. No matter how much pressure and difficulties you encounter, you can persist, but if you are limited to persistence, you may not be able to do things well.

Second-class people are "successful", not only can withstand the pressure in a difficult environment, but also can always complete the task; People at the third level can eliminate the crisis in a constructive way without being under pressure.

After repeated tempering, these five qualities constitute the qualities that high-end talents need: initiative, cleverness, strong gas field to influence others, lofty pursuit and perseverance in the face of challenges.

Build your own core competitiveness. The closer you get to the top of the pyramid, the safer you will be.

There were many layoffs in 20 19, including leading companies such as Oracle Bone Inscriptions, Didi, Meituan and keep. As an expert in human resources strategy, can you explain it to us?

What caused this wave of layoffs?

Tao ran: There are two main reasons. First, it has reached the economic downturn cycle. Schumpeter, a political economist, said that in the process of economic development, 30 years is a big cycle, 10 years is a medium cycle, and 3 years is a small cycle. This is how the market economy fluctuates back and forth. If the market demand does not keep growing, the number of orders will decrease and there will be more natural persons.

Looking back around 1998, the Asian financial crisis was also very miserable, and the financial crisis on Wall Street in the United States before 10 was also very miserable. In 20 19, the market was saturated, the demand dropped sharply, and the wave of layoffs came.

Second, with the improvement of automation in recent years, it has become an irresistible trend for artificial intelligence to replace low added value. The superposition of technical factors and economic factors will cause this phenomenon that everyone sees.

As an ordinary employee, what preparations should be made?

Tao ran: The most important thing is to find one of your strengths and give full play to it. People, like enterprises, should also build their own core competitiveness. When you do something to the extreme, the closer you get to the top of the career pyramid, the safer you will be.

Even if it is a very subdivided field, as long as it is stronger than others and establishes its own core advantages, it will be relatively stable and will not fall into a middle-aged crisis.

I'm afraid I can't do it to the extreme, because when a person's value is not so great, it becomes full supply and the probability of being replaced will be higher.

Moreover, we must recognize the reality. There is no such thing as a stable job now. Don't expect to be worry-free once you get a job. There will be no such good thing in the future, and the civil service system is also being reformed. For individuals, the greatest stability is the ability to constantly meet challenges.

35-year-old, from naked resignation, Huawei, is a real master in the workplace and can "live" without a platform.

At that time, your position at Huawei was already the head of global recruitment. What is the reason for leaving?

Tao ran: At the age of 35, I felt that if I didn't change, I could already see what I was like when I was old. I'm far from realizing my dream, so it's time to quit my job and find a career of my own. Because when you are getting more and more comfortable on the platform, it is actually quite difficult to learn to swim without the platform.

What's the biggest gain from your six years at Huawei?

Tao ran: I have gained a lot. There are three main aspects:

One is to be able to stand on the international stage and broaden the horizon of globalization, which is a very big breakthrough for me. This vision is very important. For example, since the end of 2009, we have set up a Huawei global recruitment center, and have the opportunity to learn the recruitment control policies around the world and get in touch with the best recruitment tools in the world, including top suppliers, consulting companies and other resources. Opportunities are very rare for individuals.

For example, before Linked In (LinkedIn, the world's largest professional social networking site, is a social network for business customers) went public, we had a transaction. At that time, I talked about cooperation on behalf of Huawei, and signed an order with him for several hundred dollars at one time, becoming their first customer in Greater China.

For me, these are not complicated things. It is important to look at opportunities with an open mind, so as to promote cooperation.

The second is the breakthrough of professional ability. At that time, Huawei 1 recruited more than 20,000 people in the society, not including workers, all of whom were intellectuals. Today, China can't find a second company with this demand.

So I quit after I resigned. No company is worth doing again. At the same time, Huawei has a world-class management training level, which is rare in other places, which greatly helped me to engage in management consulting later.

Thirdly, Huawei has given me many opportunities to try to innovate, such as the "five qualities of leaders" that Huawei has used so far, and I have organized it into an interview method. In this way, millions of people were interviewed in 10 years.

If you were asked to give a suggestion to young people, what would you say?

Tao ran: I am an adventurous person. I have made many changes over the years.

In my opinion, you must take some risks in your life. Being the same is boring, but you can't take any risks. You must first find a point that you can catch. Then set yourself a higher standard, work towards this standard, and strive for a different life.

You were young once, and the opportunity is always in your own hands.