Human resources: see how Tencent does well in staff management (figure)

人力资源：看腾讯如何搞好员工管理（图）

From ancient times to modern times, those who have talent will win the world. King Wen of Zhou got Jiang Taigong, Zhu Yuanzhang got Liu Bowen.

------Zhuge Changqing

Tencent, founded in November 1998, is currently one of the largest Internet integrated service providers in China and one of the Internet enterprises with the largest number of service users in China. Since its establishment more than 10 years ago, Tencent has always adhered to the business philosophy of taking user value as the basis, and has always been in a stable and high-speed development state. At present, the company's main products include IM software, online games, portals and related value-added products.

QQ is currently the most widely used instant messaging software in China, and its service provider Tencent is the largest Internet communication application software service provider in China, with more than 1 billion registered users and more than 600 million active users.

Tencent's development in recent years can be described as rapid.

Zhuge Changqing believes that a good enterprise should be "four good enterprises". The four good things are: good products, good leaders, good employees, and good culture.

Tencent's development is in line with one point.

Tencent attaches great importance to caring for its employees, so it has a group of excellent talents.

Their concern makes the enterprise full of talents and loyal.

From Tencent's "Eight Benefits", we can understand how they care about employees------

1、 Fixed salary: We provide employees with competitive fixed salary in the industry according to the nature of their positions and responsibilities, and we will adjust the salary of employees with excellent performance every year.

2、 Annual service bonus: after the end of the year, we will provide annual service bonus for every employee who has served in the company until the end of the year.

3、 Performance bonus: after the end of the year, we will provide annual performance bonus for employees according to their performance. Performance bonus directly reflects the performance and contribution of employees and the performance orientation of salary incentive.

4、 Special awards: For employees and work teams who have performed well in the year, we also provide company-level/system-level special awards such as "star employees" and "star teams" to reflect the immediate recognition and rewards for excellent employees/work teams.

5、 Stock options: We provide company stock options for key employees who are willing to develop in the company for a long time and whose performance continues to be excellent. The purpose is to enable employees to share the growth of the company's performance and to closely combine the personal interests of employees with the long-term interests of the company's development.

6、 Employee security plan: We provide complete security plans for employees, including endowment insurance, medical insurance, work-related injury insurance and unemployment insurance stipulated by the state, as well as personal accident insurance/life insurance with a maximum insured amount of 100000 yuan, and annual physical examination. The company set up the Tencent Secure Housing Fund in 2011, and invested 1 billion yuan in three years to provide a certain amount of interest-free housing loans for the regular employees of Tencent who meet the basic conditions and need to buy a home for the first time.

7、 Employee paid leave plan: In addition to statutory holidays such as public holidays, marriage leave and maternity leave as stipulated by law, employees who have worked for more than one year can enjoy 7-15 days of paid annual leave according to their working years.

8、 Other welfare plans: We provide more benefits for employees, including: various employee clubs, annual travel, free shuttle bus/night snack, wedding and childbearing gifts, Q coins for the anniversary of entry, employee assistance plan, etc., and can solve the Shenzhen account for employees.

Zhuge Changqing asked you to taste Tencent's "eight benefits". After carefully tasting, do you see Tencent's talent management approach?

Some time ago, I saw a widely circulated article about Tencent's human resources.

Zhuge Changqing's research found that Tencent attaches great importance to talents and promotes talents quickly.

The protagonist of this article, Xi Dan, who was Tencent's human resources director a few years ago, has been promoted to become Tencent's vice president.

Xi Dan, Senior Vice President of Tencent. He joined Tencent in 2002 and has been fully responsible for various management functions in the field of talent development and management of the company since May 2008. Mr. Xi graduated from Shenzhen University in 1996, majoring in computer science, and obtained an MBA degree from Tsinghua University in 2005. Mr. Xi has more than 14 years of human resource management experience in the IT and Internet industries. The following article is the Tencent human resources management model summarized by Xi Dan when he served as Tencent's human resources director.

