[Feng Qitang original | Do not compile or pass on, have a source and evidence, share the entrepreneurial legend of the business world, and interpret the management wisdom of the big guys. 】
Resources:
Tian Tao and Wu Chunbo wrote "Will Huawei be the Next to Fall", Tian Tao wrote "Huawei Interview", Wu Chunbo wrote "Huawei Has No Secrets", Lin Chaohua wrote "Ren Zhengfei Biography", and Tangdao Fisherman wrote "Huawei Survival Code".
Ren Zhengfei criticized Huawei's recruitment phenomenon in this way: "Now hiring an employee is like choosing an underwear model, picking and choosing, but the result will not be a war." ”
Responsible for the company, but also responsible for the employees, "A young man's youth is limited, delay others for a few years, is it worthy of others?" This is Ren Zhengfei's statement when he asked the recruitment agency to rectify the style.
After coming in, you will be given a high salary, and you must be responsible for the process of coming in, which is China's conscientious enterprise.
01
Ren Zhengfei: Youth is limited, are you worthy of others if you delay for a few years?
Huawei has only been established for 35 years and currently employs more than 200,000 people.
According to Ren Zhengfei in an interview, over the decades, more people have left Huawei outside Huawei than there are people working in Huawei.
It can be seen that Huawei has averaged the annual recruitment scale over the past 30 years.
Ren Zhengfei also said that the Huawei people who left the company basically went out on their own (how to go out by themselves is described in another article).
Hundreds of thousands of Huawei employees who are on the job and have left the company have catalyzed a general social perception that if you join Huawei, you can change your fate!
That's right, although Huawei is under high pressure, it is also a high salary and high treatment, as long as you can withstand the pressure, whether you are from a poor background or have just graduated from poverty, your efforts can basically change your family.
As a result, Huawei has become a mecca for many college graduates.
Since the early days of Huawei, the number of employees increased dramatically since 1995.
In 1995, Huawei had 1,200 employees, 2,400 in 1996, 6,000 in 1997, and 12,000 in 1999.
It can be seen from the data changes that Huawei has been recruiting a large number of people every year since 97, and the average number is thousands every year.
In the face of such large-scale recruitment, it is of course a huge test of HR's ability.
Under Ren Zhengfei's "big Hulong recruitment", it is inevitable that there will be a phenomenon of "the interview is not profound, resulting in large-scale recruitment and large-scale departure", but this is obviously not what Ren Zhengfei and Huawei want to see.
"A young man's youth is limited, is it worthy of others to delay him for a few years?" Ren Zhengfei said.
In Huawei's senior management document on recruitment optimization, Ren Zhengfei put forward a request: We must continue to enrich the team, and we must also choose the right people who need them, and people also need to choose the right path in life. ”
"Now hire an employee, just like choosing an underwear model, pick and choose, but the result will not be a war." The fresh blood that Ren Zhengfei hopes to come in is all Huawei fighters who can "go to the battlefield" in the future.
02
Changes in Huawei's "Great Hulong" recruitment
So, how does Huawei recruit employees, or how has Huawei's policy on recruiting college students changed over the years?
Based on public information, we sort it out as follows.
1. Regular recruitment
Many science and engineering colleges and universities in China are Huawei's "talent pools". On the premise of strictly controlling recruitment, ensuring the quality of fresh graduates, and avoiding wasting labor costs, Huawei has been recruiting no less than 5,000~6,000 fresh graduates every year for many years (mainly master's and bachelor's degree graduates).
"We want to fish in all the top students!" This is really Ren Zhengfei's style.
To this end, Ren Zhengfei put forward three requirements for recruitment:
(1) In terms of quantity: five or six thousand outstanding graduates should be recruited every year;
(2) Quality: senior cadres should go to the interview in person to grasp the quality of recruitment.
(3) Treatment: The top students can not emphasize how many levels, the salary can be differentiated, and the salary of especially outstanding talents can be set higher. After reaching level 15, it will gradually follow the company's unified salary framework standards. (Note: On July 30, 2015, Ren Zhengfei's speech at the business report of the Strategic Reserve Force)
2. High-end recruitment
In the early days, Huawei's talent pool was mainly based on "two telecommunications" and "two postal services", plus Huazhong University of Science and Technology, and even later domestic science and engineering colleges such as the University of Science and Technology of China, but the discipline was still mainly focused on the field of electronic information.
As Huawei's leading position in the industry enters the no-man's land of technological innovation, Huawei needs more high-end scientific research talents to enhance the research strength of basic theories and the exploration of leading creation, so as to enrich the knowledge structure of talents and trigger the creative opportunities brought by integrated innovation.
