? How to select the top 500 enterprises in the world

When it comes to the world's top 500 enterprises, it is easy for people to associate them with highly educated talents, thinking that only masters and doctors have better opportunities to enter these world-class enterprises; It is also easy to associate them with famous brands and key universities, and think that these opportunities are the patents of students of famous brands and key universities. Many students are also very concerned about their academic qualifications. It seems that a high degree of education means a good job and a high salary. After talking with nearly 30 senior executives of ADV _ ENT0, a fortune 50 company, the author found that in the eyes of top 500 executives, there are three kinds of wrong orientations among college students: academic orientation, and the typical performance is that the higher the academic qualifications, the better; Skill-based, the typical performance is that the more certificates the better, and the university study is regarded as textual research again and again; Experiential, the typical performance is the frequent replacement of internship units. In these directions, arguments such as "junior college students are in adversity", "graduates from second-rate schools will take postgraduate entrance examinations" and "graduate students are former undergraduate students, and undergraduate students are former junior college students" are popular among college students. Due to the improvement of human resources evaluation system, the world's top 500 enterprises are advocating open competition. This kind of open competition is not limited to the qualifications, majors and experiences of candidates, but focuses on the abilities and qualities of job seekers themselves. They hope that this kind of open competition can stimulate the potential of each candidate, fully display their talents and do what they want to do. Almost all Fortune 500 companies always adhere to two orientations in employing people: one is application orientation, the most suitable is the best, and whoever is most suitable for this position will be hired. Education is not the standard of employing people. Paying attention to education actually reflects the extreme immaturity of enterprises. Relatively speaking, among the world's top 500 enterprises that emphasize technology research and development, R&D departments account for about 10% of the total number of * * * positions, and applicants with master's and doctoral degrees are more welcome, while other positions only require candidates with university education background. The second is the development orientation, and the development of * * * can create the wealth of * * *. Only the development of enterprises, or only the development of individuals, is unimaginable in modern society. Employees can't achieve sustainable development in enterprises, or even if they are suitable for their current positions, they have no career development prospects, which is bad for enterprises and employees. Regarding the well-known GE company's open recruitment of a position, it is to find the most suitable candidate for this position, not necessarily the most senior, the highest academic background. Education, school and work experience are all ways to prove the ability of candidates, but the most fundamental thing is whether the experience, ability and skills of candidates are most suitable for the positions they apply for and find their own positions. Although the company will have a certain tendency to major and education according to the requirements of different positions. For example, General Electric Company's global R&D center in Shanghai usually requires applicants to have at least a master's degree because of its nature of work. But on the whole, opportunities are equal, and high education will not add points. For example, there were MBA graduates and other professional masters to apply for the recruitment of public relations specialist of GE China, but the company finally hired an undergraduate course, because the candidate met the basic requirements of the position and had other public relations experience and skills, which was the most suitable candidate for this position. Siemens human resources department has a clear "talent quality model", which reflects the company's requirements for talents. It includes three aspects: knowledge, experience and ability. Knowledge includes professional theoretical knowledge, business knowledge and market knowledge; Experience includes practical experience, project experience, leadership experience and cross-cultural experience in this field; Ability refers to four aspects of ability, one is the ability to promote, the other is the ability to concentrate, the third is the ability to influence, and the fourth is the ability to guide. Companies use this model when recruiting and evaluating talents. The so-called other conditions refer to knowledge, experience and ability. If two people with different academic qualifications have the same assessment results in these three aspects, then those with higher academic qualifications may have certain advantages, but it is rare that the assessment results in these three aspects are the same. In fact, in many foreign companies, especially some multinational companies, when setting salary standards, there is no distinction between undergraduates and postgraduates, that is, there is a difference, which is only reflected in the basic salary gap of several hundred yuan. Except for a few positions, most of them tend to be undergraduates, which has become a default standard, because graduate students often have strong self-esteem, are difficult to cultivate, lack team spirit and have high salary requirements, and undergraduates are fully qualified for the same job, so there is no need to find graduate students. Therefore, when Omron recruits talents, all students' graduation schools are hidden in the comprehensive evaluation form designed by the company, avoiding prejudice and prejudice. This employment method without asking the name of the university has attracted candidates to apply for the exam. The company won't go to see the student's graduation school or ask him who his parents are. Everything depends on his own ability and quality. With regard to experience, make a simple comparison between candidates with work experience and fresh graduates. Fortune 500 companies believe that recruiting people with work experience can come in handy immediately and save some training expenses. However, the salary will be higher. In addition, although the training cost is saved, there are hidden dangers of insufficient plasticity and innovation, and it is difficult to integrate into the company culture. Generally, the recruitment of fresh graduates can not be put into use immediately, which requires a lot of energy for training, and the risk of recruitment failure is high; But because they are not bound by their previous work, they are more flexible and innovative as long as they are guided well. Therefore, whether you have experience or not has its own advantages and disadvantages, and the key lies in the choice of enterprises. L 'Oré al China Company recruits few fresh graduates every year. Among the new employees every year, fresh graduates account for about 10%, and 90% are introduced from the society. This is mainly because L 'Oré al has not developed in China for a long time, but its business has developed very rapidly. To rapidly expand its business in China, the company needs a large number of experienced talents who can quickly enter the role and "find their way" in a short time and get started immediately. However, the company believes that recent college graduates are very creative and bold. L 'Oré al hopes to recruit more excellent and potential college students. In Europe, such as Spain, L 'Oré al recruits more than 80 college students as management trainees every year. AIA pays little attention to recruiting experienced insurance talents in recruitment. "We expect experienced people, but we don't recruit experienced insurance talents from other companies, but cultivate talents who understand international insurance operations through our own efforts. This is the company's employment principle. AIA seldom digs experienced talents from other companies. When the company entered China, it made a commitment to China * * *, that is, to introduce the correct insurance concept, standardize and improve the insurance market, and make contributions to the healthy development of the insurance industry. From the perspective of the company's own development, AIA has its own unique culture, and the talents trained by its own strength will soon integrate into AIA culture. 