What are Toyota's requirements for employees?

1. Design a targeted recruitment system according to corporate culture. The orientation, constraint, cohesion and radiation of corporate culture require enterprises to design recruitment system, scientifically design recruitment procedures, select appropriate measurement tools and determine well-differentiated interview questions according to the actual situation of enterprises, so that the recruitment system of enterprises can become a part of corporate culture. Toyota's comprehensive recruitment system is based on the needs of corporate culture, making it unique and a part of corporate culture, recruiting suitable talents for the company and providing talent sources for the company's development. Throughout Microsoft, IBM and other international companies, all have their own unique recruitment system, and the recruitment system shows a distinct corporate culture. 2. Provide the applicant with true, accurate and complete enterprise information. Even some negative situations of enterprises should be given truthfully. After understanding the real situation of the enterprise, candidates will make a choice whether to continue to apply, and those who are dissatisfied will automatically quit, so that it is possible to recruit employees who match the values of the enterprise. In addition, while obtaining the applicant's academic performance, relevant training, relevant experience and other information. Through the design of interview questions, enterprises can fully understand the professional values of candidates and screen out those candidates who are competent for the job and match the corporate values, so as to achieve a good match between employee values and corporate culture. 3. Conduct appropriate training for interviewers. Through the training of interviewers, we can first enhance their ability to express the core values of enterprises, so that candidates can understand the values of enterprises more accurately and clearly. In addition, training can improve the accuracy of the interviewer's perception of the matching degree between the applicant and the enterprise. A study by Gabe & Judge (1996) found that the standard regression coefficient of the interviewer's subjective evaluation of the value matching between people and organizations reached 0.4 1, which shows that the interviewer's perception of the matching degree has a great influence on the organization's employment decision. In addition, trained interviewers can learn to use some psychological tests and evaluation tools to help recruiters recruit employees who match corporate values more accurately. It is worth mentioning that Schneider (1995) and others believe that a high degree of matching between people and organizations will reduce the flow of people and make employees more homogeneous, but when employees, especially top managers, are too homogeneous, it will reduce the innovation ability of enterprises and may lead to a decline in organizational efficiency. Therefore, when recruiting senior managers, we should choose those candidates who have a low degree of matching with enterprise values, so as to avoid the loss of organizational creativity caused by too much homogeneity, especially the members of the leadership team, who should be as heterogeneous as possible. When recruiting middle-level and grass-roots employees, try to be homogeneous, and select those candidates who have a high degree of matching with corporate values, so as to maintain the overall consistency of the organization. 4. Choose the appropriate recruitment methods and ways according to the corporate culture. What kind of recruitment methods and ways an enterprise adopts in recruitment depends on its culture and specific situation. As far as enterprise recruitment sources is concerned, most enterprises implement both internal recruitment and external recruitment. Because the operation of modern enterprises is becoming more and more complicated, it is impossible for any enterprise to completely rely on internal recruitment or external recruitment to complete the recruitment of talents. These two recruitment methods only have a question of who is in charge and who is in charge, and they need to be chosen according to the corporate culture. Only by choosing a recruitment method suitable for corporate culture can we give full play to the advantages of internal recruitment and external recruitment and avoid their disadvantages. Otherwise, the old employees are hard to accept, their enthusiasm is seriously frustrated, the new employees are full of hostility, and it is difficult to carry out their work, which will eventually lead to the serious impact on the competitiveness, cohesion and development prospects of the whole enterprise. At the same time, the selection of recruitment methods should also be adjusted with the development of corporate culture to ensure that it is always consistent with corporate culture. Generally speaking, the corporate culture that emphasizes innovation and learning needs external recruitment, and the external environment and competition of such enterprises change very rapidly. Choosing external recruitment can often bring new ideas and ways of thinking to enterprises and enhance their vitality. The rapidly developing high-tech enterprises mostly belong to this kind of enterprises, such as 1T enterprises. Emphasizing a stable corporate culture requires internal recruitment, because the external environment of such enterprises is relatively stable, and enterprises need stable development. Choosing internal recruitment can make the enterprise internal stability, and its incentive function can make employees more disloyal to the enterprise. This is more effective for traditional enterprises, such as industrial enterprises. 5. Expand the inclusiveness of corporate culture. With the internationalization of capital and talents, the internationalization of corporate culture has also been put on the research agenda. In reality, some candidates' professional values do not conform to the enterprise, sometimes due to the limitations of the enterprise culture itself. At present, the cultural construction of some enterprises is either divorced from their own reality and mechanically copied the experience of successful foreign enterprises, or the connotation of corporate culture is too narrow to bear the fact that the applicant's professional values are widening. In the process of determining corporate culture, Lenovo noticed this trend. Starting with the analysis of development history and development strategy, the original corporate culture is revised, and finally the core values of a more inclusive corporate culture are determined: customer service, accuracy and truth-seeking, honesty and innovation. Therefore, at present, many enterprises in China, especially large and medium-sized enterprises, urgently need to adjust corporate culture in time, expand its inclusiveness, dig deep into some elements of human nature, find the source of diversification of professional values, effectively refine and guide them, and expand the carrying capacity of corporate culture.