1、 Communication between 3000 people and 30 people

Zhuge Changqing: Good interpersonal communication is the foundation of a harmonious atmosphere. Enterprises need a good atmosphere.

Imagine: if your company has grown from 300 to 3000 people in four years, and half of them belong to the post-80s generation, and if you are the human resources director of such a company

At 9:30 on Monday morning, a group of young people jumped from a few green buses in front of the Feiyada Building in Shenzhen Hi-tech Zone, rushed into the elevator and greeted each other loudly.

"Mao Mao, early!"

"Good morning, run!"

……      

People who work in this building are already familiar with these strange names - they must be Tencent people, and only they can use the nickname on QQ to call each other - just as the more than 200 million users gathered by QQ are used to.

"Wait, Pony is coming!"

The door of the elevator was opened immediately before it was closed. The "Pony" who squeezed the door in was a white young man with frameless glasses and a computer bag. His real name is Ma Huateng, the founder and CEO of Tencent. Under his leadership, Tencent has grown to 3000 employees in eight years. Since 2002, the number of employees has increased by 100% every year.

At present, nearly half of Tencent's 3000 employees are post-80s.

2、 Caring for details and speaking from experience

Zhuge Changqing: If you care about your employees, your enterprise will develop rapidly. Sun Tzu's Art of War said: "If you look at a soldier as a baby, you can go to the deep stream with him; if you look at a soldier as a loving son, you can die with him." People's hearts are fleshy, and if you care about employees, you can unite into a big family.

3000 people can communicate with 30 people

"When the company reaches 3000 people, can it reach the communication efficiency and level of 300 or even 30 people? This puts forward high challenges and requirements for us." Xi Dan, the human resources director who has joined Tencent for more than five years, experienced the whole process of Tencent's rapid expansion.

"First of all, when recruiting, we should find people who are suitable for us, rather than expect to reform them after recruiting." Xi Dan believes that "reform" is a derogatory term for the post-80s generation, "but after recruiting, maintaining smooth communication becomes more important."

Zhuge Changqing: We can only succeed if we share the same aspiration. It is very important for enterprises to control the talent recruitment. Recruiting the right people is the key.

This is Tencent's strong point. It is the largest communication platform provider in the Internet world, with more than 200 million users and tens of millions of people online, most of whom are post-80s.

According to him, Tencent has a very convenient electronic communication platform, namely RTX (Tencent) - Tencent's enterprise instant messaging product. In addition, the utilization rate of BBS within the company is also very high. Employees are used to throwing out various questions in various sub-forums, and members of the General Office or experts in a certain field of the company will answer questions, from how to quickly and effectively solve user complaints to the bad taste of coffee drinks.

"But these advanced electronic tools can't replace face-to-face communication." Yaya, who is responsible for Tencent's employee relations, has a profound experience in this regard. "It's a tough task to deal with 3000 people. Fortunately, I'm not alone in my struggle."

It is reported that "Yaya" led a group of seven people to coordinate employee relations in terms of corporate culture, physical and mental health, labor relations, personnel procedures, registered residence management, etc.

Zhuge Changqing: If you love your employees and soldiers like children, the enterprise will prosper.

Among them, one of Tencent's oldest "employees" - Ms. Yuan Finland - was nicknamed "Aunt Finland" by employees. She used to be an experienced clinical doctor. After retirement, she was employed as a health consultant of Tencent. In addition to solving some common problems of employees, she also assumed the role of psychological consultant. In the coffee shop of Tencent's office, she can often be seen talking with young employees.

Of course, these are not enough. On the "General Office Lunch Exchange Day" held every two weeks, employees are free to sign up and choose 12 of them to have dinner with representatives of the General Office members by drawing lots. In each floor of Tencent's office, there is a "general office mailbox" to accept the reports and complaints about the behavior of crossing the "high voltage line" specified by the company.

