【观点】腾讯是如何培养人才的？COE的8年探索

COE作为与公司战略衔接最紧密的人力资源部门，到底以何种组织架构形式承接战略？同样有职能模块，COE区别于传统HR的战略属性、研究属性是如何体现的？在腾讯，COE是最先成立的HR支柱，经过近8年的探索、变革，腾讯COE中的文化、培训等职能围绕着组织活力、精兵强将等组织与人才的战略导向，良好的支撑了组织战略的落地，其很多人力资源实践探索更是得到世界范围的认可。

一、形散神聚：腾讯COE的组织架构

COE是由人力资源各职能构成，包括人力资源部、腾讯学院、薪酬福利部、企业文化与员工关系部，而每个部门又下设很多分支子部门。同时，COE在企业中只是一个统称，不同部门、不同职位对COE的叫法也不相同，例如C招聘，是指COE的招聘职能、C-OD是指COE的组织发展职能，C-ER是指COE的员工关系职能，其架构如图1所示。CXO UNION-CXO联盟（cxounion.cn）

腾讯COE中有一个部门是人力资源部，这让人有些困惑，在很多企业中，人力资源部涵盖了人力资源管理所有职能工作，而腾讯的人力资源部仅是COE的一个部门。从历史上看，腾讯是最先有人力资源部，人力资源部是按照传统职能的六个模块来划分的。在实施HR三支柱以后，几乎其他所有人力资源管理的新增部门都是从这个人力资源部衍生出来，相当于对人力资源部这个母体的职能进行了剥离，但是招聘和组织发展一直保留了下来。人力资源部包括三部分，分别是招聘配置中心（C招聘）、组织发展中心（COD）和活力实验室。薪酬福利部包括长期激励管理组、福利管理中心、员工薪酬中心、薪酬福利综合组、绩效管理组。腾讯学院包括领导力发展中心、职业发展中心、培训运营中心。企业文化与员工关系部包括劳动关系组、沟通传播组、组织氛围组。当然，这个结构仍然还在动态变化中。CXO UNION-CXO联盟（cxounion.cn）

总结来看，这些职能部门都借助本领域精深的专业技能和对领先实践的掌握，设计业务导向、创新的人力资源管理政策、流程和方案，并为HRBP提供适合业务的定制化人力资源解决方案。在腾讯并没有一个名为COE的实体部门，COE是由人力资源管理各个职能虚线划归而成的，是若干职能的集合。COE肩负着人力资源各个职能的政策制定、专业研究等任务。

二、企业文化：变革有道，沟通有术

麻省理工斯隆管理学院的艾德·斯凯恩曾说，了解一个公司的文化可以通过观察他们的文化制品，研究群体共同价值观等方式。走进腾讯，最主要的文化制品是QQ公仔，人们仿佛来到了企鹅公仔的世界，还有很多绿植、锦旗奖状，这里有多彩的墙面配色、宽松的工位。

这里员工叫做Q哥哥Q妹妹，他们共有的价值观是正直、进取、合作、创新。腾讯用四种动物形象生动地诠释腾讯人的价值观：长颈鹿（正直）、海燕（进取）、犀牛与犀牛鸟（合作）和鹦鹉螺（创新）。CXO UNION-CXO联盟（cxounion.cn）

腾讯员工高度认同公司价值观，根据腾讯内部的满意度调查，认同公司价值观这一指标在41项满意度指标中高居第一，比平均分高出22.9%，也高于福利、公司前景等高分项。

在腾讯，企业文化主要由人力资源COE下设的企业文化与员工关系部负责。COE的企业文化与员工关系部为腾讯打造出具有鲜明文化特色和员工关爱特征的企业氛围，作出了巨大的贡献。

1.战略与架构

COE的企业文化与员工关系部在2008年成立之初是一个企业文化委员会，后来逐步演变成企业文化部，企业文化部诞生的使命是打造腾讯文化。在HR三支柱的架构下，企业文化部属于COE的一部分，由宣传平台组，与综合项目组构成。

企业文化部的宣传平台组主要职责的是腾讯的内刊——《腾讯月刊》，此外，部门还运营腾讯电子刊《腾飞》、《腾讯大家谈》等。综合项目组涉及文化基础建设与平台管理，腾讯志愿者，以及其他项目式的文化建设工作。在腾讯引入HR三支柱模式后，企业文化部归到COE这个支柱，扮演文化宣传的专家和大脑的角色。CXO UNION-CXO联盟（cxounion.cn）

为什么将企业文化与员工关系两大职能并在一起呢？今天的企业文化与员工关系部是2013年的时候由企业文化部与员工关系中心合并而成的。这就不得不提员工关系中心的架构及职能。员工关系中心隶属于COE的人力资源部。

员工关系中心有三大职能：

第一，组织氛围，包括如下职责：职责1，员工沟通体系建设，员工和领导沟通体系，总经理办公室（以下简称，总办）沟通平台。职责2，重大信息发布机制。职责3，荣誉激励体系。职责4，员工关怀。职责5，礼金/慰问金管理。

第二，劳动关系，包括如下职责：职责1，劳动关系体系。职责2，用工规范、离职管理、纪律管理、户证管理。职责3，连线HR热线，其它职能。

第三，资源平台，包括ER能力、资源和数据中心。

可以看出员工关系中心承担的与总办、员工沟通，信息发布平台等与企业文化的职能有很多共性，2013年，COE企业文化部与隶属于COE人力资源部的员工关系中心合并为企业文化与员工关系部。COE企业文化与员工关系部对腾讯整个文化意识形态起到“大脑”的作用，是一个有知识的大脑、会研究的大脑、接地气去想问题的大脑。当前“大脑”主要承接组织活力战略，聚焦在强化员工职业化、强化沟通等战略的实施。COE企业文化与员工关系部同时还起到“咨询师”的作用，例如，策划整个公司层面的大型文化活动，公司文化理念的宣导、影响、氛围营造，诊断、分析、并提炼出文化的价值等。CXO UNION-CXO联盟（cxounion.cn）

2.变革有道：从家文化到职业竞争文化

在人力资源管理上，最佳做法不是靠人治，也不是靠政策制度，而是靠文化。在腾讯，年轻员工比较多，特别是80后、90后员工。管理这些员工，仅靠领导自上而下的命令，鲜有人买账；仅靠冷冰冰的条文，也收效甚微。腾讯的做法除了提供平台之外，主要还是靠文化，腾讯已经打造了阳光、瑞雪、荣誉等职业竞争文化品牌活动，员工参与到文化活动的策划和开展过程中，对文化有感知和归属。腾讯文化经历过从家文化向职业竞争文化的变革过程，COE企业文化与员工关系部牵头进行了这次变革。

对于新员工，腾讯以前重视宣传福利、待遇。比如在福利发放方面，考虑到员工满意度，改善员工不满意的福利，将福利做得更好；在活动感知方面，采取员工倾向的活动形式，提高员工对活动的感知，从而进一步提高满意度和归属感。CXO UNION-CXO联盟（cxounion.cn）

以前，腾讯文化强调家文化，企业对员工比较客气，大领导也像家长一样，对员工的方方面面都很照顾。

COE企业文化与员工关系部经常要去总办做汇报，从与总办领导的定期沟通中COE体会到，大领导们偏向扁平化的员工沟通方式，想让员工在与领导交流时有像在家里说话一样自然的感觉。

在这种文化理念下，腾讯的福利待遇体系也是很完善的，堪比城市公交网的班车线路、办公位上四处可见的QQ公仔、加班获得的免费夜宵券，关爱可谓无微不至，真的让员工有家的感觉，大家也以家文化为自豪。

互联网企业不一样，文化导向也不一样。由于所处的业务领域不同，会有产品、运营、技术等导向，腾讯是一家产品导向的公司。COE企业文化与员工关系部出台的政策，主办的文化活动，也会事先做用户调研，把员工当用户，关注员工的体验。腾讯文化给公司内外部都留下了好福利的印象。CXO UNION-CXO联盟（cxounion.cn）