As a result, Huawei has begun to gradually raise the level of recruitment for fresh graduates:
(1) Increase the demand for research and exploratory talents: optimize the recruitment policy of fresh graduates who focused on recruiting master's and undergraduate students in the past, and reasonably expand the number of doctoral and postdoctoral researchers;
(2) Diversification of majors: Adjust the previous acquisition model of students in the field of electronic information, and further increase the proportion of outstanding students in mathematics, physics, materials, biology, arts, humanities, and other disciplines (Huawei Human Resource Management Outline 2.0 (Open Discussion Draft) on March 20, 2018).
3. Future-oriented top talents
"In the future, Huawei will drag the world forward and create its own standards, as long as we can be the most advanced in the world, then we are the standard, and others will move closer to us. ”
In the face of technological blockade and suppression, Huawei can only create its own standards.
In addition to recruiting undergraduates, masters, and PhDs, Huawei has also launched the "Talented Youth Program" to recruit talented young people around the world, integrate them into Huawei's blood, and further stimulate the vitality of the organization.
Of course, in addition to young fresh blood, Huawei has also attracted a number of world-renowned scientists, such as Laurent Laforge, the Nobel Prize winner of the "Nobel Prize in mathematics", to join in the exploration of creating their own standards.
"In the next 3~5 years, I believe that our company will take on a new look, all 'change guns and guns', and we must win this 'war'. (Ren Zhengfei's speech at EMT "20 Minutes", June 20, 2019)
The picture shows Huawei employees overseas (courtesy of Huawei employee Xu Fangming)
03
Huawei likes such fresh graduates
In the early days of Huawei, there was an unwritten rule that Huawei recruitment did not consider the top few prestigious universities.
Ren Zhengfei said at a public briefing: "We pay attention to talent selection, but the top students of prestigious universities are not considered, because we do not recruit self-centered students, and it is difficult for them to be customer-centric." ”
Some "old Huawei" concluded that Huawei does not like to look for those so-called famous college graduates, and generally chooses in the upper middle range of 211 and 985 colleges, especially those graduates who are from poor backgrounds and can bear hardships and stand hard work.
And Ren Zhengfei's summary is more incisive: because they (college students) "just walked out of school, all of them are poor and white, and they all hope to find a good job, earn a lot of money, buy a house, marry a daughter-in-law, and live a good life, and everyone's desire for material and a better life is like a hungry wolf."
Therefore, there are very few Huawei employees who are "second generation officials", "second generation of rich", and "second generation of demolition", and most of them come from the "second generation of farmers" and "second generation of poor", and they all shoulder the sacred mission of changing themselves and even the fate of their families.
Tian Tao, Huawei's management consultant, told a case of the post-90s generation: Zhejiang University received a double master's degree and received 9 offers when he graduated, spanning from national institutions to financial institutions to private enterprises, but he, like many senior brothers, finally chose Huawei.
Why? Because there is no need to queue up for growth at Huawei.
After joining the company, he set himself a small goal for five years, the first of which was to increase his income by five times. Five years later, his income goal has long been met.
04
Huawei's one-vote veto on recruitment: pattern
According to the recollections of many former Huawei executives, Huawei's recruitment has a one-vote veto rule.
Some veteran employees recalled that when they interviewed Huawei for graduation, they had to go through a multiple-choice question.
On the cover of the entry form, it is impressively printed:
"Where do you want to be assigned to Huawei after joining Huawei?
The four options are: A large city in China, B any representative office in China, C any representative office at home and abroad, and D any representative office at home and abroad (including hardship, disease and war-torn countries)".
Some young teenagers who have just walked out of school, where do they know so many patterns, and many do not hesitate to choose A or B, and exclude the last option D.
But as everyone knows, as long as you don't choose D, you will be vetoed by one vote.
Because what Huawei wants is an attitude and pattern of hard work.
Huawei's values are "customer-centric, striver-oriented", and instead of emphasizing the skills of talents, Huawei believes that more important than skills is willpower, more important than willpower is morality, and more important than morality is mind.
Now it seems that the "small trap" set by Huawei in the first stage of the interview is actually the first step in the screening of the talent pattern, and those that do not meet the values of Huawei's strivers are naturally not the talents that Huawei needs.
"Talent is not Huawei's core competitiveness, but the ability to manage talents", it is this ability that has forged a student army that has just come out of the campus into a Huawei iron army that can fight, and has made Huawei and every Huawei struggler.
This is Huawei's striver culture, from the moment you submit your resume and prepare to enter Huawei.
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