How do Baidu, Meituan, JD.COM and Netease recruit people?

How do Baidu, Meituan, JD.COM and Netease recruit people?

Share some interviews that can be referenced.

Zhang Jinmao (Minister of Technical Engineering Department and Chairman of Technical Committee of Meituan):

I'd like to share a few points about how the US delegation did it. First of all, school recruitment is a point that can be concerned. Meituan attaches great importance to school recruitment, starting from 20 1 1. At that time, it was an early startup company, but it invested a lot of resources in school recruitment. At present, 40%-50% of the people that Meituan needs to recruit every year are solved through school recruitment. Of course, the competition for school recruitment in Beijing is becoming more and more fierce, and it may be more necessary to expand to cities outside Beijing.

Secondly, Meituan has a strong feature, that is, recruiting through the recommendation of internal employees. Although there are no exact figures, generally speaking, 3-3.5 out of at least 5 people are recommended. For example, this is how Qiu Jian joined the US Mission.

However, if you want to do a good job in internal recruitment, you should pay attention to one thing, that is, from the CEO of the company to the head of the business department to the head of a small team, people at all levels should take recruitment as the top priority, especially the startup company. In your daily work, you should think about recruitment, not cramming when there is a shortage of manpower, which means that recruitment is your first priority.

Li Pengtao (R&D Director of JD.COM Mall):

Because before watching Liang Jian, Li Yunlong's method was to decentralize, and we are doing the same now. We all split up, that is, let the following people recruit themselves. If they meet the company's requirements, what you recruit is yours. Other groups have confessed, and those who haven't confessed will find a way. Our current people are basically recruited in this way, which is still quite good and does not rely much on HR.

Jiang (Netease has a VP):

Digging people always depends on themselves, such as our product director, which was recommended by my college classmates. I recently recruited a person with more than ten years of first-line work experience in Microsoft, which was recommended by our technical director's classmate. Basically change the way you interview when you come up, eat first, fool first, and have a technical interview after you talk about it. Here HR is the assistant. Another way is to kick off HR and go directly to the headhunter. Responding to headhunters is also timely and diligent, as I will be back in five hours, so he will send me his resume more diligently next time. All my sales are recruited by headhunters.

Chen Xiyan (Technical Director of Fengxing.com):

When I was recruiting, I found it particularly difficult to recruit from the school. There are many startups, and it is difficult to recruit particularly suitable people without following the routine. We still mainly use interpolation, which was very effective last year. We have estimated that even if a higher incentive policy is given, the final cost is far lower than that of headhunters.

Liu Jianguo (CTO of Cat Animation):

In my opinion, recruitment is more than just screening resumes and arranging interviews. It needs a more systematic method to recruit key talents. For example, who do you think is suitable, you can invite him to visit first to get to know each other and get to know each other better. You can also invite him to share the exchange. When the team needs it, you can also ask someone to do some off-site guidance and ask him for help. You can also attend social activities and technical meetings together. When the opportunity is right, you will naturally join. All in all, it seems to me that this is a long-term thing, not a short-term thing like several contacts and an interview.

In addition, I think I should show my ideals and dreams from the beginning. Although it may not work in all likelihood, once it works, it will be of great value to recruit someone who is consistent with our dreams.

Li Jun (Baidu Senior Technical Manager):

The year before last, we urgently recruited an APP message pusher, and it didn't take long to recruit. So I went to Weibo to search the person who posted this technology-related post, followed him and sent him a private message. Finally, it really succeeded, and an experienced engineer was recruited. Although it's a bit inefficient, I think this method is feasible when you want to recruit someone specifically and hope that he can concentrate on accumulating in a certain industry.

What should I do after recruiting people?

Zhang Jinmao (Minister of Technical Engineering Department and Chairman of Technical Committee of Meituan):

Every stage is different. At this stage, Meituan is increasingly motivated to promote the use of some code specifications, some tools and platforms. Because this is a very important thing in today's company, we already have some resources and manpower to do these things.

But in the early days of the company, we did it another way, because there were relatively few people in the company at that time. From the front-line technical supervisor to the top management of the company, what everyone is doing is actually easy to understand and often accessible, so at that stage, quality control is more accomplished through cultural measures:

First, for example, when we do the evaluation, we will gently ask engineers these questions, like the best situation in this industry. You got it? Can you do this plan better now? This is actually an idea, that is, we don't mean to put this thing in this state. Maybe we will promote this idea from the whole company.

Second, for example, SDE is also one of our early ideas, that is, every engineer should do his own thing, including operation and maintenance, including QA, and all kinds of things. One advantage of this is that he will not shirk too much responsibility, because in the small company stage, if the positions are divided, there will be more problems. In the early days of Meituan, many of these things were done by frontline engineers themselves.

Of course, the atmosphere is very important. In the process of doing it, we should have some ideas to guide us, let us find ways to do things better, and do things in a tool-based and platform-based way, which may gradually form such an atmosphere. This thing may indeed have a lot to do with whether a company is reliable or not. Not every company can do this.

Jiang (Netease has a VP):

Recruitment is very important. In addition, after recruitment, they are basically newcomers and backbones.

Grasping new people is to sort out a more effective way to cultivate new people. Under the training of the tutor, start with simple tasks, get started quickly, and gradually deepen.

If we focus on the backbone, the technical director and I will be more optimistic about several people in each performance appraisal, so we will invest all our resources in them, including our own time. Just like clue management, there is a catch and a release.

Shi Haifeng (Dangdang Architecture Director):

One thing is better. It is true that different companies have different stages and levels of development, so we can't expect to train a person to the end, or expect him to work here for many years. Then we need to make the things needed for this position or skill into relatively mature and standardized process things. After training these people, we can quickly get started to do the work we need. Such a training system is relatively simple and effective, because we are not training people, but working. On the one hand, employees' personal growth and skills improvement are combined with actual work, on the other hand, they have to rely on themselves.

Liu Jianguo (CTO of Cat Animation):

I still advocate a person's development, not a person. You can use energy and resources to develop him as much as possible. Although one person comes and one person goes, three out of ten people may return to this company. He may not be able to do it himself, but he will find someone to introduce you to a lot of information. So in my opinion, in the long run, we must develop a person with our heart, not treat him as an employee.