Let's take a look at the vision and values of the human resources team in ByteDance.

Release talent growth and stimulate organizational vitality.

We often say that to build a big ship, we must first arouse people's yearning for the sea. As the HR of ByteDance, if you want to deeply understand your mission and vision.

First of all, we should understand one of ByteDance's missions-"to stimulate creativity and enrich life". As a highly innovative company, ByteDance's core competitiveness is creativity, and our business is mission-driven. Our products and services provide users with value, stimulate their creativity and enrich their lives.

The success of business comes from the success of products, and the success of products comes from the success of organizations and talents, which also brings the requirements for HR work.

At the HR staff meeting on April 22nd, the Human Resources and Management Department officially had its own mission-to release talent growth and stimulate organizational vitality. How to understand these two sentences?

Releasing the growth of talents means that only when talents grow can the organization have a future. We believe that every employee has unique potential and growth path, and our mission is to help employees expand their boundaries and grow. Talents and organizations are mutually successful. Only by releasing the growth of talents can the lasting vitality of organizations be activated.

If we want to make an organization a healthy living body, then organizational vitality represents self-learning, iteration, resilience, breakthrough and vitality, and a viable organization can also accelerate the growth of talents. We are committed to the construction of organizational capacity to make the organization long-term and powerful. This is the connotation behind stimulating organizational vitality.

What kind of organization do we want to be? This determines what goals human resources will help the organization achieve.

vitality

From 20 12 to now, we have been trying to maintain the temperament of ByteDance: to be an innovative and creative company. When we start a business, we have many choices, 020, internet finance ... but we hope not to go back, not to accumulate resources, not to speculate, not to do things that cannot create incremental value for society, but to do things that are valuable to society and interesting to employees. So in the early days, we made our own commercialization and data labeling; Build your own team to do content quality and small and medium-sized customer sales; We are not used to forming the so-called ecology by encircling resources, and the business strategy is not to encircle good resources to form a super empire, but to constantly stimulate people's innovation, realize more pursuits through the flow of resources, and constantly make new things and challenge new things; We also don't enjoy the wave of opportunism; Of course, innovation will bring great achievements, so innovation and creation are worth encouraging. An organization that has been pursuing growth and creation can be summarized as a vital organization. We want to shape bytes into a living organization, so the first key word is vitality.

Growth ability

ByteDance has always wanted to be a place where people can grow up. Yi Ming wrote an email: "Why do people get together to work?" Besides short-term returns and long-term returns, there are two points: personal growth and spiritual life. Personal growth has always been our concern. When individuals grow up, organizations will have vitality, and organizations will have vitality, so as to continuously create conditions for personal growth. Growth means doing things with the best people, doing challenging things, rationally understanding problems, seeking truth, solving problems and learning from them. So the second key word is growth ability, which refers to the growth ability of talents here.

If an organization is alive, it is very creative and dynamic. This organization will be diversified, open, absorbing changes, constantly evolving, iterating and breaking through boundaries. We hope that the HR team can do more and create conditions to help stimulate the vitality of the organization, instead of making the organization rigid.

At the same time, we also believe that everyone has potential. We believe that people are willing to grow up, so everyone is the master of their own development. We believe that the growth and development of talents can neither be achieved by laissez-faire nor by feeding. The development of talents needs to provide good soil, such as resources, information, technology, tools, opportunities, culture and remuneration. These all depend on the realization of our systematic work in HR. When we established this soil, the potential of each Bytedancer was fully released and the vitality of the organization was also stimulated.

With a direction, what should we do?

Organizational health:

Healthy metabolism, we continue to promote organizational development in terms of employee professionalism, organizational atmosphere, support for innovation and high performance.

High-density talents:

Recruitment:

We have always believed that the density of talents is greater than the speed of organizational development. ByteDance has advanced recruitment concepts, and we emphasize the essence of recruiters, rather than blindly following the background and experience. In promoting high-density talents, we constantly seek to improve the acquisition ability of outstanding talents, the retention of key/head talents and the hematopoietic ability (motivation, development, succession and mobility).

Growth:

In terms of incentives, we care about the real feelings of employees and believe that the core demand of ByteDance people is growth. There are too many external flashy decorations in this era, so we should distinguish which real abilities come from ourselves. The real growth is to be endogenous, embrace the facts, recognize yourself, upgrade your thinking and learning ability, and move forward. Although it is necessary to give long-term returns and immediate incentives, the company also believes that material incentives are diminishing marginal benefits, and it is more important to have real personal growth rather than false growth, such as titles.

Consistent cultural concept:

ByteDance has always attached great importance to cultural traction, and we continue to actively promote the complete consistency between byte norms and leadership principles, so as to draw employees' behaviors. For example, we emphasize low-key and pragmatic thinking and advocate growth-oriented thinking. We believe that an organization composed of "growth-oriented" people will be successful, so we advocate not covering up failures, pretending and doing upward management. Train employees through job opportunities.

Human resource team building:

On the one hand, "releasing talent growth and stimulating organizational vitality" cannot be separated from the efforts and contributions of every HR. On the other hand, every HR is also an important member of the company and needs to grow. Therefore, it is necessary to strengthen the construction of HR's own team to ensure that its own team quality is excellent and its values fit.