Zhuge Changqing: Tencent's bi-weekly "General Office Lunch Exchange Day" is very good. It can promote communication between the grass-roots and the upper levels. Remember, communication itself is spiritual motivation.

"We especially rely on the construction of culture to make up for the lack of management and execution at present. But the construction of culture is useless only by the system. The key is how the boss supports it," Xi Dan said.

However, he felt very lucky because Tencent executives led by Ma Huateng were very supportive of this work.

On one occasion, Tencent held a special management expansion meeting to simulate the CCTV "Dialogue" program, invited the leaders of the General Office, staff representatives and some old employees to the stage, and conducted a deep discussion and interpretation of Tencent's culture.

After the event, the "Dialogue" program of Tencent Culture Edition was also videotaped and made into a DVD and distributed to employees.

"The effect of leaders standing in front of the stage and speaking by themselves is many times better than that of direct propaganda and preaching," Xi Dan said with relish.

Zhuge Changqing: Employees are most concerned about the thoughts of leaders. If leaders can stay with employees, it means that they care about each other. Leaders should always go to the front line. Walking and seeing will also inspire and care for your employees.

3、 Abandoning the office frame culture is important to moisten things and keep silent

Zhuge Changqing: Corporate culture directly changes people's soul.

At the end of April, in Tencent's office on the 3rd to 10th floors of the Feiyada Building in Shenzhen, a group of young people with fresh and excitement scattered in each floor. They are the spring graduates that Tencent has just recruited from the top universities in the country this year. After 10 days of closed semi-military training, they are now officially starting their dream QQ journey. In Tencent's recruitment plan this year, 500 new students like them will join, accounting for half of the new employees.

"Tencent itself is a company with the temperament of young people, and there is not much generation gap between the post-80s and post-70s. However, how to make the post-80s understand the company's culture and values more deeply, and how to make employees become competent professionals while maintaining their passion, is the challenge we are facing." Xi Dan can't hide his anxiety here.

He must embed these contents into the hearts of the post-80s generation in a quiet way, instead of posting rules and regulations on the wall, as most traditional enterprises do. However, public space such as the front desk, both sides of the aisle, and even the elevator of the building are fully utilized by Tencent. For example, there is a group of cartoons posted in the elevator to remind employees not to ride in the opposite direction, and to say "sorry" to the people in front of them when leaving the elevator. The protagonist of the cartoon is the cute little penguin.

"Young people after the 1980s tend to be more assertive, but they tend to ignore the feelings of others. They sometimes play some tricks and even challenge the rules and regulations, but they are kind-hearted." Xi Dan seems to be talking about his brother and sister about the company's "post-80s", "so be patient and teach".

Last year, Tencent officially established a cross-functional team, the "Culture Committee", which is personally supervised by Ma Huateng. There are also many post-80s in the committee. Its main task is to enable culture to achieve education beyond the rules and regulations. "Elevator etiquette" is one of his masterpieces.

Zhuge Changqing: Enterprise leaders must grasp the corporate culture in person, so as to be effective.

In addition, there are often various other "actions" and slogans here, which are not only at the cultural level, but also penetrate into the business operation. A "post 80s" employee told the reporter that although they sometimes show indifference to some things, they actually like the high-spirited slogan of "recognize" and the ingeniously designed poster, "whether the content to be conveyed by the company is a call or a reminder, we can experience and accept it between the two sides."

In response, Xi Dan explained, "Tencent's employees are mostly young people, so they should not be too politicized in management, but help them form their own understanding through more interesting cartoons."

However, his most concern is to expand the company's middle and grass-roots managers as soon as possible, and share a lot of detailed work through them.

4、 Making good use of grassroots managers after the 1980s need human care

Zhuge Changqing: More promotion of young people can boost the vitality of enterprises.

