【访谈】腾讯公司人力资源平台部总经理马海刚先生：腾讯，超级航母的HR变革之道

马海刚先生： 腾讯公司( 股票代码：HK0700) 人力资源平台部总经理。2008 年加入腾讯，曾任职人力资源部副总经理兼平台研发系统及运营平台系统HRD。 出任现职前，马海刚先生曾在华为技术有限公司工作近七年，先后担任管理代表、中东北非地区部部长助理等职务。后在同洲电子股份有限公司(股票代码：002052)担任公司人力资源总监三年。马海刚先生在人力资源领域有十多年的工作经验，精通人力资源各模块运作，尤其擅长跨文化团队的建设和干部的培养与管理。

一、谋发展：提倡“大公司平台小公司精神”

腾讯近几年的发展可用“超速”来形容。四年前公司的员工数量是4000 名，四年后翻四倍，达到了20000 多名。为让腾讯更高效地运转，为大平台事业提供发展基础，公司从组织架构入手，不久前完成了一次在业内颇受关注的组织架构变革，成立六大事业群，包括企业发展事业群(CDG)、互动娱乐事业群(IEG)、移动互联网事业群(MIG)、网络媒体事业群(OMG)、社交网络事业群(SNG)，技术工程事业群(TEG)，并成立腾讯电商控股公司(ECC)。说起这次组织变革，由于HR部门已经提前谋划布局，有了充分的准备，实施得游刃有余。

快速的员工规模扩张，给腾讯人力资源管理提出了前所未有的挑战。腾讯倡导“大平台模式，小公司精神”。也就是说，虽然公司已经成为了拥有几亿用户的大网络平台，但瞬息万变的互联网行业要求你必须保持像小公司那样的快速反应能力，即时响应客户需求小步快跑。“互联网行业竞争残酷，也许今年你风生水起，明年一步踏空就落幕了。我时常在想未来什么样的企业更容易成功?一定是拥有大公司平台小公司精神的企业。互联网公司要尊重用户的感受，把用户体验放在首位。”说起公司未来互联网企业的成功之道，马总用他多年高科技企业工作经验做出了总结。CXO UNION-CXO联盟（cxounion.cn）

“我们时常在思考，一个怎样的HR组织体系才能支持腾讯这样的互联网企业的发展，做到既符合大公司特点，又能够灵活应对不同事业群对HR 的要求，不仅快速响应业务，还能快速制定方案，深入挖掘出HR 的附加价值?”马总说，根据他多年的HR 经验和行业理解，他发现能达到腾讯要求的HR 体系，几乎没有可参照的方式，他们只能摸着石头过河，将卓越的HR 管理理念和先进的管理工具与腾讯的需求结合搭建腾讯特有的HR 系统。

二、思变革：三位一体打出“组合拳”

第一，确保HR 与公司长期战略发展紧密连接。HR 要负责制定各类规划、通过各种人力资源工具和方法论的实施，预判未来，给予政策指引。为此公司专门设立了HR 的研发条线，确保HR 站在战略前沿。第二，让HR 深入事业群内部，建立懂业务HRBP 团队。HR 做企业战略伙伴不是一句空话，要做到与业务捆绑，HRBP 的团队成员会每天参与事业群的业务会议，了解不同事业群业务的个性化的特征，给出个性化的解决方案。第三，建立中间平台，实现“资源共享”。马总主抓的这个HR 平台，将通过高效的eHR 信息化系统，为各部门提供一站式HR 解决方案，同时提高HR 团队的工作效率。CXO UNION-CXO联盟（cxounion.cn）

马总表示，eHR 信息系统之前交给腾讯的技术团队研发，这样做的优点是系统符合互联网行业的特征，能完全贴合腾讯的业务需求，简单好用。缺点是系统的延展性以及专业模块难以满足公司长期发展的需要，因此腾讯正在考虑引入国际知名的eHR 公司产品。

采访间马总反复强调的一句话：“HR的价值是帮助企业创造附加价值”。他感慨地说：“4 年前腾讯4000 多人，创造几十亿销售额，而如今腾讯人员数量达到20000 人，创造300 多亿销售额，发展太快了，HR 必须跟上公司的发展，甚至应该超前半步，否则很被动。”