随着公司的发展壮大，家文化逐渐出现了问题：由于招聘过于强调好福利、好待遇和一家人，吸引的员工也会格外格外关心福利待遇。HR和行政等部门把握总办领导的意图，在工作中以员工满意为使命，员工的一切需求都要尽量去满足，这也让员工对福利、待遇的需求水涨船高，HR与行政逐年创出福利新花样、新玩法，但员工不会停止吐槽……

为更好的促进公司发展，腾讯的人力资源管理部门制定了文化变革的战略目标，COE企业文化与员工关系部承接该战略目标，设计目标落地执行的方案。文化的落脚点是员工的思维习惯和行为习惯。为了让员工感受到自己在企业中应该承担什么责任、扮演什么角色，对公司的付出体现什么态度，腾讯及COE企业文化与员工关系部也做了很多职业竞争文化的落地尝试。

企业文化与员工关系部副总监张铁军认为，企业首先要让员工意识到自己的职责、责任，认识到企业不是享受安逸、消磨意志的地方，不是让员工找个安乐区舒服度日的地方，而是一个由职业化员工构成的一个大家庭，这样的家庭是能让人成长的。CXO UNION-CXO联盟（cxounion.cn）

在业绩方面，只有给予员工适当压力、让业务部门承担起必要的义务，才能真正让产品顶破土层、冒出嫩苗。腾讯的各业务部门，自由度很高，这也刺激了相互的竞争。在苹果和谷歌的应用商店中，一般只有排行榜前50的应用能赚钱，前10名才能赚大钱，要进入排行榜前列的唯一办法就是将产品做到极致。在腾讯互动娱乐事业群，各个游戏工作室之间会面临巨大的排名竞争，如产品的业绩排名、员工的绩效排名。在这种压力的驱动下，员工们为了取得更好的名次，会尽一切努力去做好产品。在同行的竞争方面，在腾讯实行开发战略后，内部产品要与外部产品进行公平竞争，并不会因为自身贴有企鹅的标签就能获得更多的资源和扶持。这也就逼迫着内部团队不断地激发自己的创造力，去打赢与外部竞品之间的战争。

在招聘的策略方面，校招的宣传导向有了明显改变，以前是对学生讲公司的家文化，如好福利、好待遇。现在在校招时首先明确地告诉候选者，腾讯要招的是“有梦想的实力派”。腾讯COE企业文化与员工关系部总监陆文卓认为，家公司的文化怎么样，要看这个公司宣传单、宣传册上，讲什么样的故事、选什么样的人物做代言。“有梦想的实力派”在腾讯是指：只要你的实力够好，在腾讯就没有不可能。校招宣传的内容是也开始讲腾讯集团的业务发展，各事业群在行业的龙头地位等，主张用事业吸引人才。CXO UNION-CXO联盟（cxounion.cn）

在福利方面，以前是人力资源部与行政部内部竞争，一方出了个福利的好点子，另一方还要做得更好，两部门都以提高员工满意度为使命。但这样一味满足员工各种需求，催生了员工对福利、待遇需求的水涨船高。COE企业文化与员工关系部也在不断反思为什么会出现这样的问题。

赫茨伯格曾提出双因素理论，双因素是指激励因素和保健因素，他认为保健因素做得不好，员工不满意，而保健因素做好了，员工也不会感到满意，而是“没有不满意”。腾讯原来的家文化强调福利，福利是保健因素。所以公司做得再多，也不会让员工满意，员工只会觉得“没有不满意”，员工对于福利的需求是一个水涨船高的过程。

有些换工作的员工感慨，在腾讯时对企业的福利不以为然，来到其他企业才发现腾讯的福利有多好，非常不适应新的工作环境。过高的福利也会对员工的职业发展产生影响。腾讯的文化变革是想消除员工对公司的依赖性，强调职业化的文化。近两年，随着文化变革的落地，人力资源部和行政部做的是如果员工对哪些福利实在抱怨不断、不满意的话，那就干脆不做了。例如，员工对发粽子如果抱怨太大，那粽子就不发了，可以让员工选择其他福利，但也请大家不要再此事上过分吐槽了，因为吐槽完连这个东西也没有了。COE的这种做法不应被误解为不听用户的意见，而是先做好用户的预期管理，HR不会为了员工满意一味满足所有要求。

腾讯及COE企业文化与员工关系部正在逐渐从倡导家文化，转向渲染职业竞争文化，减少家文化对于腾讯发展的影响。正是这种无处不在的职业化竞争文化，催生了腾讯更多的创造力，取得了更多意想不到的成绩。CXO UNION-CXO联盟（cxounion.cn）

3.沟通有术：全民参与增进信任与企业活力

腾讯人力资源管理部门提出了提升组织活力的战略目标，其中重要一项是强化沟通。在一个3万多人的企业里，公司战略、部门业务如何有效传递和准确解读是一个关键的问题。

COE企业文化与员工关系部总监陆文卓说：“COE企业文化与员工关系部的一项重要工作就是告诉员工，腾讯的战略如何解读。”

COE企业文化与员工关系部承接人力资源管理战略，制定出强化沟通、加强员工对公司的信任度和认同感的部门战略。在战略的落地规划阶段，COE在仔细分析用户价值的基础上，进行了三层次的强化沟通体系的架构。

第一，高层思想，通过有效的高层交流活动，让员工充分了解公司战略和管理意图。第二，中层话语，通过部门业务及战略沟通，让所属员工充分知晓信息、认同决策，知道业务方向。第三，员工参与，通过营造透明的氛围、运营沟通平台，使员工敢说话，员工声音有效传递，得到及时反馈和帮助，提升参与感与主人翁意识。CXO UNION-CXO联盟（cxounion.cn）

COE企业文化与员工关系部除了搭建沟通体系，还要能发现战略落地过程中可能出现的问题，智慧地解决问题。

（1）如何面对不爱演讲的老板与很受伤的员工

俗语说：又说又练，真把式。光练不说，傻把式。在大众看来，腾讯就是光练不说，总在埋头苦干。相比阿里巴巴的马云、华为的任正非，腾讯的马化腾很少对外发声。COE企业文化与员工关系部总监陆文卓认为，公司和领导者低调的好处是大家很务实，活儿干好了就行，不用夸夸其谈。不好的一点是像文化这类一定要发声的“喉舌”工作，很难找领导出来讲话。COE在搭建了三层沟通体系后，高层思想这一层面，高管每个月都要跟员工做一个分享，需要找马化腾等总办领导传达战略业务层面的导向。

做了一年时马化腾不太愿意做了，他认为：战略很清晰了，我不想月月讲，我跟用户讲也没有什么新东西了。与此同时，新一轮员工满意度结果也让人大跌眼镜，COE提供了高管与员工交流的平台，员工满意度不但没有提升，反而有些许下降。

COE企业文化与员工关系部针对这个问题进行了研究，他们发现，首先，老板不愿意反复讲，员工向马化腾问的问题基本围绕着：领导怎么看待我的业务，未来会不会独立、会不会被卖出去等业务方面的具体问题。其次，COE研究发现高管讲的都是很高大上的内容，和基层员工的认知跨度较大。老板不停地讲公司战略方向的时候，其实对于一些战略衔接紧密的部门及其员工来说，他们是很开心的，但对于那些离战略比较远的员工，他们听完是很受伤的，会有逐渐被公司边缘化的负面感受。CXO UNION-CXO联盟（cxounion.cn）

于是COE采取的解决方案是一年只请老板出来一到两次，届时全体总办面向员工做沟通。而针对员工的困惑，COE企业文化与员工关系部的副总监张铁军认为，应该由各事业群的领导聚焦业务层面，跟各自事业群的员工多做沟通。各事业群的领导要能想清楚事业群的产品战略，用你的梦想去激发员工，而不是等着老板来替你讲。老板讲的是公司的大梦想，员工最多觉得这个公司可以来或来对地方了，真正触动一个员工的往往是和他有直接关系的人和团队。