"I am ashamed that although I belong to the post-80s generation, I am already above the average age of Tencent employees." Chen Shuanghua, 26, who has joined Tencent for three years, is currently the HR manager of a business department. Like him, there are not a few employees who began to take charge of themselves after joining the company for two or three years. At present, the average age of Tencent's management is no more than 27.

The middle-level and grass-roots managers are basically running, and sometimes they are not competent. "Xi Dan said. Next, he told the reporter a recent story.

In the last few days of 2006, Tencent was still immersed in the excitement after the staff meeting and the Christmas party. Xi Dan received an email that surprised and moved him, which was also sent to Ma Huateng. The sender is a young employee who has been in the company for less than one year. In his letter, he complained about his immediate boss, a grass-roots manager, and said that he had planned to leave Tencent because he was disappointed with the quality of his boss. However, when he listened to Ma Huateng's sincere talk about his entrepreneurial mentality and his commitment to "keep the same requirements for people" at the staff meeting, he raised the last glimmer of hope in his heart, so he summoned the courage to write this letter to the senior management of the company.

After receiving this letter, Xi Dan immediately carried out an investigation, confirmed that the grass-root manager who was complained of was indeed incompetent, and dealt with it accordingly, while the nervous new employee also stayed.

This matter not only made Xi Dan and other senior executives of the company see the importance of communication, but also made him deeply realize the importance of grass-roots managers. "The decision-making level of the company can control the direction of development, which is very important, but when the company gets bigger, the daily management is most inseparable from the grass-roots cadres, because they are the closest level to the employees," he said.

In order to help the grass-roots and middle-level managers realize the role transformation, Tencent began to accelerate the improvement of its internal training mechanism. At present, Tencent has formulated a set of human resources reserve system - "Flying Dragon Plan" and "Qianlong Plan". The former refers to the regular training of reserve talents every year, targeting department managers and middle-level managers, while the latter is oriented towards a wider range. In addition, Tencent provides middle-level managers with the opportunity to study MBA, as well as regular relevant guidance, and also provides corresponding training courses for grass-roots managers.

Zhuge Changqing: To provide a platform for enterprises to grow is to shape their own future.

In addition, Tencent has strengthened social recruitment and even reached overseas. In June, Tencent will open a job fair to Silicon Valley in the United States. Most of the positions will be held in China.

"However, in many fields at present, Tencent is relatively advanced and has high requirements for personnel. It is difficult to find suitable talents in China." Xi Dan was somewhat helpless. But there is no way out. The "Bole Plan", which starts the internal staff of the company to recruit talents, is an example. According to the importance of their positions, "Bole" can receive awards ranging from 500 yuan to 20000 yuan if the recommended talents are employed. At present, Tencent has attracted many excellent talents from Microsoft, Google and other multinational enterprises through this approach.

However, Xi Dan is gratified that more young people are constantly being absorbed under the banner of little penguins under the influence of friends and classmates.

"When our number is less than 1000, the most difficult thing is how to find the right person as soon as possible. When the number is more than 1000, how to maintain the original culture in the rapid growth without being diluted has become the biggest challenge. Now, when the cultural system is relatively stable, I began to consider how to help the company create competitiveness, and how to let Tencent remain young and creative after 5 or 10 years.".

Xi Dan believes that now is the time when he feels the greatest pressure since he joined Tencent.

Zhuge Changqing: Since ancient times, those who have talent have won the world. Careful recruitment, careful training, comprehensive care, and platform provision can make your enterprise develop rapidly. Tencent is a good example to learn from.

Zhuge Changqing wishes all the people who are destined to respect their parents and do good deeds and accumulate virtue rich and auspicious!

Bless all the people in the world who are destined to meet their needs, the heavenly officials will bless them, the cause will take off, and the source of wealth will expand!

