Where Is CISCO'S Most Attractive System For Employees?

In a 2000 ranking of Fortune magazine, CISCO was elected the "most attractive company" in the information industry.

In November 3, 2000, the famous American Internet and computer magazine also named CISCO as "the most effective company in 1990s".

CISCO's human resources management has many classics. It is a miniature of the successful Silicon Valley enterprises.

CISCO has acquired rapid growth through large-scale acquisitions.

For example, CISCO acquired as many as 65 companies in one year, so CISCO called itself a New World.

Takeover can bring about rapid growth of the company, but failed acquisitions will slow down or even die out.

In 1991, Chambers, the newly appointed president, once worked as president of Wang an computer company. Because of the failure of Wang An company, a large number of people have been laid off by the company, and thousands of people have been cut off by him. This is the most unpleasant and unforgettable experience in his career, prompting him to pay much attention to avoid layoffs caused by bad management in his future career.

Chambers can be regarded as an acquisition expert. In the process of acquisition, apart from inspecting the technical factors of the company, he can see whether he can digest and absorb the company. The most important point is the difference between the culture of the company and CISCO.

So before each acquisition, Chambers had to lead a "Cultural Inspection Group" - a takeover team from the Ministry of human resources to investigate the acquired company.

After many acquisitions, CISCO's culture has gradually come into being, forming the cultural characteristics of today's eclecticism, but always adhered to a core value - customer centred.

CISCO once bought a company that mastered that technology because a customer needed a technology.

Buying a company is not surprising. After buying it, let the company become a member of CISCO and retain the skills and talents of the company. This is a condition for rapid success.

He was born in Taiwan, and joined CISCO in 1998 as human resources director.

He said that a comprehensive human resource manager must have four qualities.

The first is the familiarity of personnel affairs; the second is the strategic consideration of the company, not only to know today's needs, but also to know what kind of personnel support the company needs to develop tomorrow; third, to supervise the change of company culture and the change of working procedures; and fourth, to make a bridge between managers and employees.

He said: "when I was a supervisor in the first year, I talked with an employee in the pure American way in Taiwan. I ended up crying when I did not finish talking, and the employee quit after not long.

At that time, I was very poorly informed about the culture of the workplace and the staff at that time.

I am very impressed by this matter.

If it is now, I will know how to do it.

The most important experience for me is to not look at the world from one's own perspective.

CISCO is developing very fast, so recruitment is an important job.

CISCO is growing by 60% every year, but our ability is not unlimited growth. Therefore, it is the key to enhance the whole team's ability and efficiency.

Guan said that after he came to CISCO, he had a very deep understanding that he had done everything in his own way before. He also felt that it was all right.

In CISCO, the most effective thing is to do what you are best at.

"CISCO has a saying that in the year CISCO is called a dog year, because the life span of a dog is 1/7 of that of a person's life, and that the development rate of CISCO is equal to seven years of other companies," he said. "A person's personality is based on IQ and EQ in the West.

I think the Chinese view that people should be divided into introverts and extroverts can not determine the success of their careers.

When a person does a job that is not suitable for his character, his inner driving force can often help him overcome many things, and the inner driving force can break through himself.

Why do most people fail to achieve his ideal in his life?

Everyone manages his own work, first of all, to manage his own time, and to know how to make full use of the company's resources.

CISCO's recruitment advertisement is: we are always hiring people.

In the Internet world, the most important thing is the acquisition and retention of talents.

And CISCO is moving very fast in the field of Internet, so that the supply of talent can not keep up with the speed of CISCO growth.

CISCO recruits a person, in addition to the requirements of the basic conditions, but also requires candidates to have the characteristics of leadership.

Because every employee in CISCO is a unit of individual combat.

For example, CISCO's system engineer does not simply maintain products. Engineers may have to report to customers and need better expression.

Therefore, when considering the overall quality of candidates, CISCO needs to have leadership qualities and professionalism, which can respond to the needs of the work and the needs of the clients.

When an applicant enters CISCO, he usually has to talk to 5-8 people at least.

If one person in charge of recruitment says NO, the candidate will not have the chance to be hired.