有时业务部门的领导只有1.0版本的战略构想，并没有想清楚如何去讲。COE发现问题，就以项目的形式承担了这份职责，他们向各事业群的领导赋能，引导、驱动中层管理干部想清业务战略，向员工呈现、解读业务战略。

（2）抓住员工沟通的关键：营造开放透明的氛围

截至2015年6月，腾讯雇员数量已将近30000人，面面俱到的员工沟通越来越不现实，让每一个员工了解战略方向，及时向每一个员工就热议话题做出回应成了腾讯的难题。COE企业文化与员工关系部进行过很多沟通尝试，他们发现被动的沟通传播收效甚微，员工的主动参与却带来意想不到的收获，员工通过参与热点问题互动，就战略方向进行讨论，在关键问题上快速地与企业保持信息同步、决策同步。

COE认为，问题的关键在于：开放透明的氛围营造。当员工感觉腾讯沟通氛围不错、信息开放透明，能够很快地了解彼此时，他们自觉地愿意沟通。COE企业文化与员工关系部运营着员工沟通平台，如乐问、BBS等。这是内部非常出名的平台，公开透明的原则体现在，只要你不说国家不允许的，包括政治、色情这些东西，平台的运营者从来不删贴。

平台经常会有很热的贴子爆出来，前一段时间有一个同事在吐槽腾讯的财付通，他想买一个相框，用财付通支付，他当时用截屏、段子手的写法，把一系列体验非常差的情感全部表达了出来。他说财付通这个产品体验太差了，发出后，很多员工都会讨论说这个产品的问题，大家不会介意指出一个内部产品或者管理方面的问题。这个问题被指出来之后，马化腾回复了那个贴子，他说：财付通是很烂。当时所有人跑到马化腾那里回复留言：老大原来真的在这个论坛上活着，在上面签名留念。更可贵的是问题的抛出总会引来相关责任人的重视，并以最快速度相应问题，解决漏洞。CXO UNION-CXO联盟（cxounion.cn）

这些沟通平台要让员工敢说话，愿意就公司战略进行研讨，同时员工也可以通过沟通来缓解自己不论是个人成长还是情感生活方面的压力。COE的核心任务是让员工吐槽后，一定要得到及时的反馈和帮助。为此他们专门邀请有经验的达人帮助解答问题，尽量将员工普遍关注的问题让高层、业务部门的负责人去看。

（3）COE不断更新学习，占领新的传播渠道

在互联网公司开展工作时，产品和服务要具备好玩儿属性，有趣好玩员工参与度才会高。COE企业文化与员工关系部在选取沟通渠道时，也会充分考虑这个特点。这就要求COE不断充电，跟紧潮流，不断的占领新的传播渠道，达到员工积极参与沟通的目的。最近直播很火，COE就研究直播。选取员工特别关注的成长话题、婚恋问题、职业发展问题、业务问题，然后邀请到相关的人，以聊天的形式探讨一些事情，员工也可以通过线上线下的互动来参与。

三、培养领军人才的“飞龙”方略

处于业务高速发展时期的腾讯，在各个业务领域都需要一批后备领军人才，后备领军人才的能力准备度，决定着公司的未来发展。这对现有的后备人才在领导力、商业能力等方面提出了更高的挑战。为此，COE腾讯学院设计了“飞龙计划”。CXO UNION-CXO联盟（cxounion.cn）

COE的腾讯学院从架构上分为领导力发展中心、职业发展中心、培训运营中心等多个部分，为腾讯提供课程和培训方面的支持，如，Q-learning、导师制、职业生涯规划、领导力培训等，构成了COE腾讯学院的培训发展大厦，如图2所示。

（图片来源：马永武. (2015). 腾讯学院：我们是这样搭建互联网行业的人才培养体系的. 人才管理知识平台. 微信.）

培训发展大厦针对不同层次的员工，有选择的进行培养：对基层、中层和高层干部的后备培养，腾讯也有各自的计划。中层干部后备计划叫“飞龙计划”——从视野开拓（组织他们走出去，跟行业最优秀企业交流），到岗位实践（将公司在战略、产品和管理方面最需要解决的课题交给他们），并为这些人配备优秀导师，每个项目完成情况会定期汇报，总裁参与听取。基层干部后备计划叫“潜龙计划”，高层后备干部也有专门的培养计划。每到年底，公司会做全体干部的盘点，根据情况制定改进计划。CXO UNION-CXO联盟（cxounion.cn）

此外，腾讯学院还推出“新攀登计划”，是针对专业技术人员晋升专家的后备培养计划，与管理人才培养形成双通道。腾讯还有产品领军人物培养计划。从青葱“小白”到“攀登计划”中的腾讯达人，再到提升领导力的“育龙”、“潜龙”、“飞龙”，腾讯学院为腾讯人提供了近300门面授通用课程和专业能力课程，内容涵盖职场各个阶段的能力提升。

回到飞龙计划，飞龙计划有一套严谨的课程体系，每半年一个循环。首先，最核心环节是三次集中的模块学习，学习模块以面授课程和沙龙分享为主。其次，为保证核心环节的效果，腾讯学院运用了行动学习、评鉴中心和产品体验等业内前沿的培训与效果评估形式。腾讯富有校园文化、书卷气息，COE腾讯学院充分地领悟这一点，他们在飞龙计划学习结束后，为学员举办大学一般的结业典礼，深化学习成果，建立飞龙校友关系。最后，COE腾讯学院飞龙项目组进行复盘，卷入相关的业务部门一同总结目标完成情况及培训效果，并优化下一期飞龙计划。

历经10年打磨沉淀，飞龙计划搭建了包含国际上顶级专家、商业领袖的师资队伍，开发了具有国际视野的领军人才培养体系。培训界最有影响力的组织ATD，该机构每年评选培训界的相关奖项，其中“卓越实践奖”堪称国际培训界的“奥斯卡奖”，在业内极具含金量。2015年ATD将年度“卓越实践奖”颁给COE腾讯学院的飞龙计划。另一项数据显示，飞龙计划迄今培养出了300多名核心管理干部，该计划是干部晋升的必备条件，公司内部70%以上的中层管理者都是飞龙校友，COE为公司的高速发展提供了充足的领军人才储备。

1. COE腾讯学院的战略行动

首先，COE腾讯学院承接人力资源战略。

腾讯HR三支柱承接公司业务发展战略，提出“保持人才攻防的绝对优势”和“提升组织活力”的人力资源举措。COE腾讯学院通过绘制部门的战略地图与平衡计分卡，对人力资源战略进行分解，强调通过干部管理能力的提升，强化后备领军人才的能力准备度，提升干部管理的有效性，培养和造就一支有主人翁精神的干部团队。CXO UNION-CXO联盟（cxounion.cn）

其次，COE腾讯学院紧密联结产品战略。

在飞龙计划中的产品体验环节——“产品PK赛”，是第三次集中学习的重要环节。COE腾讯学院设计的这个环节是非常具有实战性质，能辅助业务部门的产品迭代优化战略。“产品PK赛”要选择三款公司或投资公司的产品，让飞龙学员体验并实战脑暴：“假如我是产品负责人，我将怎样迭代、优化这个产品？”

COE腾讯学院在挑选产品时，进行了三大方面的业务战略考量：第一，选择代表公司未来业务方向的产品类型，例如近两年更偏重手游产品、安全产品等；第二，由于学员均为业务方面的专家，因此，选择的产品也可以是专业性强，口碑和品质具有提升空间的产品，这对学员和产品都有更大的价值；第三，所选择的产品在市场上最好具有相同量级的竞品，如阿里、百度、360、网易等友商公司推出的同类产品。

