Learning from benchmarking

The American steel giant said: Leave the factory with my employees. Soon, weeds will grow in the factory. Take the factory away and leave the employees. We will have a better factory soon.

Someone asked Bill Gates: Can you recreate a Microsoft? Bill Gates said: Yes, let me take 100 people.

(3) The competition among enterprises is the competition of talents. Human resources have become the source of enterprise development.

④ Whether an enterprise can't recruit or retain people is often not a question of salary, but directly related to whether the recruitment system of the enterprise is sound and whether the talents agree with the corporate culture.

⑤ In addition, at present, enterprises usually propose to start the employment demand only when there is a shortage of personnel, which is also the main reason for the unsatisfactory recruitment effect. On the other hand, the human resources department's talent supply to enterprises is not only talent recruitment, but also how to do a good job in human resources planning of enterprises.

In Huawei, the recruitment decision is:

Corporate culture+recruitment concept+recruitment standard

Ren said that Huawei's most valuable asset is talent, followed by product technology and customer resources. As long as we have a group of talents who are constantly improving and growing, Huawei will certainly be able to make any technology and capture any customers.

Huawei considers whether the recruitment work is effective from four aspects.

① Timely.

② The cost is lower.

③ Matching degree (with company and post)

(4) the turnover rate in "critical period" (within half a year)

Huawei Recruitment Principles (Five Aspects)

(A) the right is the best

① portrait of enterprise employing people

First, make clear what kind of people the enterprise needs.

Should we choose to have both ability and political integrity, put morality first or talent first? Or emphasize individuality or teamwork? Do you need pioneering talents or steady talents?

These standards and soft qualities depend on the corporate culture. Focus on the interest, attitude and personality of candidates.

② Portrait of post personnel

Through the post analysis, the qualifications, age, skills, physical quality and other conditions that the talents needed for the post should have are clarified.

Focus on the applicant's ability, quality and other hard conditions.

(B) pay attention to two-way choice

Never deliberately beautify or exaggerate the enterprise.

Huawei will always regard each other's satisfaction as the basis for acquiring talents. At the end of the interview, the person in charge will truthfully and objectively introduce the company's development prospects, development status and common problems.

(c) Targeted recruitment strategies

Is it to meet the "practicality" of the present or to reserve talents for the future? This is very clear in Huawei.

(4) Responsibilities of recruiters

Basic requirements: responsible for the enterprise and responsible for job seekers.

Work concept: Excellence does not mean suitability, and recruiting an unsuitable person is a great waste of resources.

Measures: Participate in the human resources planning of enterprises and departments, deeply understand the direction of personnel flow within enterprises, and master the employment needs of enterprises at all stages.

Interviewers must pass the training and examination before they can be selected as interviewers.

(2) Annual qualification review. Those who fail will be disqualified as interviewers.

Huawei pointed out that recruiting personnel is the first step for the company to recruit talents. If the quality of recruiters is very low, it will be difficult to select the outstanding talents that the company needs.

This is a fatal problem in many enterprises at present, which leads to people who should not stay, but those who should be re-examined are let go by first-class incompetent interviewers.

(e) The employing department participates in the recruitment "whoever employs will recruit".

Fourth, recruitment standards.

Recognizing Huawei's corporate culture is the primary and important criterion for recruitment.

Implementing corporate culture from the entrance of human resources is the essence of Huawei's human resources recruitment strategy.

Whether an enterprise can't recruit or retain people is often not a question of salary, but directly related to whether the recruitment system of the enterprise is sound and whether the talents agree with the corporate culture.

Excellent corporate culture needs people to implement it. At the same time, excellent corporate culture can guide, unite, motivate and retain people.

Corporate culture refers to the highest goals, value standards, basic beliefs and behavioral norms cultivated and observed by all employees in the long-term entrepreneurship and development process.

Huawei is bound by corporate culture and spirit, which lies in its organizational model and mechanism, not in its talents, market and technology.

The most important thing that business leaders need to do is to create and manage culture, and the ability to influence culture is the most important talent of leaders.

The relationship between corporate culture and recruitment;

(1) If employees don't agree with the corporate culture, they won't be proactive, let alone give full play to their subjective initiative.

② If you don't agree with the corporate culture, you won't have a sense of belonging.

For example, "if you win, you will raise a glass to celebrate, and if you lose, you will fight for your life to save each other."

① Corporate culture leads recruitment.

If the corporate culture does not match, it will not be accepted.

② Promote corporate culture in recruitment.

Demonstrate by people with corporate culture characteristics.

③ Establish a psychological contract.

The core is employee satisfaction. Legal contract rose to psychological contract.

④ Multiple rounds of interviews

Be sure to choose people who agree with or suit the corporate culture.

Key words:

Appropriate | Interview Qualification Management System| Corporate Culture

Enterprises have different needs for talents at different stages of development. Therefore, the recruitment work should change from time to time, adapt to local conditions, and meet the talent needs of enterprises at different stages of development.

This paper belongs to the research of "Huawei human resource management", which is formed by individual hybridization.