Lenovo'S Human Resource Management Experience

Lenovo has developed nearly 11 employees, 1 billion 600 million yuan of assets and 1 billion 50 million of its total profits and taxes since its start of business in 1984. It has developed into a Chinese private high-tech enterprise with a certain scale of integration of trade, industry and technology. It has nearly 7000 employees and 1 billion 600 million yuan assets.

When the outside world explored "why?"

When a large number of outstanding young people are attracted by Lenovo's external aura, we might as well walk into Lenovo and look at the human resource management of Lenovo.

The change of the concept of "Qi" and "Qi": from "candle" to "battery", and the growth history of each enterprise is similar.

In the process of enterprise growth, with the expansion of the scale of enterprises, the leadership of enterprises is becoming more and more aware of the role of people.

In 1995, the "personnel department" of the group was renamed "human resources department". This change is not only a change of name, but also a renewal of ideas.

"The past talent management regarded people as candles, burning them incessantly until they left the social arena," Mr. Jiang said.

Now, the talent as a resource, people like batteries, can continue to charge, discharge.

Today's management emphasizes the adaptation of people and jobs, and emphasizes the two development of talents.

The management of talents is not only to create wealth for enterprises, but also to find the most suitable jobs, maximize their potential, reflect their personal values, and help themselves grow.

Zhongguancun is the place where talents compete for "heavy land". Baer labs, Microsoft Research Institute, IBM research center and other foreign R & D institutions are camping here.

In this war of talent grabbing, Lenovo is not passively beaten but active in fighting.

They believe that the entry of these multinationals has stimulated China's talent market enlivening, and has also provided a new concept of talent for domestic enterprises and changed the learning opportunities of management mechanism.

To this end, Lenovo put forward his new theory: the theory of necklace.

That is to say: talent competition is not to buy the best and best pearls, but to first manage one's own line, form a perfect management mechanism, string up pearls and string it into a beautiful necklace.

Without this line, the beads would be larger or larger.

Without good management to form strong corporate cohesion, it is difficult to retain talents only by relying on high salaries.

To identify horses and horses in horse racing is a great opportunity for young people who are willing to work hard and make progress.

Today, the average age of Lenovo's management is only 31.5.

Yang Yuanqing, general manager of Lenovo computer company, general manager of Lenovo technology development company Guo Wei, general manager of Lenovo Science Park Chen Guodong...

They are young people who are not over 35 years old. They each have the decision-making power of several billion or even billions of turnover.

Since 1990, Lenovo has been promoting and using young people in large numbers. Almost every year, ten young people have been promoted and reused.

Lenovo's slogan for managers is: you will not be authorized, you will not be authorized; you will not promote people, you will not be promoted, from the system to ensure that young people stand out.

Lenovo Lenovo Lenovo's strategy for young people is "identifying horses in racing horses".

This includes three aspects: 1. must have a "stadium", that is, to provide suitable positions for talents; 2. must have a "runway" division, can not be in a mess, must guide them to compete in an orderly way; 3. must formulate rules of the game, that is, to establish a more scientific performance appraisal and reward evaluation system.

The media commented that Lenovo loves to toss.

Since 1994, the organizational structure and business structure have been adjusted for every 3~4 month of the new year.

In these adjustments, management mode and personnel changes are great.

Through "toss up", Lenovo provides employees with as many opportunities as possible, and young people who stand out at work stand out. Those who are complacent and can not keep up with the times will be eliminated.

Li Qin, one of the founders of Lenovo Lenovo and vice president of the company, summed up his own words.

The implication is that running a business is a new challenge for him and requires too much knowledge.

Not only is Li Qin alone, he is not only associating an enterprise, but it can be said that the whole enterprise in China is still in the juvenile stage, and there are too many places to learn, and the learner is good at making progress.

Lenovo Lenovo attaches importance to consulting world-famous large companies.

In terms of human resources management, IBM, HP and so on are their teachers, and maintain close relationship with the human resources department of these companies.

At the same time, they cooperate with some well-known international consulting firms to introduce advanced management methods and concepts.

In collaboration with CRG consulting company, they carried out job evaluation in Lenovo Group Based on the company's "international job evaluation system", unified their payroll projects, and implemented the management policy of "fit for the job, suitable for posts and suitable remuneration".

Manager of Chiang Kai Shek, Chiang Kai Shek, said: "just suitable for post, we need to analyze and evaluate the post first, and we have clear responsibilities and quantified assessment indicators. Secondly, we analyze the skills, psychological quality and potential of employees.

At the same time, there must be a set of mechanisms to ensure a suitable job.

Through the establishment of labor market in enterprises, the best allocation of people and jobs can be achieved through the rotation system.

The so-called "rotation" refers to the same person in the same position can not stay too long, should consciously in the group rotation.

Carrying out job rotation is not only conducive to individuals' potentials, but also helps them to find their most suitable posts.

Through the successors' "sublation" of their predecessors' work, the position is guaranteed to be innovated and improved.

"Small companies need Guan, Zhang and Zhao, and big companies need Liu Bei." when asked who is growing fastest in Lenovo, Chiang's answer is first to understand what kind of people Lenovo needs.

Lenovo's decision-making level has always been concerned about the training of leaders. President Liu Chuanzhi once said: the leader is like 1, followed by 1 0 is 10, and 2 0 is 100...

There is an inexact analogy: a newly rising small company needs the courageous and courageous struggle of Guan Yu and Zhang Fei, and a large scale enterprise needs Liu Bei's wise person to make good use of it.

Good leaders need insight and cultivate courage.

Who can be more successful?

First of all, he must have a very strong ambition.

Lenovo wants to cultivate young people who care more about the stage and self expression opportunities, and those who turn careers into careers for the country and the nation.

Secondly, he should be willing to accept new knowledge and study hard.

Today, with the rapid development of science and technology, knowledge is updated faster and faster, and no learner is illiterate.

Third, he must be sensitive to things, foresee the results, and have the ability to see clearly.

Fourth is also the most important thing is to have self-knowledge, not to overlook too high. We should always be conscious of the position of the company and its individual, and know the difference and then change it.

Young people are always too self conscious, unable to soberly evaluate themselves, nor fully appreciate other people's wonderful things.

Finally, young people are strong in understanding and must be good at summing up.

It is not terrible to make mistakes. The terrible thing is to throw second times for the same reason in the same place.