腾讯每组体验完产品后，需要输出改进建议的报告，分析产品的定位、优点与不足，并进行竞品分析，最终给出产品的优化建议。

在产品PK赛的汇报环节腾讯学院会邀请体验产品的第一负责人来到现场，聆听学员的“找茬”，吸收有价值的建议，并对学员分析中不足之处给予反馈和建议。同时，产品负责人也会提出自己的困扰，现场学员再次进行头脑风暴，提出具体的解决方案建议。每年，在这个环节结束后，腾讯学院也会回访产品负责人，大部分产品负责人对这种学习方式非常认可，也感谢学员对产品提出了很好的优化建议。CXO UNION-CXO联盟（cxounion.cn）

最后，COE腾讯学院设计与高层的战略沟通。

总办飞龙计划希望让学员有更多机会接触到高层，从而对战略有更深刻的理解和思考。在每期项目开班时，项目组都会安排“总办面对面”的环节，让学员与高层进行2小时左右的坦诚沟通。

现场不乏很尖锐的问题，例如学员会提问：“我不是很理解这一项决策，总办是不是没有考虑到可能带来的问题？能不能请您为我们讲解这样决策的原因？”通过这样的对话，不仅能让学员真正了解战略决策背后的思考，也能帮助学员站在公司层面，而不是单个业务层面来看问题。此外，在行动学习环节，COE也会卷入学习主题相关的高管，与学员深入探讨和沟通。

2. COE腾讯学院的专业实践

首先，COE目标导向的培训设计。

COE腾讯学院在飞龙计划的课程设计方面是非常目标导向的，在每一个环节提升领军人才的哪项胜任素质有清晰地设计与规划。CXO UNION-CXO联盟（cxounion.cn）

飞龙计划第一次集中模块以帮助学员全面地认识自己，提升战略决策、前瞻视野和商业意识等素质为目标。飞龙计划的第二次集中模块学习，以加深学员的团队管理、变革管理能力为目标。第三次集中模块学习，以提升产品能力、拓展视野为目标。飞龙计划的电商战电脑模拟环节，以市场营销、用户分析、经营决策和财务方面的知识吸收和沉淀为目标。飞龙计划的行动学习环节，以提升领军人才的跨界思考、前瞻分析，解决复杂问题三大能力为目标。飞龙计划的沙龙分析环节以提高风险管理意识、危机应对技巧为目标。

以第一次集中模块学习为例，飞龙计划的评鉴中心采取公文筐、团队会议和下属辅导三种测评工具结合的方式，在一天时间内迅速诊断学员在综合管理、战略决策和前瞻思考等方面的能力水平。

为贴合腾讯本身偏于前瞻、“软硬件”结合的业务性质，飞龙计划选用了高科技企业的背景案例，并提供了一份非常详细的企业情况说明，将学员置身于尽可能真实的模拟企业环境中。这份企业说明包含企业规模、经营理念、文化价值观、核心业务、行业地位、主要竞争对手，以及各细分业务领域的经营数据和分析等诸多详细信息。在阅读完背景资料后，学员将迎来公文筐、团队会议和下属辅导三项任务。

第一项是公文筐模拟，主要模拟日常管理决策的场景，要求学员在2小时内，阅读10封邮件并解决其中的问题，邮件中所描述的场景浓缩了团队与人才、跨部门合作、供应商问题、商业机会等各类企业常见的经营问题。CXO UNION-CXO联盟（cxounion.cn）

第二项是团队会议的挑战环节。4到5名同一级别的学员，在阅读了更详细的企业经营核心数据后，要拟定出企业未来3年的战略目标，以及未来1年最重要的工作。每位学员需表达自己的观点，然后进入团队讨论阶段，最终找到适合企业未来发展的战略目标与重点工作。

第三项是下属辅导环节，侧重考察学员的下属辅导能力。在这个场景中，学员作为新上任的管理者，收到了很多关于下属问题的不同方面的反馈和投诉，包括下属在跨团队合作、团队管理中的问题。学员需要在45分钟的沟通中帮助下属认识到自己的问题，并且找到应对目前挑战的解决方法。

特别值得一提的是，飞龙计划的评鉴中心已经完全内化，COE腾讯学院不仅培养出了一批内部的测评师、演员和工作人员，还实现了测评报告的内部撰写，是企业内部的咨询方案提供者。这些由内部的中层管理者和专家组成的测评师队伍，因为更了解腾讯工作方式、管理风格和业务挑战，所以给出的学员测评反馈和测评报告也更有针对性，为学员未来的工作和发展带来更大价值。CXO UNION-CXO联盟（cxounion.cn）

其次，COE立足专业基础，探索领域前沿。

COE要想让培训更有效果，为组织创造价值，深厚的专业功底是必不可少的。COE腾讯学院的人才熟练掌握人力资源基础知识，与此同时他们还主动探索着催化培训效果的前沿理论。

COE腾讯学院在飞龙计划中引入了当前培训领域前沿的行动学习、领导力教练等理念、方法。飞龙计划至少每两周进行一次行动学习。由各组学员自行制定研讨任务，分配课后作业，最终输出完整的解决方案。在行动学习过程，COE腾讯学院的人才结合了领导力教练技术，为行动学习小组搭建“行动学习教练团队”。团队有三个不同角色：Sponsor：跟研究话题最相关的高管，他们会跟学员沟通该课题的研究背景、对公司的价值，以及研究成果的建议方向，并起到问责人的作用，推动行动学习方案的落地实施；战略辅导员：通常为战略发展部的专家，他们最了解该领域目前的成果、参与者，存在的挑战和机会，确保学员在研究领域内找到比较合理的解决方法；团队教练：教练强调进程大于结果，COE腾讯学院为每组都配备了一名资深HR同事作为团队教练，他的职责是提供准确的行动学习流程、工具，把握行动学习氛围、节奏，这样学习效果会在一种“自然”的状态下促发。CXO UNION-CXO联盟（cxounion.cn）

由于飞龙计划是面向各业务领域的管理者，他们面对的管理问题不单单是人力资源管理问题，还要从经营环境、竞争战略、组织文化、组织架构、市场营销等多方面分析问题，因此COE腾讯学院的人才为了设计更贴合客户需要的培训场景、素材，还掌握经济管理通用知识。

最后，不断突破创新为学员创造价值。

为了提升学员的培训体验，促发培训的效果，COE腾讯学院的飞龙计划在10年内不断创新。无论是结合移动化、AR/VR技术，还是跨界引入体育活动，都反映出COE腾讯学院对设计思维的重视。通过引入棒球、橄榄球等体验式学习活动，腾讯学院希望学员活动之余提高团队配合、策略制定，甚至分析竞争对手战术和对策等意识。学员也能通过活动反思到很多日常工作中的不足和优化思考。体验式学习不仅能更好地促进学员间的相互了解和团队合作，也能让学员意识到自己的不足，并“自然”地发生改变。CXO UNION-CXO联盟（cxounion.cn）

翻译：

As the human resources department most closely connected with the company’s strategy, in what organizational structure does the COE undertake the strategy? There are also functional modules, COE is different from traditional HR strategic attributes, research attributes how to reflect? In Tencent, COE is the first established HR pillar, after nearly 8 years of exploration, change, Tencent COE culture, training and other functions around the organizational vitality, elite and other organizations and talent strategic orientation, good support for the landing of organizational strategy, many of its human resources practice exploration is recognized worldwide.

First, Form scattered God together: Tencent COE organizational structure

COE is composed of various functions of human resources, including Human Resources Department, Tencent College, Salary and Welfare Department, corporate culture and Employee Relations Department, and each department has many branches and sub-departments. At the same time, the COE is only a general term in the enterprise. Different departments and positions have different names for the COE. For example, C recruitment refers to the recruitment function of the COE, C-OD refers to the organizational development function of the COE, and C-ER refers to the employee relations function of the COE, as shown in Figure 1.