   古往今来，得人才者得天下。周文王得到姜太公、朱元璋得到刘伯温......。

                      ------ 诸葛长青

     腾讯公司成立于1998年11月，是目前中国最大的互联网综合服务提供商之一，也是中国服务用户最多的互联网企业之一。成立十年多以来，腾讯一直秉承一切以用户价值为依归的经营理念，始终处于稳健、高速发展的状态。目前公司主要产品有IM软件、网络游戏、门户网站以及相关增值产品。

   QQ为中国目前使用人数最多的即时通讯软件，其服务提供商腾讯为中国最大的互联网通讯应用软件服务商，目前其注册用户超过10亿，活跃用户超过6亿。

   腾讯这几年的发展，堪称神速。

   诸葛长青认为，一个好企业应当是“四好企业”。这四好就是：好产品、好领导、好员工、好文化。

    腾讯公司的发展很符合着一点。

   腾讯公司很注重关爱员工，因而有一批优秀的人才。

   他们的关心，使得企业人才济济、忠心耿耿。

    我们简单从腾讯的“八大福利”中，就可以体会他们如何关心员工------

　　一、固定工资：我们根据员工岗位性质以及所负责任为员工提供业内富有竞争力的固定工资，并且每年我们均会对绩效表现优秀的员工进行薪酬调整。

　　二、年度服务奖金：年度结束后，我们会为每一位在公司服务到年末的员工提供年度服务奖金。

　　三、绩效奖金：年度结束后，我们会根据员工绩效表现为员工提供年度绩效奖金。绩效奖金直接体现员工绩效和贡献，体现薪酬激励的绩效导向。

　　四、专项奖励：对于在年度内表现优秀的员工和工作团队，我们还提供“星级员工”、“星级团队”等公司级/系统级专项奖励，以体现对优秀员工/工作团队的即时认可和奖励。

　　五、股票期权：我们为有志于在公司长期发展、且绩效表现持续优秀的骨干员工提供公司股票期权，旨在让员工能分享公司业绩增长，使员工个人利益与公司发展的长远利益紧密结合在一起。

　　六、员工保障计划：我们为员工提供完善的保障计划，包括国家规定的养老保险、医疗保险、工伤保险、失业保险，同时还提供最高保额10万元的人身意外伤害保险/寿险，以及每年一度的健康体检。公司在2011年设立“腾讯安居基金”，在3年内投入10亿元，为符合基本条件、需要首次置业的腾讯正式员工提供一定额度的免息住房贷款。

　　七、员工带薪休假计划：我们为员工提供除法律规定的公休假日及婚假、产假等法定休假外，工作满一年以上的员工，根据工作年限可享受7-15天的带薪年假。

　　八、其它福利计划：我们为员工提供更多的福利，包括：各种员工俱乐部、年度旅游、免费班车/夜宵、婚育礼金以及入职周年纪念Q币、员工救助计划等，并可为员工解决深圳户口。    

   诸葛长青请大家品味腾讯公司的“八大福利”，仔细品味之后，大家是否看出腾讯的人才管理之道？

    前一段时间，看到一篇流传很广的文章，关于腾讯人力资源的文章。

   诸葛长青研究发现，腾讯重视人才、提拔人才速度是很快的。

    本文章主人公奚丹，前几年还是腾讯人力资源总监，现在已经提拔成为腾讯副总裁。

    奚丹，腾讯公司高级副总裁。2002年加入腾讯，自2008年5月起全面负责公司人才发展与管理领域的各项管理职能。奚先生1996年毕业于深圳大学计算机专业，并于2005年取得清华大学MBA学位。奚先生在IT和互联网行业拥有14年以上人力资源管理工作经验。下面的文章内容，即是奚丹担任腾讯人力资源总监的时候总结的腾讯人力资源管理模式。

