Huawei's internal staff, Bloomberg, wrote a article "Looking for people, finding the people who know the local business best, and finding the best people", causing Huawei's internal attention. On August 8th, it was issued by Ren Zhengfei and sent to all Huawei employees by e-mail of the president's office [2016] 072. The rotating CEO Guo Ping made the following words: I agree with the point of this article and share my experience with you: 1. Find the right person, you can't rely on your resume. Supervisors, especially senior executives, must have the willingness to seek talents, take the time and energy to find people, and have the ability to identify talents. If you can evaluate the person by looking at the resume, then the computer can be the interviewer. 2. "Understanding people" does not mean people who have made a name for themselves. People who have made a name for themselves may not be able to face the future. The number of Nobel Prize winners has so far exceeded 650, and only two of them have won the Nobel Prize. In other words, we recruit a Nobel Prize winner, and his chances of continuing to make major achievements are less than 1%. To enter the "no-man's land", Huawei's response to uncertainty depends mainly on a large number of young and energetic young talents who are open-minded to create the future together. We are in an era of great change, and in a great era, no one can see the industry and opportunities after five years. But this also means huge opportunities and potentials. All these uncertainties require us to have excellent teams to manage and face, and we can only rely on the best people to manage uncertainty. But how to build a good team? I often hear a lot of complaints, especially many supervisors say that no one can't recruit people, the authorities can't send people out, other areas don't let people go, my HR is not strong, I can't find a resume, the interview process is too long, and so on. But I want to say that building a team and organization is the first duty and responsibility of the supervisor. This is neither the responsibility of the agency nor the responsibility of the HR, but the responsibility of the supervisor. This makes me vaguely recall that when I first arrived in Europe in 2004 and started building the team, it is no exaggeration to say that it is really a dream to find a way to find someone. Every time I meet with the customer, the final words are: We are building a team, do you have any familiar people to recommend? Every time I meet or eat with colleagues in the agency and other regions, I ask: "Hey, has anyone recently come out?" I want to do everything I can to touch the organization of the competitors, to see who is good, to go back to China to do social recruitment, and to find excellent Chinese employees who work in the friendly business. In short, I want to do everything possible to build the team and find the best and most suitable people! The construction team is the most important and basic function of the supervisor, so how do you get good people into your organization? First, find someone, not recruit Find someone, not recruit. The best people, certainly not recruited by the process, are all based on Bole. The best people are everywhere, and there is no shortage of opportunities and space for development. In the next five years, the shortage of talents in ICT in Western Europe is 625,000. Therefore, talents, especially key talents and outstanding talents, will only become more and more tight. Such people can only find and rely on our eyes. Therefore, if you want to have excellent supervisors and backbones in your business, you must change your mindset and find people instead of relying on processes to recruit people. Supervisors should open and brighten their eyes every day, be brave to be Bole, and try to discover the excellent Maxima around them. Maybe on campus, maybe in competitors, industry or even customers, think about it all the time, how can I find the most? Excellent people enter my organization. Because only then, my organization is likely to become the best team. We are going to look at the supervisors around us, especially the middle and senior executives. How many excellent employees have you found in the organization in the year, how many interviews have you participated in? The talent market in Western Europe is very standardized. A good talent will take at least one year from being discovered to entering Huawei and then integrating into the team to truly realize its value. If we are looking for the wrong person or can't find someone, a business will be delayed for at least one year, and how precious time and wealth is in our business cycle a year! We must speed up the search for local outstanding young talents in Western Europe, select them into our ranks, give good training, standardize career development channels, and put forward clear requirements. Our requirements are the same for executives who want to grow in this organization in the future. Both Chinese and local must have: first, good strategic thinking and execution, good at thinking, and able to see the future; second, cross-cultural work and team leadership, whether you are Chinese or local Supervisors must have cross-cultural team leadership. Third, recognize and voluntarily practice Huawei's core values, practice and lead by example. Fourth, strict and solid business capabilities, and performance results that can withstand practice. We hope to spend 3-5 years and gradually cultivate such a local backbone and supervisor team to find a concentric person who will work together with us for a long time. Who can say that after 10 years, there will be no national director and regional president? Second, find the person who knows the local business best. Looking for the most knowledgeable local business, our business has been very diversified, especially the corporate network and terminals, which is a huge market in Europe, but our experience is not enough to deal with. If you rely on the existing organization to learn by yourself, it will take a long time, and it will take a lot of detours and pay a great price. Most importantly, when we entered the terminal and the corporate network, we suddenly discovered that we need people who have a deep understanding of the local market. These people have many local ex-employed employees who do not have the local market and local culture. understanding. For example, the terminal, who knows the local consumption culture and habits best? Who knows the local sellers best? Who knows the way the brand is transmitted? Even a major local event. By analogy, the same is true for corporate networks. How to find "understand people" in the new field is the key to speeding up new business development! Third, find the best people, not make do Good people will only make the organization more efficient! The three smugglers can all come to Zhuge Liang, a group of excellent people together, how can they not think of ways to improve their work and improve efficiency? Finding good people is far more effective than any training. Because good people will automatically self, learn through various ways and resources, absorb knowledge, learn skills, practice boldly, and grow up quickly without relying on training and supervisor counseling. Find good people, and