Figure 1 Tencent COE architecture diagramCXO UNION-CXO联盟（cxounion.cn）

One department in the Tencent COE is the Human Resources Department

One department in the Tencent COE is the Human Resources Department, which is somewhat confusing, in many enterprises, the human resources department covers all functions of human resources management, and Tencent’s human resources department is only one department of the COE. Historically, Tencent is the first to have a human resources department, which is divided into six modules of traditional functions. After the implementation of the three pillars of HR, almost all other new departments of human resource management are derived from this human resource department, which is equivalent to stripping the functions of the parent department of Human resources, but recruitment and organizational development have been retained.

The Human Resources Department consists of three parts, namely the Recruitment Configuration Center (C Recruitment), the Organizational Development Center (COD) and the Vitality Lab. The compensation and welfare Department includes long-term incentive management group, benefit management center, employee compensation center, comprehensive compensation and welfare group, and performance management Group. Tencent Academy includes Leadership development Center, career development center and training operation center. The corporate Culture and Employee Relations Department includes the Labor Relations Group, the Communication and Communication Group, and the organizational climate Group. Of course, this structure is still in dynamic flux.CXO UNION-CXO联盟（cxounion.cn）

In summary, each of these functions draws on deep expertise in the field and mastery of leading practices to design business-oriented and innovative HR management policies, processes and programs, and to provide HRBP with customized HR solutions tailored to the business. In Tencent, there is no entity department named COE, COE is divided by the human resource management functions of the dotted line, is a collection of several functions. The COE shoulders the tasks of policy formulation and professional research of various functions of human resources.

Second, corporate culture: change is good, communication skills

Ed Skane of the MIT Sloan School of Management has said that you can learn about a company’s culture by looking at their cultural artifacts, studying the values shared by the group, and so on. Into Tencent, the most important cultural products are QQ dolls, people seem to have come to the world of penguin dolls, there are a lot of green plants, banners awards, here there are colorful wall color, loose station.

The employees here are called Q brothers and Q sisters, and their shared values are integrity, enterprise, cooperation and innovation. Tencent vividly illustrates the values of Tencent people with four animal images: giraffe (integrity), petrel (enterprise), rhino and rhino bird (cooperation) and Nautilus (innovation).

Tencent employees highly identify with the company’s values. According to Tencent’s internal satisfaction survey, the index of identification with the company’s values ranks first among 41 satisfaction indicators, 22.9% higher than the average score, and also higher than welfare, company prospects and other high sub-items.

In Tencent, corporate culture is mainly responsible for the Corporate Culture and Employee Relations Department under the Human Resources COE. COE’s Corporate Culture and Employee Relations Department has made a great contribution to creating a corporate atmosphere with distinct cultural characteristics and employee care characteristics.CXO UNION-CXO联盟（cxounion.cn）

1. Strategy and structure

COE’s Corporate Culture and Employee Relations Department was established in 2008 as a corporate culture committee, and later gradually evolved into the Corporate culture Department, the mission of the corporate culture was born to build Tencent culture. Under the HR three-pillar structure, the corporate Culture Department is a part of the COE, which is composed of the publicity platform group and the comprehensive project team.

The propaganda platform group of the Corporate Culture Department is mainly responsible for Tencent’s internal journal – “Teng Xun Monthly”, in addition, the department also operates Tencent’s electronic journal “Takeoff” and “Tencent Everybody Talk”. The integrated project team involves cultural infrastructure construction and platform management, Tencent volunteers, and other project-style cultural construction work. After Tencent introduced the HR three-pillar model, the corporate culture Department fell to the COE pillar, playing the role of the expert and brain of cultural publicity.CXO UNION-CXO联盟（cxounion.cn）

Why combine the two functions of corporate culture and employee relations? Today’s Corporate Culture and Employee Relations Department was formed in 2013 by the merger of the Corporate Culture Department and the Employee Relations Center. This has to mention the structure and functions of the employee relations center. The Employee Relations Center is part of the COE’s Human Resources Department.

The Employee Relations Centre has three main functions:

First, the organizational atmosphere, including the following responsibilities: Responsibility 1, employee communication system construction, employee and leader communication system, General manager office (hereinafter referred to as the General office) communication platform. Responsibility 2: Major information release mechanism. Responsibility 3: Honor incentive system. Responsibility 4: Employee care. Responsibility 5: Gift/condolence management.

Second, labor relations, including the following responsibilities: Responsibility 1, labor relations system. Responsibility 2: Employment regulations, turnover management, discipline management, and account card management. Responsibility 3, connecting HR hotline, other functions.CXO UNION-CXO联盟（cxounion.cn）

Third, resource platforms, including ER capabilities, resources, and data centers.

It can be seen that the functions of the employee relations Center, such as communication with the head office and employees, information release platform and other functions related to corporate culture, have many similarities. In 2013, the Corporate Culture Department of the COE and the Employee Relations Center under the Human Resources Department of the COE were merged into the Corporate Culture and Employee Relations Department. COE Corporate Culture and Employee Relations Department plays the role of “brain” for the entire cultural ideology of Tencent, which is a brain with knowledge, a brain that will study, and a brain that thinks about problems in the ground.

At present, “brain” mainly undertakes organizational vitality strategy, focusing on the implementation of strategies such as strengthening employee professionalism and strengthening communication. The COE Corporate Culture and Employee Relations Department also acts as a “consultant”, for example, planning large-scale cultural activities at the entire company level, promoting, influencing, creating atmosphere for the company’s cultural ideas, diagnosing, analyzing, and extracting the value of culture.CXO UNION-CXO联盟（cxounion.cn）

2. The transformation is in a proper way: from the family culture to the professional competition culture

In human resource management, best practices are not governed by people or by policies or institutions, but by culture. In Tencent, there are more young employees, especially post-80s and post-90s employees. These employees are managed only by top-down orders from their leaders, and few people buy them; Cold rules alone have little effect. Tencent’s approach in addition to providing a platform, mainly rely on culture, Tencent has created sunshine, Ruixue, honor and other professional competitive cultural brand activities, employees participate in the planning and development of cultural activities, have a sense of culture and ownership. Tencent culture has experienced the process of change from family culture to professional competition culture, and COE corporate culture and employee Relations Department took the lead in this change.CXO UNION-CXO联盟（cxounion.cn）

For new employees, Tencent previously attached importance to the promotion of welfare and treatment. For example, in the aspect of welfare payment, considering employee satisfaction, improve the welfare of employees who are not satisfied with it, and make the welfare better; In terms of activity perception, adopt the activity form that employees tend to improve their perception of activities, so as to further improve their satisfaction and sense of belonging.

In the past, Tencent culture emphasized the home culture, the enterprise was more polite to the staff, and the big leader was also like a parent, taking care of all aspects of the staff.CXO UNION-CXO联盟（cxounion.cn）

COE Corporate Culture and Employee Relations Department often has to report to the General Office.

From the regular communication with the leaders of the General Office, COE realized that the big leaders prefer the flat way of employee communication, and want to make employees feel as natural as talking at home when communicating with the leaders.

Under this cultural concept, Tencent’s welfare system is also very perfect, comparable to the shuttle bus line of the city bus network, the QQ figures that can be seen everywhere in the office, and the free night snack coupons that are obtained through overtime. The care can be described as meticulous, really making employees feel at home, and everyone is proud of the home culture.

Internet companies are different, and the cultural orientation is different. Due to the different business areas, there will be product, operation, technology and other orientation, Tencent is a product oriented company. The policies issued by the COE corporate Culture and Employee Relations Department and the cultural activities sponsored by the COE will also do user research in advance, treat employees as users, and pay attention to the experience of employees. Tencent’s culture has left an impression of good welfare both inside and outside the company.

As the company grew, the family culture gradually emerged as a problem: Because of the excessive emphasis on good benefits, good treatment and family, it attracted employees who were particularly concerned about benefits. HR and administrative departments grasp the intention of the head office leaders, take employee satisfaction as the mission in the work, and try to meet all the needs of employees, which also makes employees’ demand for welfare and treatment rise. HR and administrative departments create new ways and new ways of welfare every year, but employees will not stop joking…

In order to better promote the development of the company, the human resource management department of Tencent has formulated the strategic goal of cultural change.