   一、3000人与30人的沟通 
   诸葛长青：良好的人际沟通，是和谐氛围的基础。企业需要一个好的氛围。

    想象一下：如果你的公司在4年内从300人发展到3000人，而且一半属于80后，又如果你是这样一家公司的人力资源主管……     
    周一早晨九点半，深圳科技高新区飞亚达大厦门前，从几辆绿色的巴士跳下来一群年轻人，一边匆匆涌进电梯，一边大声互相问候。
    “毛毛，早！”      
    “早啊，奔奔！”      
    ……      
    在这楼里办公的人对于这些稀奇古怪的称谓早已熟悉—他们一定是腾讯的人，只有他们才会用QQ上的昵称互相称呼—就像QQ聚集的两亿多用户所习惯的那样。

    “等一下，Pony来了！”     
    电梯的门在关上前的一瞬间又被打开，挤着门进来的这位“Pony”，是个白白净净的年轻人，带着一幅无框眼镜，背着一个电脑包。他的真实姓名叫马化腾，腾讯公司的创始人和CEO.在他带领下，腾讯公司在8年的时间里发展到了3000人的规模，从2002年开始，员工人数以每年100％的速度递增。  
    现在，腾讯3000多名员工中，有近一半是80后。     
   二、 细节关怀，现身说法  

   诸葛长青：关心你的员工，你的企业才会迅猛发展。 《孙子兵法》上说：“视卒如婴儿，故可与之赴深溪；视卒如爱子，故可与之俱死。” 人心都是肉长的，关爱员工，大家才会凝聚成一个大家庭。  
    3000人也能实现30人的沟通      
    “公司到3000人的时候，能不能达到300人甚至30人的沟通效率和水平？这对我们提出了很高的挑战和要求，”加入腾讯已经5年多的人力资源总监奚丹，亲历了腾讯员工快速扩张的整个过程。      
    “首先，在招聘时就应该找到适合自己的人，而不是指望招进来后再改造他们。”奚丹认为对80后们而言，“改造”是个贬义词，“但招进来后，保持畅顺的沟通就变得更重要了。”   

   诸葛长青：志同道合，才会成功。企业一定把好人才招聘关口十分重要。招聘到合适的人最为关键。  
    这是腾讯的强项，它是互联网世界最大的沟通平台提供商，用户超过两亿，同时在线人数也有数千万，且绝大多数为80后们。      
    据他介绍，腾讯内部有很便捷的电子化沟通平台，一即RTX（腾讯通）—腾讯的企业版即时通讯产品。另外，公司内部的BBS利用率也极高。员工习惯于把各种问题在各个分论坛上抛出，总办成员或者公司某一领域的专家会进行答疑，从如何快速有效地解决用户申诉，到咖啡厅饮料味道不好等问题都有。     
    “但是这些电子化的先进工具并不能代替面对面的沟通。”专门负责腾讯员工关系的“丫丫”在这方面体会深刻，“负责处理3000人的关系，任务很艰巨。幸亏，我不是一个人在奋斗。”

   据悉，“丫丫”带领着一个七个人的小组，分别从企业文化、身心健康、劳动关系、人事手续、户籍管理等方面协调员工关系。

   诸葛长青：好好爱你的员工，爱兵如子，企业必会兴旺。

  其中，有一位腾讯最年长的“员工”—苑芬兰女士—员工们给她的昵称是“芬兰阿姨”。她原来是一名经验丰富的临床大夫，退休后被聘为腾讯的健康顾问，除了解决员工平时的一些头疼脑热小毛病，还承担起心理咨询师角色。在腾讯办公室的咖啡厅，经常能看到她在和年轻的员工交流谈心。      
    当然，这些还不够。每两周一次的“总办午餐交流日”，员工可自由报名，通过抽签选其中12人和总办成员代表一起吃饭。在腾讯办公室的每层楼里，都设有一个“总办信箱”，接受对越过公司规定的“高压线”的行为的检举和投诉。

     诸葛长青：腾讯的每两周一次的“总办午餐交流日”，非常好。可以促进基层和上层的沟通。大家记住，沟通本身就是精神激励。    
    “我们特别依靠文化的建设，去弥补目前在管理和执行力上的不足。但是文化的建设光靠制度是没有用的，关键是老板怎样支持。”奚丹说。  
    不过，他感到自己非常幸运，因为以马化腾为首的腾讯老总们，对这项工作都非常支持。