1992 when AIA entered China, there were basically no talents with international insurance experience in China, and AIA trained talents from scratch. The company imported insurance systems and information systems from Hongkong and Taiwan Province, and adjusted them according to the situation in the Mainland. We also use international resources to invite outstanding insurance underwriting, claims settlement and marketing talents from other countries to conduct standardized training for domestic personnel. At the same time, we also send local talents to China, Hongkong, the United States and other places for systematic training, so that they can experience the operation of the insurance industry in developed areas. As far as the relationship between work and major is concerned, there are three types of college students when looking for a job: professional correspondence, professional correlation and professional irrelevance. The professional correspondence type takes the profession as the professional orientation, chooses the profession completely according to the profession, and engages in work closely related to the profession. This kind of college students account for about 70% of technical majors, mostly medical and engineering students. Majors-related students take majors as career clues, make career choices with reference to professional skills, and engage in professional-related work. These students account for about 80% of non-technical majors, and most of them are liberal arts students such as philosophy, history, China language and literature, foreign languages and literature, economics, business administration and public administration. Students with independent majors are completely divorced from their majors, and their work has almost nothing to do with professional knowledge. Such college students have all kinds of majors. Typically, technical majors graduate to engage in non-technical occupations, and few non-technical majors graduate to engage in technical jobs. In the eyes of top 500 executives, your major is not important. What matters is whether your advantages are enough to compete with others' advantages and make up for your weak influence. IBM is a multinational company with a strong technical background, but when recruiting talents, the requirements for the professional background of candidates are not strict. The first level for IBM to recruit talents is written test, which mainly tests the comprehensive quality of students. It may be hard for you to imagine that there is nothing about computer knowledge in this exam. There are two reasons for this. First, the positions recruited by IBM cover a wide range, and not all employees are engaged in IT technology. If you apply for a technical position, there will be a special department for assessment in the future interview; Second, IBM attaches importance to the potential of candidates, whether it is a manufacturable material. The written test questions are similar to GRE and GMAT, and the time is very short. Some questions require applicants to sort and find rules in a set of numbers and graphs. Due to the tight time, under pressure, some candidates are confused because of nervousness, while others have good psychological quality and are very calm. Through this written test, we can examine the comprehensive reaction speed, judgment ability and psychological quality of the candidates. At IBM, there are many examples that non-IT major candidates finally perform very well in IT technical positions. There is an excellent technical manager. She used to study playwriting, but she was a liberal arts student. After entering IBM, she became a system engineer and worked as an operating system for mainframes. At IBM, as long as you are interested and have potential, the company will give you opportunities. IBM will find your interest and potential in the interview after the written test and in the future training and work. When Microsoft recruits researchers, the usual criteria are "three good": good math, good programming and good attitude. Microsoft's recruitment procedure is very strict, which requires a full-day interview to assess basic knowledge, professional knowledge and programming knowledge. Different positions and departments may have different recruitment requirements, recruitment processes and inspection topics. When the company recruits a researcher, it may ask him to give a lecture and then have an open dialogue. The topic of the conversation may be why you use this method, what new problems and ideas you have, and so on. What we want to study is how he thinks and how to deal with problems through dialogue. If a person wants to apply for the product development department of Microsoft, then the content of the exam may be all programming knowledge and skills, and may even require writing a whole program, because they are looking for someone with strong programming skills. The unified requirement of Fujitsu recruitment is professionalism, but professionalism and professional background are two different concepts. That is, candidates should have a solid professional foundation for the work they are about to engage in, and the professional background may refer to whether candidates have studied this major in university. Relatively speaking, the company cares more about whether the candidate is professional than his professional background. For design developers and non-design developers, the company also emphasizes that candidates are good at this, with a solid foundation and broad development prospects. Kodak's specific criteria for selecting talents include three aspects, one is skill, the other is talent, and the third is virtue. "Skills" refers to a person's professional skills; "Talent" refers to a person's talent, whether he is smart, competent, resourceful and courageous; "Virtue" is a person's conduct, self-cultivation and observance and implementation of company values. From education, experience and qualifications, it is easy for a company to examine a person's "skills"; Through the interview, it is also easy to find out whether a person has the backbone of the mainstay or the potential to lead thousands of troops. But sometimes we are "wrong", and the important reason for "wrong" is "virtue". It can be said that most people's "skills" and "talents" are all right now, but "morality" has hindered their long-term development. The choice of "extraordinary talents" lies in "virtue". As the saying goes, "it is not difficult to know human nature." Of course, this does not prevent us from discovering "extraordinary talents", which requires us to have an eye for heroes.