The COE corporate Culture and Employee Relations Department undertakes the strategic goal and designs the implementation plan of the goal. The foothold of culture is the thinking habits and behavior habits of employees. In order to let employees feel what responsibility they should assume in the enterprise, what role to play, and what attitude to the company’s pay, Tencent and COE corporate culture and employee Relations Department have also done a lot of professional competition culture landing attempts.CXO UNION-CXO联盟（cxounion.cn）

Zhang Tiejun, deputy director of the Department of corporate culture and employee relations, believes that the company must first make employees aware of their responsibilities and responsibilities, realize that the company is not a place to enjoy ease and kill the will, not a place for employees to find a comfortable area to live comfortably, but a big family composed of professional employees, such a family can make people grow.

In terms of performance, only by giving employees appropriate pressure and letting business departments assume the necessary obligations can products really break the ground and sprout.

Tencent’s various business units have a lot of freedom, which also stimulates competition among each other. In Apple’s and Google’s app stores, only the top 50 apps make money, and the top 10 apps make a lot of money, and the only way to get to the top of the list is to make a great product. In Tencent interactive entertainment business group, each game studio will face huge ranking competition, such as product performance ranking and employee performance ranking. CXO UNION-CXO联盟cxounion.cn

Driven by this pressure, employees will make every effort to make good products in order to achieve better rankings. In terms of competition among peers, after the implementation of Tencent’s development strategy, internal products should compete fairly with external products, and they will not be able to obtain more resources and support because they have the Penguin label. This forces the internal team to constantly stimulate their creativity to win the war against external competitors.

In terms of recruitment strategy, the publicity orientation of school recruitment has changed significantly, which used to tell students about the company’s home culture, such as good welfare and good treatment. Now, when recruiting at school, first clearly tell candidates that Tencent wants to recruit “strong people with dreams”. Tencent COE corporate culture and employee relations director Lu Wenzhuo believes that the culture of the company depends on the company’s leaflets, brochures, what kind of stories to tell, what kind of people to choose as spokespersons. “Powerful people with dreams” in Tencent means: as long as your strength is good enough, there is no impossible in Tencent. The content of the school recruitment promotion is also beginning to talk about the business development of Tencent Group, the leading position of various business groups in the industry, etc., advocating the use of career to attract talents.

In terms of benefits

In terms of benefits, it used to be an internal competition between the human resources department and the administration department, where one side came up with a good idea for benefits and the other side had to do better, and both departments were committed to improving employee satisfaction. However, this blindly meets the various needs of employees, which has spawned a rising demand for employees’ welfare and treatment. The COE Corporate Culture and Employee Relations Department is also constantly reflecting on why this issue has arisen.CXO UNION-CXO联盟（cxounion.cn）

Herzberg once proposed the two-factor theory, which refers to incentive factors and health factors. He believed that if health factors were not well done, employees would not be satisfied, while if health factors were well done, employees would not be satisfied, but “no dissatisfaction”. Tencent’s original home culture emphasizes welfare, and welfare is a health factor. Therefore, no matter how much the company does, it will not make employees satisfied, employees will only feel “no dissatisfaction”, and employees’ demand for welfare is a process of rising tide.

Some employees who change jobs feel that they do not think of the welfare of the company when they are in Tencent, and they find how good the welfare of Tencent is when they come to other companies, which is very unfit for the new working environment.

Excessive benefits will also have an impact on employees’ career development. Tencent’s cultural change is to eliminate employees’ dependence on the company and emphasize the culture of professionalism. In the past two years, with the landing of cultural change, the human resources department and the administration department have done that if employees really complain about what benefits are constantly dissatisfied, then they simply don’t do it. For example, if the employee complains too much about the zongzi, the zongzi will not be issued, you can let the employee choose other benefits, but please do not tease the matter too much, because after teasing even this thing is gone. This approach of COE should not be misunderstood as not listening to the views of users. But doing a good job of user expectation management first, HR will not blindly meet all requirements for employee satisfaction.CXO UNION-CXO联盟（cxounion.cn）

Tencent and COE corporate culture and employee relations Department is gradually shifting from advocating family culture to rendering professional competition culture, reducing the impact of family culture on Tencent’s development. It is this ubiquitous culture of professional competition that has spawned more creativity and achieved more unexpected results.

3. Good communication skills: The participation of all people enhances trust and enterprise vitality

Tencent’s human resource management department has put forward a strategic goal to enhance organizational vitality, one of which is to strengthen communication. In an enterprise of more than 30,000 people. How to effectively convey and accurately interpret corporate strategy and department business is a key issue.

“One of the key tasks of COE’s corporate Culture and Employee Relations department is to tell employees how Tencent’s strategy is interpreted,” says Lu Wenzhuo, director of COE’s corporate culture and Employee Relations Department.

The COE Corporate Culture and Employee Relations Department undertakes human resource management strategies and develops departmental strategies to enhance communication and strengthen employees’ trust and identity in the company. In the landing planning stage of the strategy. The COE carried out a three-level structure to strengthen the communication system on the basis of careful analysis of user value.CXO UNION-CXO联盟（cxounion.cn）

First, high-level thinking, through effective high-level communication activities, so that employees fully understand the company’s strategy and management intentions. Second, middle-level discourse, through the department’s business and strategic communication. Let the subordinate employees fully know the information, agree with the decision, know the business direction. Third, employee participation. By creating a transparent atmosphere and operating a communication platform, employees can dare to speak. Their voices can be effectively transmitted, they can get timely feedback and help. And their sense of participation and ownership can be enhanced.

In addition to building a communication system, the COE corporate Culture and Employee Relations Department can also find possible problems in the process of strategy implementation and solve them intelligently.

(1) How to face the boss who does not like to speak and the employees who are very hurt

As the saying goes: talk and practice, real handle style. You don’t talk about it. You’re a fool. In the eyes of the public, Tencent is light practice does not say, always in the hard work. Compared with Alibaba’s Jack Ma and Huawei’s Ren Zhengfei, Tencent’s Ma Huateng rarely speaks out. Lu Wenzhuo, director of COE corporate Culture and employee Relations, believes that the benefit of low-key companies and leaders is that everyone is very pragmatic. And the work is done on the line, without talking. CXO UNION-CXO联盟（cxounion.cn）

The bad thing is that it is difficult to find leaders to speak out in the “mouthpiece” work that must be spoken out, such as culture. After COE has built a three-layer communication system, at the level of high-level thought, executives have to share with employees every month, and they need to find Ma Huateng and other leaders of the head office to convey the strategic business level guidance.

After a year, Ma Huateng was not willing to do it, he thought:. The strategy is very clear, I don’t want to talk about it month by month. And there is nothing new for me to talk to users. At the same time, a new round of employee satisfaction results also surprised people. COE provides a platform for executives to communicate with employees, employee satisfaction not only did not improve, but slightly decreased.

COE Corporate Culture and Employee Relations Department conducted a study on this issue, and they found that.

First of all, the boss was not willing to repeat. And the questions employees asked Ma Huateng basically centered on:. How the leader viewed my business, whether it would be independent in the future. Whether it would be sold and other specific business questions. Secondly, COE research found that executives speak very tall content, and the cognitive span of grassroots employees is large. When the boss keeps talking about the company’s strategic direction. In fact, for some departments and their employees with close strategic connections. They are very happy, but for those employees who are far away from the strategy. They are very hurt after hearing it, and they will have negative feelings of being gradually marginalized by the company.CXO UNION-CXO联盟（cxounion.cn）

The COE’s solution is to invite the boss out only once or twice a year, at which time the entire head office communicates with the staff.