only then will our organization become a good organization. We should not be demanding for excellent employees. Imperfect heroes are also heroes! We should clearly know that no one is perfect, no one is perfect, everyone has advantages and disadvantages, we should learn to find the biggest shining point of talents, and use their strengths. So what is a good talent? I simply conclude that those who can generate value for our business and have a positive complement to our existing organization are the talents we need! These talented people who have strengths, different highlights, and different abilities have joined us. If they build blocks, they will become a perfect and powerful organization, and we will be able to battle the battlefield! We must appreciate individual differences and accommodate different people. The Western European Ministry hopes that more talents will join us. We will not be able to "retire and retire" for Western Europe as the last stop for low-performing, high-performance, long-term unsuccessful promotion. Supervisors at all levels must be firmly involved, and at the same time accelerate the promotion and flow of outstanding cadres. I am convinced that opportunity is the best incentive and trust for an employee who has pursued. Therefore, we must accelerate the promotion of excellent employees, while stressing that mobility is also necessary, especially for supervisors. When excellent employees enter our organization, as supervisors, what we need to do is: First, create a simple, fair and transparent atmosphere, so that all outstanding employees who create value for the organization can get objective and fair evaluation; second, Respect and communication, every employee wants to be recognized, work has feedback, and ability is improved. This is the most basic. We must respect different working methods and habits and actively communicate, including informal communication. Third, strengthen the attention and non-material incentives for key employees, and pay attention to the construction of organizational atmosphere. In a good organization, fighting with a group of good people is more important than how much you pay! Being able to be a member of a team that continues to win, it is more effective than how many bonuses! Our business is constantly changing, and knowledge is changing with each passing day. Even if we find excellent people, we must persist in building a learning organization and create a learning atmosphere to meet the needs of different stages and development, especially in the entire ICT industry. time. The Western European Department adheres to blood and passion, insists on pursuing the first, doing everything and doing what it wants. It is not the same to do what you want and do your best. It is not the same to achieve 80 points for one thing and 120 points for one thing. Without pursuing excellence, we cannot survive in Western Europe, and the pursuit of excellence begins with building a good team! Find someone, find the person who knows the local business best, find the best person, and say three important things! Part of the voice community reply: J00159917: If you want to do something good, you must first sharpen it! Entering the no-man's land, facing the increasingly uncertain business, the weapon of the organization is talent, cutting-edge talent! Especially in the new business field, finding people who understand the local market and local business and finding the best people is the key to the rapid development of the business. W00384582: Those who have grown up and have the ability to recognize their talents are even better talents. The most powerful person, the last remaining ability is to look at people's skills. People will look at people, look at people, and naturally look at the world. After all, people are pushing the world to change. H00325721: How to find the best talent in the no man's land? Z00339572: In the no-man's land, it is difficult to find the guiding light of “know-howâ€, and it is also in others. If you are looking for someone who has the potential to be "know-how" after a period of support, there may be a lot of people like this. Anonymous friends: Accelerate the search for local outstanding young talents in Western Europe, select them to our team, give good training, standardized career development channels, and put forward clear requirements. This is very important. We can't always focus on the high-end personnel in the industry. We must “grab†a group of outstanding young people from the locality. From the very beginning, we must cultivate these local young people to truly recognize the cultural values ​​of Huawei. It is necessary to make them "common people" and "concentric people" who develop together with the company. M00302178: On the one hand, business executives should be based on strategy, clearly identify what kind of people are needed, and take the initiative to find them; on the other hand, they must also dig internally to give excellent people the space and opportunities for growth. T00175029: I talked with an Orly expert on the phone, and I have been drinking coffee for more than a year. I have not yet joined the company. On September 1st, I will be a Ph.D., a ten-year expert, and finally have a local European employee in the past year. L00250856: It is more difficult to find and retain people and to play the value of talents. There is no shortage of talents within the company. How to make this part of the talents flow effectively and exert their value is worth exploring. R00376306: Entering the no-man's land, innovation requires talent rather than people, not even human heads. Finding talents, identifying talents, and gathering talents are the foundation of a team's success. Of course, successful teams will also have a steady stream of talent. The first is potential and the second is the environment. Experience is secondary in terms of uncertainty, and potential, character, and ability are first. P00329956: In the past 12 years, we have done an open market in the Middle East. We are doing our fellow travelers by finding local people and people who understand local businesses, and have achieved rapid development. Y00339509: Find the best people, find the people most in need of the team, build a team around the best people; with development, the key is to continue to provide excellent people to continue the excellent soil, so as to continue to attract outstanding people to join. H00342036: It is to change the concept, the main responsibility of the supervisor is team building, find the best people, and find the people most needed by the team. As the saying goes, a good man and three gangs, one person can do it again, it is only 24 hours, and usually the more competent the supervisor, the more specific things are intervened, the less the department's brothers and sisters feel, not to mention their own value and sense of accomplishment. . Therefore, the supervisor should adjust his own focus, adjust his energy to strengthen team building, find the best people, trust these people, develop and train them, let them stand out as soon as possible, and let the supervisors become a singularity. 2835 Led Strip,Single Color Led Strips,Single Color Light,Led Single Light Strip NINGBO SENTU ART AND CRAFT CO.,LTD. , https://www.sentuledlight.com
