Matters needing attention in recruitment demand analysis

When it comes to recruitment demand analysis, it will generally start from three aspects. In addition to the responsibilities of the post itself, we should also consider the style and characteristics of the team to which the vacant post belongs, as well as the requirements of corporate culture and values.

For example, within a company, there are two sales teams with the same responsibilities, and the division of labor between them is no different except by region. On the surface, the requirements of the two teams should be the same, but the actual experience tells us that they often recruit different people. What caused it? Differences in team style. The manager of a sales team is full of passion, and he wants his members to be enterprising, so most of the people he is looking for will be people of this style. The manager of another sales team is a steady worker who likes to work slowly and do fine work, so he may not appreciate the kind of salespeople who are very ostentatious and exposed. This is the difference caused by different team styles.

In addition, Huawei and ZTE have different requirements when recruiting new graduates and technology developers.

Huawei's culture, unlike some companies, is not clearly refined in a few simple words. Huawei's culture is contained in its basic law. What impressed outsiders was its "wolf culture". I didn't verify whether this statement was made by Huawei leaders, but at least it is recognized that this statement represents an overview of the outstanding characteristics of Huawei culture. The core of "wolf culture" is enterprising, cooperative and team-oriented, not individual-oriented.

Look at ZTE's culture again. There is a saying on the Internet that "ducks paddle", which means "the top looks motionless and the bottom paddles desperately". This is in stark contrast to Huawei's "wolf culture". The aggressiveness or aggressiveness of ducks can't be compared with that of wolves. This is consistent with the perception of these two companies formed in the market: Huawei gives people the impression that it is stronger and more impactful; ZTE gives people the impression that it is more practical and stable.

These two different cultural styles will lead to great differences in the characteristics of the people chosen by the two companies when recruiting people. I haven't been interviewed by these two companies, so I can't guess here, but I have some friends in both companies. From the contact point of view, Huawei people are relatively more exposed, more enthusiastic and more publicity, while ZTE people are relatively more introverted and low-key. Perhaps, these people can't represent all of these two companies, but at least we will see that the culture of a company will have a great influence on the demand for recruitment.