Why do you want to recruit people from BAT?

When recruiting , IT companies prefer people from BAT (Baidu, Alibaba, Tencent, and other large Internet companies represented by them) . This is an objective phenomenon. Why is this happening? Recently I chatted with a friend who used to work at Yahoo and is now starting his own business . His views were very inspiring to me.

Why recruit people from BAT? The answer that usually comes to mind is -

Because they have better professional skills

That's quite true.

BAT is already large enough, the problems that need to be solved are complex enough, and the requirements and assessments for each position are relatively objective. If you want to make a living in a professional technical field, it would be difficult to gain a foothold without some skills. Moreover, the company has a relatively stable and comprehensive skill tree, which can avoid situations where professional skills are seriously unbalanced and seem to be taking unconventional approaches but are actually extremely risky. More importantly, people from BAT have often seen big projects, so even if they are only working on small projects, they can foresee some problems. This is much safer than not foreseeing and then dealing with problems as they arise.

But then again, professional technology is certainly not a one-size-fits-all approach. Apart from BAT, there are many other experts who can still solve difficult technical problems. Therefore, if you prefer BAT simply because of their expertise, the reason is not sufficient.

Apart from professional skills, what other qualities make people from BAT favored?

Values ​​and behavioral habits are actually very important yet often overlooked factors.

Continuing with the topic of professional technology above, within BAT, people tend to form a relatively objective atmosphere of judging who is superior based on professional technology - if I don't agree with you, I can prove it with technology, and if you don't agree, please provide objective evidence. I once encountered a very unreliable technical solution developed by technical personnel from Tencent. When I talked about it with my friends at Tencent, their reaction was “This person definitely didn’t come from Tencent. Most likely he is someone Tencent doesn’t want.” In other words, everyone has relatively fair and objective recognized evaluation standards for professional skills. This seems simple, but it does not exist in many companies. Obedience or disobedience is intertwined with various complex factors, and eventually it turns into a secret war and internal consumption.

In addition to technical values, there are also business values. Everyone's work performance needs to be recognized by customers (whether internal or external customers) . Although some people have to use all kinds of tricks to achieve good results, it is still relatively more standardized than many other companies. If an employee receives unanimous praise from customers, everyone will usually admire and recognize the value of his work. In other words, there is a natural magnetic field that pursues "focusing on work and serving customers" (the company will also work hard to strengthen it) . Although everyone knows that companies create value by serving customers, within many companies, serving customers well does not necessarily "create value" and "creating value" is not necessarily related to serving customers. These are the realities.

In addition to values, there are equally important work habits - do you write emails seriously? Can you communicate with others appropriately? Are you responsive to the needs of others? Do you have a sense of time and take the initiative to complete tasks on time?

In BAT, because collaboration is complex enough and because of the inherent equality of the Internet, these aspects are at least fairly guaranteed, if not the best. In many other companies, although there is collaboration and the efficiency of collaboration is emphasized, the employees and departments themselves do not form an organic whole, so they either rely on strong supervision or constant noise - in short, it looks efficient, but is almost insulated from stability and robustness.

I have a friend who just changed jobs because the new boss did not communicate with his subordinates at all and made arbitrarily changes to the existing division of labor - "If it were Alibaba , such a person would definitely not be able to be a leader, no matter how strong his business ability is, because such a team simply cannot be combat-ready."

Of course, there are exceptions to everything. I have personally seen some people who are dismissive of technology, customers, and work habits, and they can solve many problems simply by relying on their own strong personal abilities, loud voices, and familiar routines. I have nothing but admiration and pity for such people - such people are hard to come by. Even if you meet such people, you need to ensure that two, three or even more such people can work together so that the company can grow. However, the difficulty of two such people "working together" is probably much higher than simply meeting two people.

Software development - or IT development, or more broadly speaking, creative work - is a labor that requires everyone to work together and unleash their creativity. In order for everyone to work together and unleash their creativity, the necessary foundation is that everyone has basic professional and technical capabilities as well as common values ​​and behavioral habits. In this regard, BAT has already taken the lead and knows what kind of people are needed to do such a business. Therefore, although the corporate cultures of the three BAT companies are different, they are consistent on these basic points. So if you also want to do creative work, you might as well be more fond of people from BAT and think more about the common points of their corporate cultures. In this way, maybe you can avoid taking detours.

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