Inventory of outstanding talent is the inventory of assets

Liu Qiong

"The inventory of the best people in the company is the count of assets, how much your company has, and actually how many people." Ma once described the importance of company talent.

In fact, although the talent strategy and senior management structure of each of the three BAT companies are distinctive, it is even more important in the selection of personnel that "the suitability of their own strategies and objectives for development" is met, and the business manager of Randstad (China) IT Industry Zhang Jingjing found that although the three companies have their own unique features, one recent reflection is that the original business areas were concentrated in China or the Chinese community, but are now expanding abroad.

For example, WeChat now has hundreds of millions of overseas users, Alibaba is also more to expand overseas business, Baidu's deep learning and research institutes and even direct BASE in the United States. With the internationalization of business and the upgrading of product technology, BAT has also increased its demand for top experts from overseas and its executives have become increasingly international.

"BAT's talent needs and its own stage of development." Zhang Jingjing told the "First Financial Daily" reporter, just 15 years ago, China's IT companies also can not digest so many high-end talent, then the relevant professional Ph.D. , Either graduated to colleges and institutes, or to enter the foreign R & D institutions.

Nowadays, Chinese Internet companies such as BAT have grown into world-class enterprises. They design their own products, develop their own core systems, and have strong demand for high-end professional and technical personnel. As the volume of users and business expand, these enterprises can also To give these people enough platform and display space.

The domestic Internet industry is already dominated by local enterprises. While the traditional foreign software industry in the domestic market is also hit hard by the Internet today, BAT can give salaries and competitive salaries to top executives even stronger now than foreign-funded ones. Therefore, the high-end foreign-funded professional The flow of technical personnel and executives to domestic Internet-funded enterprises such as BAT is the trend.

BAT is now also winning the favor of more top-notch college graduates, even in the face of junior talent such as the best university graduates. "Unlike foreign-funded enterprises, domestic-funded Internet companies such as BAT are more passionate about work and can gain more access to the core of the business rather than the" scrap "that foreign companies get domestically." Zhang Jingjing said.

BAT's "gentleman agreement"?

Combining the resumes of BAT executives, the reporter noticed that despite the fierce competition in the Internet industry, the three Internet giants have very few executives working in each other's enterprises. This is not the same as when executives and multinationals in multinational corporations switch jobs and hogs.

The reason for this is that in the view of Zhang Jingjing, on the one hand, they are all tied up with "handcuffs" of shares and other companies are extremely costly to dig them out. At the same time, these executives may also sign " Industry ban "agreement; the other hand, the three companies have their own distinctive business characteristics and culture, corporate executives have grown into the culture of too much integration, executives in their business for many years, with strong roots and resources Mobility, but also get the boss's high degree of authority to promote product projects more easily succeed.

Of course, there are also many executives leaving the three companies, but they often do not choose to go to the other company. Instead, they start a business. Zhang Jingjing said: "For a similar size of the enterprise to do a similar position, for them, the lack of challenge, these have long been the financial freedom of 'Jinling' more inclined to choose to do something different to achieve their ideals.

Therefore, some enterprises continue to "create internal entrepreneurship in the form of some outstanding talent retained within the company, to avoid becoming the enemy of the company," a Shanghai-based software company's human resources director Pan Lida told reporters.

Relatively speaking, some tech companies and executives in the Silicon Valley of the United States seem to be in frequent flow of each other. Zhang Jingjing said that on the one hand, the system of professional managers abroad is more perfect and the flow is relatively frequent, while the domestic professional managers are not mature; on the other hand, Internet enterprises like BAT in China need senior executives More emphasis on products and services, executives often have strong business attributes.

While Internet giants such as BAT are highly successful outsiders, these companies have a very strong sense of crisis and need innovative and up-to-date executives who are likely to be overturned overnight as new technology trends look like Nokia . If you study BAT executives, you will find that they are all highly experienced researchers or practitioners in the product, business, or technology space, not just professional managers with an MBA degree.

However, Zhang Jingjing told reporters that although not particularly obvious at senior management level, but in fact the three BAT business personnel flow between each other very frequently, and some even three companies have spent. "Because the scale of the three companies are almost the same platform, the selection criteria of qualified personnel close to all positions need to be resolved similar problems."

Cultural Features and "Arming Soldiers"

Accenture's survey shows that the unique culture that high-tech companies have built and nurtured is one of the secrets of Silicon Valley success. Steven John, chief strategic information officer for software-as-a-service provider Workday, uses a metaphor for island creatures: "Silicon Valley, like Tasmania or Madagascar, has a different life pattern than anywhere else."

BAT's three executives in the deployment of the soldiers in the organization, it seems to Zhang Jingjing, but also with corporate culture and business characteristics have a great relationship. In fact BAT three Internet giants have their own characteristics, the industry common argument is "Tencent's products, Baidu's technology, Ali's operations", more clearly expressed the business characteristics of these three different companies.

Ma Huateng founder of Tencent relatively low-key, by employees referred to as super product manager, many of its products are personally asked, which also formed the entire company concerned about the product needs of the atmosphere, and related personnel needs. From Tencent's QQ, later WeChat and other products, are the product of the depth of mining user needs, and is still constantly iterative.

Baidu founder Robin Li is a returnees, companies absorb different cultures and more inclusive, so there are many senior executives of external talent. In addition, Baidu respected the wolf culture, oriented results-oriented, so that all employees have maintained a moment of learning. Baidu is extremely concerned about the technology, so it absorbed a lot of the world's top technical talent, and for the future technological development and talent pool, put a lot of forward-looking technical research.

Alibaba's Ma is the spiritual leader, the industry also believes that Alibaba is among all the Internet giant most like to infuse values ​​to employees, and create a corporate culture of the company, but also very emphasis on execution. Whether Alibaba employees have "nickname", or from Alibaba founder "eighteen arhats," said Ali's local culture arena, which reflects in its business to better grasp the needs of local users One of the reasons that it beat eBay and Amazon in the domestic market.