In response to the confusion of employees, Zhang Tiejun, deputy director of the COE corporate Culture and employee Relations Department, believes that the leaders of each business group should focus on the business level and communicate more with the employees of their respective business groups. The leaders of each business group should be able to think through the product strategy of the business group and inspire employees with your dream. Rather than waiting for the boss to speak for you. The boss is talking about the big dream of the company. And the employees at most feel that the company can come or come to the right place. And the people and teams that really touch an employee are often those who have a direct relationship with him.CXO UNION-CXO联盟（cxounion.cn）

Sometimes business leaders only have version 1.0 of the strategic vision and haven’t thought through how to talk about it. The COE found the problem and assumed this responsibility in the form of a project. They empowered the leaders of each business group, guided and driven the middle management cadres to think through the business strategy. And presented and interpreted the business strategy to the employees.

(2) Grasp the key to employee communication: create an open and transparent atmosphere

As of June 2015, the number of Tencent employees has been nearly 30,000. The comprehensive employee communication is becoming more and more unrealistic. So that each employee understand the strategic direction, and timely respond to each employee on the hot topic has become a problem for Tencent. COE corporate culture and employee Relations Department have conducted a lot of communication attempts, and they found that passive communication and communication have little effect, but the active participation of employees has brought unexpected gains. Employees participate in the interaction of hot issues, discuss the strategic direction. And quickly keep information and decision synchronization with the enterprise on key issues.

The key, according to COE, is to create an atmosphere of openness and transparency. When employees feel that the communication atmosphere of Tencent is good, the information is open and transparent. And they can quickly understand each other, they are consciously willing to communicate. The COE Corporate Culture and Employee Relations Department operates employee communication platforms, such as Lewen and BBS. This is a very famous platform inside, the principle of openness and transparency is reflected in that as long as you do not say what the country does not allow. Including politics, pornography, these things, the operator of the platform never delete.CXO UNION-CXO联盟（cxounion.cn）

The platform often has a very hot post burst out

The platform often has a very hot post burst out, some time ago, a colleague was teasing Tencent Tenpay. He wanted to buy a photo frame, pay with Tenpay, he was using screenshots, jokes hand writing, a series of experience very poor emotions all expressed out. He said that Tenpay this product experience is too bad, after the issue, many employees will discuss the problem of this product, everyone will not mind pointing out an internal product or management problem.

After the issue was pointed out, Mr. Ma responded to the post, saying: ‘TenPay is terrible. At that time, all the people ran to Ma Huateng there to reply to the message: the boss was really alive in this forum. On the face to face signature as a souvenir. What is more valuable is that the problem will always attract the attention of the relevant responsible person. And the fastest speed to solve the problem.CXO UNION-CXO联盟（cxounion.cn）

These communication platforms allow employees to speak up and discuss company strategy. And employees can also use communication to relieve pressure on their personal growth and emotional life. The core task of COE is to let employees tease, must get timely feedback and help. To this end, they specially invite experienced experts to help answer questions. And try to let the senior management and the head of the business department see the problems that are of common concern to employees.

(3) COE constantly updates learning and occupies new communication channels

When working in an Internet company, products and services should have fun attributes, and fun employees will be highly engaged. The COE Corporate Culture and Employee Relations Department also takes this feature into account when selecting communication channels. This requires the COE to constantly charge, keep up with the trend, and constantly occupy new communication channels to achieve the purpose of employees’ active participation in communication. Recently, live streaming is very popular. COE studies live streaming. Select the growth topics, marriage and love issues, career development issues. And business issues that employees are particularly concerned about. And then invite relevant people to discuss some things in the form of chat. Employees can also participate through online and offline interaction.CXO UNION-CXO联盟（cxounion.cn）

Third, the “flying dragon” strategy of training leading talents

In the period of rapid business development, Tencent needs a group of reserve leading talents in various business areas. And the ability readiness of reserve leading talents determines the future development of the company. This poses a higher challenge to the existing reserve talents in terms of leadership and business ability. To this end, COE Tencent Academy designed the “Flying Dragon Plan”.

The Tencent Academy of COE is divided into leadership development center, career development center, training operation center and other parts in terms of structure, which provides courses and training support for Tencent, such as Q-learning, tutorial system, career planning, leadership training, etc., constituting the training and development building of the Tencent Academy of COE, as shown in Figure 2.

Figure 2 Tencent Academy training system overview

(Photo source: Ma Yongwu. (2015). Tencent Academy: This is how we build the talent training system of the Internet industry. Talent management knowledge platform. Wechat.)CXO UNION-CXO联盟（cxounion.cn）

Training and development building for different levels of staff, there is a choice of training: grassroots, middle and senior cadres reserve training, Tencent also has their own plans.

The backup plan for middle-level cadres is called the “Flying Dragon Plan” – from vision development (organizing them to go out and communicate with the best enterprises in the industry) to post practice (handing them the most needed issues in strategy, product and management), and assigning excellent mentors to these people. The completion of each project will be regularly reported, and the president will participate in listening. The grass-roots cadre reserve plan is called the “hidden dragon Plan”. And the high-level cadre reserve also has a special training plan. At the end of every year. The company will do an inventory of all cadres and formulate an improvement plan according to the situation.

In addition, Tencent Academy also launched the “New climbing plan”, which is a backup training plan for professional and technical personnel promotion experts, forming a dual channel with management personnel training. Tencent also has a program to nurture product leaders. From the green onion “Little white” to the Tencent Master in the “Climbing Plan”, to the leadership promotion “dragon”, “hidden dragon” and “Flying dragon”, Tencent Academy provides nearly 300 face-to-face general courses and professional ability courses for Tencent people, covering the ability to improve at all stages of the workplace.CXO UNION-CXO联盟（cxounion.cn）

Back to the Flying Dragon Program, the Flying Dragon Program has a rigorous curriculum system, which is a cycle every six months.

First of all, the core link is three concentrated module learning. Which is mainly based on face-to-face courses and salon sharing. Secondly, in order to ensure the effect of the core links, Tencent Academy uses cutting-edge training and effect evaluation forms such as action learning, evaluation center and product experience. Tencent is rich in campus culture and book atmosphere, COE Tencent Academy fully understands this, they hold a university-general graduation ceremony for students after the end of the study of the Dragon program, deepen the learning results, and establish the dragon alumni relationship. Finally, COE Tencent Academy Feilong project team to resume, involved in the relevant business departments to sum up the completion of objectives and training effects, and optimize the next phase of Feilong plan.

After 10 years of grinding and precipitation, Feilong Program has built a teaching team including top international experts and business leaders, and developed a leading talent training system with international vision. ATD, the most influential organization in the training industry, selects relevant awards in the training industry every year, among which the “Excellence in Practice Award” can be called the “Oscar Award” in the international training industry, which is very valuable in the industry. In 2015, ATD presented its annual “Excellence in Practice Award” to the Dragon Program of COE Tencent Academy. Another data shows that Feilong program has so far trained more than 300 core management cadres. The program is a necessary condition for cadres promotion. More than 70% of the middle managers within the company are Feilong alumni. COE for the company’s rapid development provides a sufficient reserve of leading talents.CXO UNION-CXO联盟（cxounion.cn）

1. COE Tencent Academy’s strategic actions

First of all, COE Tencent Academy undertakes human resources strategy.

Tencent HR three pillars to undertake the company’s business development strategy, proposed “to maintain the absolute advantage of talent attack and defense” and “enhance organizational vitality” human resources initiatives. By drawing the strategic map and balanced scorecard of the department, Tencent Academy decomposes the human resources strategy, emphasizes the improvement of cadre management ability, strengthens the ability readiness of reserve leading talents, improves the effectiveness of cadre management, and cultivates and creates a cadre team with ownership spirit.CXO UNION-CXO联盟（cxounion.cn）

Secondly, COE Tencent Academy closely links product strategy.

The product experience link in the Feilong plan – “Product PK competition” is an important part of the third concentrated learning. COE Tencent Academy design of this link is very practical nature, can assist the business department’s product iteration optimization strategy. “Product PK competition” to choose three companies or investment company products. So that Feilong students experience and combat brain storm: “If I am the product person, how will I iterate and optimize this product?”