    有一次，腾讯召开了一次特殊的管理层扩大会议，模拟中央电视台《对话》节目，把总办的领导、员工代表以及一些老员工请上台，对腾讯的文化进行了深层次的探讨和阐释。

   事后，还把这档“腾讯文化版”的《对话》节目录像，并制作成DVD发给员工。 
    “领导们站到台前现身说法，效果比直接的宣传说教要好很多倍。”奚丹津津乐道。 

   诸葛长青：员工最关心领导的思想，如果领导能够和员工在一起，那么就说明了内心的彼此关注。做领导的经常到一线去吧，走一走、看一看，对你的员工也是激励和关心。     
    三、抛弃办公室框条文化贵在润物无声

   诸葛长青：企业文化，直接改变人的灵魂。      
    4月底，在腾讯位于深圳飞亚达大厦3~10层的办公室里，每层都有一群带着新鲜和兴奋的年轻人散落进来，他们是腾讯今年刚刚从全国最顶尖的高校招收的春季毕业生，在经过10天的封闭式半军事化培训后，现在正式开始他们梦想的QQ之旅。在腾讯今年的招聘计划中，将有500名像他们一样的应届生加入，占新进员工的一半。     
    “腾讯本身是具备了年轻人气质的一家公司，80后和70后之间没有太多代沟。但是，怎样让80后更深刻地理解这家公司的文化和价值观，如何让员工在保持激情的同时，成为胜任的职业人，这是我们面临的挑战。”说到这里奚丹掩饰不住他的焦虑。    
    他必须在润物细无声中，把这些内容嵌进80后们的内心深处，而不是像大多数传统企业所做的那样，将规章制度张贴在墙上。但是在前台、过道两侧、甚至大厦的电梯等公共空间都被腾讯充分利用起来。例如，在电梯里就张贴着一组漫画，提醒员工注意，不要逆向乘坐，出电梯时要向前面的人说“对不起”等等细节。漫画的主角正是那只可爱的小企鹅。

   “80后的年轻人往往都是个性比较张扬的，但往往会忽略他人的感受，他们有时候也会耍一些小聪明，甚至会挑战规章制度，但本意都是善良的。”奚丹像是在说起自己的弟弟妹妹谈到公司的“80后”们，“所以要耐心教导”。 
     去年，腾讯正式成立了一个跨功能的团队——“文化委员会”，由马化腾亲自督阵，委员会里也有很多80后，其主要任务，就是让文化实现规章制度之外的教育。“电梯礼仪”就是其杰作之一。 

    诸葛长青：企业领导必须亲自抓好企业文化，这样才有效果。    
    除此之外，这里经常还可见其他各种五花八门的“行动”和口号，甚至不仅仅停留在文化的层面，而是渗透到业务运作当中。一位“80后”员工告诉记者，他们虽然有时候对一些事情表现得满不在乎，其实挺“认”这种斗志昂扬的口号，以及设计巧妙的海报，“不管公司要传达的内容是号召性质的，还是提醒性质的，在莞尔之间，我们就能体会和接受。”     
    对此，奚丹解释道，“腾讯的员工大部分是年轻人，所以在管理上不能过于政治化，而要通过比较有意思漫画，帮助他们形成自己的理解。”
    但他最关心的，还是尽快壮大公司的中、基层管理者，通过他们来分担大量细节性的工作。     
    四、善用中基层管理者80后需要人对人的关怀    

