What are the requirements for going to ABB for sales?

Attention: dress formally, hair style needless to say, language communication, pay attention to tone and speed of speech.

Will ask you:

1。 Working here is stressful and the competition is fierce. Can you accept or adapt?

Wait for what? And team spirit.

2。 What would you do if you were given this job?

3。 Generally, applicants have to ask some questions, such as work experience, education, graduation school, family, marriage, health and so on.

ABB sales experience.

First, a perfect regional work plan is the premise to ensure the team's execution.

Second, dynamic workflow control is the guarantee to improve the execution of sales staff.

Thirdly, proper incentive returns and strict execution of rewards and punishments are the catalysts to improve the execution of salespeople.

Fourthly, establishing a learning team is the basis of improving the execution of sales staff.

When ABB recruited management trainees in China, many people were frightened by one condition: management trainees should obey any business unit assigned by ABB in China after graduation.

Han Yu, senior vice president in charge of human resources in ABB China, said that in the first batch of management trainee programs, both sides have to face great uncertainties, such as what to do and where to work. The only certainty is to work in ABB China Company and do management work in the enterprise. Han Yu said that the last participant is willing to spend a year and a half figuring out what he wants to do and where he wants to live and work.

In fact, many multinational companies like ABB have been trying to deal with the old problem in China: how to attract, retain and motivate first-class employees? Recruiting management trainees and cultivating reserve management talents is one of ABB's solutions.

Han Yu believes that multinational companies face great challenges in attracting talents. "In the past five years, foreign direct investment has developed rapidly in China, requiring a large number of managers, engineers, sales staff and after-sales service personnel, and there is a huge demand in the talent market."

In addition to the rapid development of business and the shortage of candidates in the whole market, Han Yu believes that companies like ABB, which are mainly engineers, have a smaller potential talent market to choose from. He cited the recent example of the company recruiting engineers in the robot center in Shanghai. At that time, he hoped to recruit people under the age of 35 who knew about robot application, preferably those with experience in robot application in non-automotive industries such as medicine and chemical industry. After trying various recruitment methods such as newspapers and websites, it is difficult to find a suitable candidate. "The first challenge is that there are not enough satisfactory candidates. Those who have the ability ask for high prices and have high expectations. "

"Our professional requirements are relatively high, and we can't be fully competent without 5- 10 years of industry experience accumulation." Han Yu said that ABB's typical talent characteristics are: graduated from a well-known engineering university, received education in electric power or industrial automation, graduated from university for 3 to 5 years, and had industry experience. He compared the difference in talent demand between engineering companies and IT companies: for IT companies, the knowledge and skills that graduates learn in school can be used as soon as they arrive at school, which can immediately turn college graduates into productive forces. Therefore, as long as you are smart, have a good personality and have strong language skills, the younger the better. "We are now recruiting college graduates and recruiting talents with 2-3 years of market experience. In the past, our requirement was to have 7-8 years of experience, but now the market has forced us to adjust the standards. " Han Yu said.

It is also very difficult for enterprises to retain people now. "They jumped ship at one stage," said Han Yu, analyzing the reasons. "This is related to the attitude of this generation towards work. They like to experience different things. They feel that they have to jump if they don't have enough skills, jump if they don't have enough money, and be paid if they want to be in the mood. Of course, capable people have many opportunities. " Han Yu believes that new investment and new business have the greatest impact on the talent market, because new business has technology and capital, which can attract talents to establish a business department with relatively high replacement price. At the same time, the job-hopping of a key talent may trigger a series of changes.

In order to cultivate reserve management talents, ABB China started the management trainee program in 2004, recruiting master graduates with engineering background who are willing to engage in management work, and allowing them to participate in 18 months training in three business divisions within half a year. "For future managers, the work experience of production enterprises and grass-roots units is very important." Han Yu said, "You always have to know how workers do things and how products are designed and produced at a working stage before you can do sales management, operation management or manage a factory."

Yongzheng is one of the first eight trainees to receive training, and is currently conducting the third training in ABB Xiamen Medium Pressure Factory. He graduated from Tsinghua University with a master's degree in management engineering. His first stop was in ABB Beijing Electric Drive System Company, where he participated in the relocation plan and process design of the company. Han Yu commented: "At the beginning, he told me what to do and said that the management was too poor. In fact, it is the most successful transmission company in the world, but for Tsinghua students, the first thing he sees is that it is different from books. " He did well later, and the transmission company wanted to keep him, but the management trainee plan required him to continue to participate in the second stage of training. Next, he coordinated the project plan with the project manager from the United States at ABB Shanghai Robotics Center, and his self-confidence was greatly enhanced.

Han Yu believes that there are many outstanding talents among college students. As long as they are carefully selected, it is important to give them opportunities and guidance. But he also criticized the current graduates for being stingy and lacking heroism. For example, some people just want to work in Beijing and Shanghai and don't go anywhere else. Some even like to work in Chang 'an Avenue, thus limiting their own roads very narrowly. They don't have such heroism: I graduated from a good school, studied technology, was smart, and was not afraid of anything. When I come to the company, I want to do things, give me challenges and opportunities. Let me go to Chongqing, Zhongshan or anywhere else, I will go! Han Yu said that after 3-5 years, such students are talents of a country.

"Our philosophy is: caring about people and caring about performance; Develop people and develop careers. " Han Yu said ABB put people first. Many business departments of ABB are mainly engineers, who know ABB's technology and products. When they assume the responsibility of team management or the responsibility of a functional department, they need business knowledge and ideas. ABB regularly organizes training for new managers, including management communication, performance management, personnel selection and financial knowledge training, so that they can have an overall concept of enterprise operation. In the past few years, ABB has also sent nearly 65,438+000 managers to China Europe International Business School to attend the management certificate class. Han Yu said that this is a big investment, but the return is also great. We ensure that people with potential in key positions have the opportunity to understand ABB technology, and at the same time have the opportunity to study in business schools and understand western management concepts. In this way, he is both a technical expert and a management expert.

In the training of management talents, ABB mainly focuses on internal promotion. The key is to give people opportunities and challenging jobs when talents are not fully prepared and the preparation is not 100%. Han Yu said: "Talents are buried because they are not given a chance to try."