COE Tencent College in the selection of products, carried out three aspects of business strategy considerations:. First, to choose the company’s future business direction of the product types. Such as in the past two years more emphasis on mobile games products, security products. Second, since the students are all business experts. The selected products can also be professional, reputation and quality of the products with room for improvement. Which is of greater value to both students and products. Third, the selected products in the market had better have the same magnitude of competitive products. Such as Ali, Baidu, 360, NetEase and other friends launched similar products.

fter each group of Tencent experiences the product

After each group of Tencent experiences the product, it needs to output a report of improvement suggestions, analyze the positioning, advantages and disadvantages of the product, analyze competitive products, and finally give product optimization suggestions.CXO UNION-CXO联盟（cxounion.cn）

In the reporting session of the product PK competition, Tencent Academy will invite the first person in charge of the product experience to come to the scene, listen to the students’ “finding faults”, absorb valuable suggestions. And give feedback and suggestions to the students’ shortcomings in the analysis. At the same time, the product owner will also put forward their own problems. And the on-site students will brainstorm again and put forward specific solutions. Every year, after the end of this link, Tencent Academy will also visit the product owners. Most of the product owners are very recognized by this way of learning. And also thank the students for their good suggestions on product optimization.

Finally, the COE Tencent Academy designs strategic communication with top management.

The Head office of the Feilong Program hopes to give students more opportunities to get in touch with senior management, so as to have a deeper understanding and thinking about strategy. At the beginning of each project, the project team will arrange the “head office face to face” link. So that students and senior management for about 2 hours of frank communication.

For example, students will ask: “I do not understand this decision, did the head office not consider the possible problems?” Could you please explain to us the reasons for this decision?” These conversations not only allow students to truly understand the thinking behind strategic decisions. But also help students to see issues at the company level, rather than at the individual business level. In addition, in the action learning session. The COE will also involve senior executives related to the learning topic to discuss and communicate with the students in depth.CXO UNION-CXO联盟（cxounion.cn）

2. COE Professional practice of Tencent Academy

First, COE goal-oriented training design.

COE Tencent Academy is very goal-oriented in the course design of the Dragon Program. And clearly designed and planned in each link to enhance the competency of leading talents.

The program’s first intensive module aims to help students gain a comprehensive understanding of themselves and improve their strategic decision-making, forward-looking vision and business awareness. The second intensive module study of Feilong Program aims to deepen the students’ ability of team management and change management. The third concentrated module learning, with the goal of improving product capabilities and expanding horizons. The computer simulation of the e-commerce war of the Dragon Project aims at the absorption and precipitation of knowledge in marketing, user analysis, business decision-making and finance. The action learning section of the Feilong Program aims to enhance the three major abilities of leading talents in cross-border thinking, forward-looking analysis, and solving complex problems. The Salon analysis of the Dragon Program is aimed at improving risk management awareness and crisis response skills.

Taking the first intensive module study as an example, the evaluation center of the Dragon Program uses a combination of three assessment tools: in-tray, team meeting and subordinate coaching to quickly diagnose students’ ability level in comprehensive management, strategic decision-making and forward-looking thinking in one day.CXO UNION-CXO联盟（cxounion.cn）

In line with Tencent’s own forward-looking, “hardware and software” combination of business nature. Feilong program selected high-tech enterprise background cases. And provided a very detailed corporate description, putting students in as real a simulated corporate environment as possible. This company statement contains many details such as the size of the company, business philosophy, cultural values, core business, industry position, major competitors. As well as business data and analysis of each business segment. CXO UNION-CXO联盟（cxounion.cn）

After reading the background information, the students will have three tasks: in-tray, team meeting and subordinate coaching.

The first is the in-basket simulation, which mainly simulates the scenarios of daily management decisions. Students are required to read 10 emails and solve the problems within 2 hours. The scenarios described in the emails concentrate the common business problems of various enterprises. Such as team and talent, cross-department cooperation, supplier problems, and business opportunities.

The second is the challenge part of the team meeting. Four to five students at the same level, after reading more detailed core business data, to draw up the strategic goals of the company in the next three years. And the most important work in the next one year. Each student is required to express their own views, and then enter the team discussion stage. And finally find the strategic goals and priorities suitable for the future development of the company.CXO UNION-CXO联盟（cxounion.cn）

The third item is the subordinate guidance link, focusing on the investigation of students’ subordinate guidance ability. In this scenario, the trainee, as a new manager, received a lot of feedback and complaints about different aspects of subordinates’ problems, including subordinates’ problems in cross-team cooperation and team management. In a 45-minute session, students are required to help their subordinates recognize their own problems and find solutions to current challenges.

In particular, it is worth mentioning that the evaluation center of the Feilong program has been fully internalized, and the COE Tencent Academy has not only trained a group of internal evaluators, actors and staff. But also realized the internal writing of evaluation reports. And is an internal consulting program provider. These teams, composed of internal middle managers and experts, have a better understanding of Tencent’s working style, management style and business challenges, so the feedback and assessment reports given by students are more targeted, bringing greater value to students’ future work and development.

Secondly, COE is based on professional foundation and explores the frontier of the field.

COE In order to make training more effective and create value for the organization, deep professional skills are essential. The talents of COE Tencent Academy are proficient in the basics of human resources. And at the same time they actively explore the cutting-edge theories that catalyze the effectiveness of training.

COE Tencent Academy has introduced the concepts and methods of action learning and leadership coaching. Which are cutting-edge in the current training field, into the Feilong Program. Feilong plans to do action learning at least once every two weeks. Each group of students will formulate their own discussion tasks, assign homework, and finally output a complete solution. In the action learning process, the talents of COE Tencent Academy combined leadership coaching technology to build an “action learning coaching team” for the action learning group. The Sponsor team has three different roles: Sponsor:. The executive most relevant to the research topic. Who will communicate with the students about the research background of the project. Its value to the company, and the suggested direction of the research results. And play the role of accountability person to promote the implementation of the action learning program; CXO UNION-CXO联盟（cxounion.cn）

Strategy counsellors: usually experts in the Department of Strategic Development. Who are best acquainted with the current achievements, players, challenges and opportunities in the field to ensure that students find more reasonable solutions in the field of study. Team coach: The coach emphasizes the process more than the result. COE Tencent Academy has equipped a senior HR colleague as a team coach for each group. His responsibility is to provide accurate action learning process, tools. And grasp the atmosphere and rhythm of action learning. So that the learning effect will be triggered in a “natural” state.

Since the Dragon Plan is for managers in various business fields

Since the Dragon Plan is for managers in various business fields. The management problems they face are not only human resource management problems. But also from the business environment, competitive strategy, organizational culture, organizational structure, marketing and other aspects of the analysis of the problem, so the talent of COE Tencent Academy in order to design more suitable for customer needs of training scenarios, materials, Also have a general knowledge of economic management.CXO UNION-CXO联盟（cxounion.cn）

Finally, continuous breakthrough and innovation to create value for students.

In order to enhance the training experience of students and promote the effect of training. COE Tencent Academy’s Feilong plan will continue to innovate in 10 years. Whether it is the combination of mobile, AR/VR technology, or the introduction of cross-border sports activities. It reflects the COE Tencent Academy’s emphasis on design thinking. By introducing experiential learning activities such as baseball and football. Tencent Academy hopes that students will improve their awareness of teamwork, strategy formulation. And even analysis of competitors’ tactics and countermeasures. Students can also reflect on many deficiencies in daily work and optimize their thinking through the activities. Experiential learning not only better promotes mutual understanding and teamwork among students. But also allows students to realize their shortcomings and “naturally” change.

本文由CXO UNION-CXO联盟（cxounion.cn）转载而成，来源于华夏基石e洞察；作者 马海刚；编辑/翻译：CXO UNIONCXO联盟小O。

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