    诸葛长青：多提拔年轻人，可以使实现企业的活力澎湃。  
    “很惭愧，我虽然属于80后，但已经是在腾讯员工的平均年龄以上了。”26岁的陈双华加入腾讯3年，目前是一个业务部门的人力资源经理。像他那样，在加入公司两、三年后开始独当一面的员工不在少数。目前腾讯的管理层平均年龄不超过27岁。     
    中层、基层管理者基本上都是跑步上岗，有时难免出现不胜任的情况。“奚丹说。接下来，他向记者讲述了最近发生的一个故事。      
    2006年的最后几天，腾讯公司上下还沉浸在员工大会和圣诞Party之后的兴奋当中，奚丹收到了一封让他颇感意外又十分感动的Email，这封信同时还发给了马化腾。发件人是一位进公司不到一年的年轻员工，他在信中投诉了自己的顶头上司—一名基层经理，并且说道，由于对上司的素质很失望，原本已经打算离开腾讯。然而，当他在员工大会上听马化腾诚恳地谈到创业的心态以及“对人的要求不变”的承诺，心里又升起了最后一丝希望，于是鼓起勇气给公司高层写了这封信。      
    收到这封信之后，奚丹立即进行了调查，证实被投诉的基层经理确实存在不胜任的行为，并对其作了相应的处理，而那位忐忑的新员工也留了下来。     
    此事不仅让奚丹以及公司的其他高层看到了沟通的重要性，也让他深刻地体会到基层管理者的重要性。“公司的决策层可以左右发展方向，这固然很重要，但是当公司变大了，日常的管理最离不开的是基层干部，因为他们是最贴近员工的一层。”他说。     
    为了帮助基层、中层管理者实现角色转换，腾讯开始加速完善内部培养机制。目前，腾讯已经制定了一套人力资源储备体系——“飞龙计划”和“潜龙计划”。前者指的是每一年定期培养储备人才，目标锁定部门经理、中层经理，后者则面向更宽的范围。除此以外，腾讯向中层经理提供就读MBA的机会，以及定期的相关辅导，对基层经理也有相应的培训课程。   

   诸葛长青：为企业提供成长的平台，就是为自己塑造未来。  
    此外，腾讯加强了社会招聘，触角甚至伸到了海外。6月份，腾讯将把招聘会开到美国硅谷，其中大部分职位的工作地点是在中国。

    “但是，目前在很多领域，腾讯走得比较靠前，对人员的要求很高，在国内很难找到合适的人才。”奚丹有些无奈。但不是完全没有办法，发动公司内部员工揽才的“伯乐计划”就是一例。凡推荐的人才被录用，根据其职位重要性不同，“伯乐”可获500元~2万元不等的奖励。目前通过这种办法，腾讯吸引到了不少来自微软、Google等跨国企业的优秀人才。      
    然而，让奚丹欣慰的是，更多的年轻人正不断地在朋友、同学的影响下，被吸附在小企鹅的旗帜下。      
    “当我们的人数在1000人以下的时候，最难的是如何尽快找到合适的人。当人数过千的时侯，如何在快速增长中保持原有的文化不被冲淡成为了最大的挑战。而现在，当文化体系相对稳固了，我开始考虑如何帮助公司创造竞争力，如何让腾讯在5年、10年后仍然保持年轻的创造力”。      
    奚丹认为，现在才是他加入腾讯以来感到压力最大的时候。

    诸葛长青：自古以来，得人才者得天下。认真招聘、认真培训、全面关心、提供平台等等，可以使你的企业迅猛发展。腾讯是值得学习的好榜样。

诸葛长青祝福天下孝敬父母、行善积德的有缘者富贵吉祥！

   祝福天下有缘者有求必应、天官赐福、事业腾飞、财源广进！

（本文是诸葛长青原创文章，图片选自网络。欢迎转发，转发引用请注明出处）

诸葛长青简介：诸葛长青，中国国学传统文化传承弘扬者，愿与天下志同道合者一起“学习圣贤、弘扬善德、振兴中华、造福世界”。

（诸葛长青：zhuge8031@163.com）

Zhuge Changqing mailbox：

zhuge8031@163.com

  诸葛长青中国梦  

学习圣贤 弘扬善德

振兴中华 造福世界

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