What are the criteria for enterprises to recruit people?

Reprint the following information for your reference.

Mengniu Group's employment principle:

first

Have both ability and political integrity, and use it differently;

Have virtue but no talent, cultivate and use it;

Only those without virtue restrict employment;

No virtue, no talent, no need.

second

Keep people by career, by feelings and by treatment.

Employment standards of world-renowned enterprises

Nokia: People-oriented

The core of Nokia's corporate culture is "people-oriented". Reflected in the value of judging talents, the company practices "people-oriented" in two aspects-first, the hardware system, including professional level, business level and technical background, is generally inspected by the department executive manager; Second, the software system, including communication ability, innovation ability and flexibility, is generally inspected by the human resources department.

Motorola: Five E's

The first e-envision: have an understanding of technology and the company's prospects, and have a vision for the future; The second E-ENERG: creative, flexible to adapt to various changes, cohesive, and lead the team to make progress together; The third e executive power (action power): you can't just talk but do nothing, you must act quickly, step by step, methodically and systematically; The fourth e-edge (decisiveness): have judgment, distinguish right from wrong, dare and make the right decision; Article 5 Electronic Ethics: Good conduct, honesty, trustworthiness, respect for others and spirit of cooperation.

Siemens: an entrepreneurial figure

Siemens, a century-old shop, is known as the "cradle of entrepreneurs". In fact, Siemens is looking for "entrepreneurs", and their basic requirements for future "entrepreneurs" are: good test scores, rich language knowledge, wide interests, strong curiosity, desire to improve their work, calm and tenacious in an emergency.

Shell: automobile potential

Shell's recruitment of talents mainly focuses on future needs, so it attaches great importance to people's development potential. Shell defines the development potential as a "car", that is, analytical ability: it can quickly analyze data, determine major issues in the case of incomplete and unclear information, analyze the constraints of external environment, analyze potential impacts and connections, and propose creative solutions in the case of complex environment and unclear information; Achievement: give yourself and others challenging goals, produce results, persevere, be able to weigh priorities and changing requirements, and have the courage to deal with unfamiliar problems; Relationship: Respect the opinions put forward by people with different backgrounds and actively seek such opinions, show honesty and integrity, have the ability to infect and inspire others, communicate frankly, directly and clearly, and establish a fruitful working relationship.

HP: Let's see what the referee said.

HP values not only your potential, but also your ability. Therefore, in addition to the general recruitment process, HP also needs job seekers to provide two referees who know you better-either customers, colleagues or former bosses.

IBM: high performance

IBM needs "high performance" talents. In IBM's "high performance" culture, it mainly includes the following three aspects: "winning"-the determination to win; "Execution"-fast speed and good execution; "Team"-team spirit.

Microsoft: Hire people with potential bills?

Gates said that in my company, I would like to hire people with potential, not experienced people. Because in the long run, the potential is more valuable. If employees threaten to resign on the condition of salary increase or promotion, I will let them go even if it will cause short-term trouble, because an employment policy that is not affected by immediate factors will be conducive to the long-term development of the company.

Lucent: the standard of growth

Lucent's corporate culture is "growth", and an important investigation in Lucent's recruitment is to see if you can adapt to the standard of "growth". The so-called "growth" includes the following five aspects: G stands for the concept of global growth; R stands for result-oriented; O stands for paying attention to customers and competitors; W stands for an open and diversified workplace; S stands for speed.

G: Not stick to one pattern.

General Electric Company (GE) never cares where its employees come from, which school they graduated from or which country they were born in. Ge has an intellectual elite. Young people can get many opportunities in Ge without seniority. GE has many managers in their early 30s. Most of them were educated outside the United States. Before being promoted to senior manager, they worked in at least two branches of General Electric.

P&G: Eight Basic Principles

Procter & gamble understands the importance of talents in this way: if you leave our capital, factory and brand and take everyone away, our company will collapse; On the contrary, if you take away our capital, factory and brand and leave our people behind, we will rebuild everything in 10. P&G's requirements for talent quality can be summarized in eight aspects: leadership, honesty and integrity, ability development, taking risks, actively innovating, solving problems, unity and cooperation, and professional skills. It should be pointed out that "these eight aspects are parallel, in no particular order." "Honesty and integrity" is as important as "professional skills".