Lenovo'S Former Chairman, &Nbsp, Teaches You How To Cultivate Handsome Talents.

When Yang Yuanqing first entered Lenovo, he wanted to do technical work. After he went in, he had to run outside every day. As a result, Yang Yuanqing, who was introverted, began to work.

According to legend, Duan Yongji once said that the four links can not compare with Lenovo, because Liu Chuanzhi chose himself for Yang Yuanqing and Guo for two.

This may be a bit biased, but it also shows that Lenovo's handsome talent is indeed one of the important factors to achieve today's Lenovo.

Liu Chuanzhi said he was there.

Type 1: shoe pad method

Liu Chuanzhi said that training strategic talents is just the same as cultivating excellent tailors.

Guo Wei, vice president of Digital China, was only 30 years old when he was vice president of Lenovo. But he also started from the Secretary in Lenovo. His post has changed more than ten times, and each post has different types of business content.

According to Guo, his job was to open the door and carry the suitcase to the boss.

Later, he left the secretarial post and worked as a manager in the public relations department.

One year later, he will be the manager of the group office.

In the following years, he was the general manager of the business department and the general manager of the enterprise department. He was responsible for the work of the finance department, and was sent to the new production base of Lenovo Group in Huizhou, Guangdong, and also to Lenovo in charge of Investment Affairs in Hongkong.

Yang Yuanqing went to Lenovo Group from a salesman in 1988 and became a manager of the CAD Department of a less important business department two years later.

As a business manager, Yang Yuanqing spent much time studying the management of Hewlett-Packard Co by making use of his business relationship with Hewlett-Packard Company. He not only made the turnover of his office grow rapidly, but also brought out a good team.

In the microcomputer division, Yang Yuanqing made Lenovo computer market share leap in two years, and was entrusted with heavy responsibilities.

In this way, step by step on the position of president of Lenovo Group.

Liu Chuanzhi's practice of training Yang Yuanqing and Guo Wei: first, let handsome talents gradually participate in decision-making, participate in management, in order to achieve consistency in values, ways of thinking and even work skills, and at the same time require them not to be passive acceptance and pmission gear, but to be active thinking, create the engine of execution, can guide, but never replace themselves.

Second, we should first clarify the responsibilities and rights, and then let them give them the opportunity and stage, so that they can exercise and grow in their work.

The advantages of doing this are: first, concerted efforts; enterprises can avoid big decisions and business shocks; two, handsome employees have the right to work and the positive performance is mobilized; three, when they take the initiative, Liu Chuanzhi can also spare time and energy to think about some bigger and more long-term problems related to the development of the company.

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The second way: horse racing.

Lenovo's second way to train handsome men is to identify horses from racing horses.

Liu Chuanzhi said that only by identifying horses well in horse racing can we find the great horse. Tossing is the only criterion for testing talents.

In Lenovo's view, the best way to recognize and train talents is to let him do things.

Lenovo's "horse racing law" includes three aspects: to have a "competition field", that is, to provide suitable positions for handsome talents; to have a "runway" division, not to make a mess in a crowd, to guide them to compete in an orderly way; to set up the rules of the game, that is, to establish a relatively scientific performance appraisal and reward evaluation system.

From 1994, Lenovo will adjust its organizational structure and business structure every 3-4 months of the new year.

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

Through "toss up", Lenovo can provide employees with as many opportunities as possible. Young people who stand out at work stand out, and those who are not able to keep up with the times will be eliminated.

This is "the horse in the horse race".

In the early 90s of last century, there was a big contradiction in the age structure of Lenovo. The first generation of entrepreneurs was about 40% of the total, with an average age of more than 46 years old. The other 60% were just graduated from school or recruited from society, with an average age of 26 years old.

There is a gap between age group 30 and 45.

This situation may lead to two consequences: first, five years later, when the older generation of Lenovo needs to retire to the second line, Lenovo may not succeed. Two, five years later, the Lenovo of the more than 50 year old generation is not relegated to the second line, but the competition in the computer industry is changing rapidly.

Lenovo realized this and began to push young people forward.

In the 1990 years and 1991, although young people have not yet been recognized by many people, though they have encountered great resistance and difficulties, Lenovo always implements this strategy when employing and selecting talents.

Yang Yuanqing and Guo Wei were also promoted at this time.

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The third type: Suo Ji method

Liu Chuanzhi said that the successor problem should be considered earlier; running a company is to run people; having the best ability and integrity, and when it is impossible to have both sides, the "Virtue" should be placed first; the first class talents are good at summing up.

Lenovo did not have a model of leadership quality at the beginning of its business, but there was a simple request for "having both ability and integrity".

By the end of the 80s of last century, Lenovo began to divide talents into "three levels" good workers: people who are responsible and capable of completing their jobs independently; backbone or manager: a person who is responsible and motivated to lead a group of people to complete their work; a leader (a handsome person): a person who is responsible, motivated and enterprising, who can lead a team to make strategies and push the strategy to success.

Lenovo also refined the handsome talents into ten omnipotence: strong adaptability, strong learning ability, strong summary ability, strong communication ability, strong decision-making ability, ability to correctly understand themselves, take the overall situation into consideration, be practical and realistic, dare to take risks, dare to face difficulties, and work hard and endure hardships.

Yang Yuanqing first entered Lenovo with the idea of doing technical work, but when he got in, he found he had to run outside everyday.

As a result, Yang Yuanqing, who was introverted and not fluent in words, started selling and finally became president.

Its adaptability is not strong.

In 1991, Yang Yuanqing's CAD Department actually acted as a plotter for selling Hewlett-Packard Co.

From the sales of HP plotter, Yang Yuanqing learned another sales mode besides retail and wholesale: agency and distribution.

With this sales model, CAD's sales continued to rise, from 30 million yuan in 1991 to 230 million yuan in 1993.

Later, Lenovo repeatedly defeated HP and IBM in the Chinese market.

Lenovo is also in the continuous growth of enterprises, gradually improve their demand for handsome talent, the formation of a system of professional quality requirements.

Finally, through this mature model, Lenovo has discovered a new generation of handsome talents such as Chen Shaopeng and Liu Jun.

Lenovo selection and training three points:

1, start from the basic work, and wait for the experience and ability to reach the higher platform.

2. Recognizing horses in horse racing is the only criterion for testing talents.

3, good at summing up and learning, both moral integrity and moral integrity.