When CISCO is treated and promoted, he does not consider academic qualifications. He said very late: "if a person graduates ten years or twenty years, the only thing he can tell is that he graduated from Tsinghua University, and I am not interested in such a person."

The assessment of employees' performance is the most important part of human resource management. CISCO thinks that its methods are diverse and advanced.

CISCO believes that the assessment should not be conducted once a year, but weekly and monthly.

CISCO uses target management (MBO), MBO is done quarterly, other assessment modes are done once a week, and the survey of customer satisfaction is done around the world.

The assessment of three aspects constitutes a person's performance.

The annual salary adjustment plan of CISCO is based on the annual salary adjustment test. The overall salary increase rate set by the company is based on performance.

The time for employees to enter CISCO is different. There are three assessment times in CISCO: April, August and October. When will the employee come in, which time will he receive the performance evaluation?

There is another advantage in doing this. If all employees' assessment work is done together, the workload of the human resources department will be very large.

CISCO will track every employee every quarter, and there are many forms to evaluate it.

For example, an ordinary employee, the boss will tell him at the beginning of each quarter of 3 months to do things.

Every month, CISCO needs employees to write their bosses' understanding of their work.

By the end of third months, we will conclude.

If there is any shortage, the boss should know that in the first month, and the boss is just checking whether the employee has improved in the last two months.

Under such an appraisal system, it is hard for employees to muddle along.

The key to retaining talents is CISCO: equality, trust, training and improvement.

CISCO believes that inequality will make employees feel like they are employed or even slaves. They will certainly take their popularity away, not as good as the top executives, and share their joys and sorrows with ordinary employees.

CISCO admits that wages are divided according to their positions, and they are different from each other, but there is no difference between welfare workers and top managers in terms of welfare.

Chambers, President of CISCO, also had a special plane, but he paid for it. He took a business trip on an airline plane and only took business class. He never went to first class. Even when he was on a business trip, he was reimbursed at the price of a business class, and the others paid for it.

This emphasis on "equality" can make employees feel like a "master".

CISCO believes that always criticizing people can make people feel depressed, and things will not be positive, so CISCO advocates encouragement.

There are rules to encourage: regular communication between general managers and employees.

Regular communication enables managers to establish mutual trust with ordinary employees.

For example, in terms of work arrangements, CISCO does not stipulate extremely dead time, but believes that many employees can do well even at home.

This is a tacit agreement formed after mutual trust, and both sides can form more and more strong sense of responsibility.

The training of CISCO is different from other companies.

The first thing is CISCO never trains a certain employee.

CISCO believes that "everyone is a potential manager". If they feel that their employees are really good, they will be sent overseas for short-term training, or pferred overseas to work, whether they are really "excellent" and they will be able to try out.

Two is the manager in office.

In general, CISCO's training will be divided into management training, Internet learning, sales training, common skills training and so on.

In China's training, a vice president of CISCO China will tell you how to succeed in CISCO.

During the first 90 days of their work, employees will attend a training in the Asia Pacific region. The president of the Asia Pacific region will make a personal statement every time. He will personally talk about the experience he made from a salesperson to today's senior vice president 8 years ago.

Three is training at any time and anywhere.

At any time, CISCO employees can go to the company's Web site for self training.

There are detailed training steps on the company page.

All training in CISCO is carried out by Internet.

The cultural structure of CISCO is based on customer orientation. It is also an equal and rolled up culture.

Chambers, President of CISCO, took a business trip when he was traveling by air. He bought a special plane on his own. When he took his own special plane for official travel, he only reimbursed a business class ticket like all other employees.

Oxford management review [oxford.icxo.com] stock sharing and shared vision is the foundation of CISCO's welfare.

In this regard, internal staff are largely equal.

Therefore, a joke has been circulated in the industry that CISCO's salary is too encouraging, worrying that everyone will achieve their personal economic goals and retire early.

The salary structure of CISCO consists of three parts: one is fixed salary, the other is bonus, and the other part is stock (in China, it pays cash to employees in certain ways).

The fixed part of salary is more than the bonus, and the stock part is the most attractive part.

Plus some other things, it can be said as a set of welfare packages.