基于这样的理念，马总分析目前尝试推行的HR 新模式的作用是：COE 负责前瞻性的研究，研发出未来更适合腾讯的模式;HRBP 团队负责沉入各业务，管理好事业群的不同需求;然后中间平台确保公司在不同区域实现HR 操作流程规范化、标准化，并提高HR 工作效率。“这几条线形成组合拳，HR 才能真正帮企业创造附加价值。”CXO UNION-CXO联盟（cxounion.cn）

三、敢创新：企业文化保驾，精神领袖护航

虽然短短几年从中型军舰变身超级航母，但凡与腾讯有过合作或者使用过腾讯产品的用户都会发现腾讯是一家执行力强、反应快速、不断推陈出新的创新型公司。如何让大象跳舞?腾讯的企业文化及鼓励创新的机制起了关键作用，而更重要的是，有马化腾这位高瞻远瞩的领导者来引领企业的变革方向。CXO UNION-CXO联盟（cxounion.cn）

拿腾讯近期做得比较成功的“微信”产品来说，马总透露，微信团队的作息时间是24 小时的 。工程师们上班不需要打卡，但大多数人都会早晨10 点来公司上班，一直工作到第二天凌晨五点下班。之所以有这样不同于其他部门的作息时间，是因为很多系统的更新需要凌晨进行，同时也符合年轻人半夜工作效率更高的需求。同时身为微信团队的一员，他们都抱着把产品做好的必胜决心，这样的团队氛围影响了每一个人。有了自觉努力工作的保障，HR 可以给予业务部门充分的“灵活性”，以满足不同业务发展的个性化需求。

此外，腾讯去年实施的安居计划也深得人心。公司领导人马化腾相信腾讯的成功来源于用户与员工，因此希望通过安居工程让还没有解决住房问题的员工享受到公司成长带给他们的回报。“腾讯的企业文化是正直、进取、合作、创新。公司管理团队希望将公司打造成一家有担当的公司、一家全球受尊敬的互联网公司。作为公司内部精神领袖的马化腾，是一位有魄力、有胸怀的企业家，他虽然处事极为低调，但在员工生活和发展方面从来不吝投入，腾讯的‘安居工程’耗资巨大，已经惠及多腾讯员工。”CXO UNION-CXO联盟（cxounion.cn）

马总坦言，他在HR 业务上敢于改革和创新，很重要的因素是能得到高层的支持。比如推动eHR 系统的重建，高层的充分授权和支持使得该项目能够快速推进，及时让系统为组织效率提升发挥作用。在互联网行业，很多业务的开展、系统的制定都没有现成的模板可以借鉴，在关键的发展阶段，需要核心团队的专业能力与大胆革新，需要企业领导者的格局与智慧。

翻译：

Mr. Ma Haigang: General Manager of Human Resources Platform Department of Tencent (Stock code: HK0700). He joined Tencent in 2008 and worked as Deputy General manager of Human Resources Department and platform R&D system and operation platform system HRD. Prior to his current position, Mr. Ma Haigang worked for Huawei Technologies Co., Ltd. for nearly seven years, successively serving as Management representative and Assistant Minister of the Middle East and North Africa Region. After that, he served as the Human Resources Director of Tongzhou Electronics Co., LTD. (Stock code: 002052) for three years. Mr. Ma Haigang has more than 10 years of working experience in the field of human resources. And is proficient in the operation of various modules of human resources. Especially in the construction of cross-cultural teams and the training and management of cadres.CXO UNION-CXO联盟（cxounion.cn）

First, seek development: advocate “big company platform small company spirit”

Tencent’s development in recent years can be described as “overspeed”. Four years ago the company had 4,000 employees, four years later it had quadrupled to more than 20,000. In order to make Tencent operate more efficiently and provide a foundation for the development of the large platform business, the company started from the organizational structure, and recently completed an organizational structure change that has attracted much attention in the industry, and established six business groups. It includes Enterprise Development Business Group (CDG), Interactive Entertainment Business Group (IEG), Mobile Internet Business Group (MIG), Network Media Business Group (OMG), Social Network Business Group (SNG), Technology Engineering Business Group (TEG), and established Tencent E-commerce Holdings Company (ECC). Speaking of this organizational change, the HR department has planned the layout in advance, made full preparations, and implemented it with ease.

The rapid expansion of employee scale has posed an unprecedented challenge to Tencent’s human resource management.

Tencent advocates “big platform model, small company spirit”. In other words, although the company has become a large network platform with hundreds of millions of users. The rapidly changing Internet industry requires that you must maintain the ability to react quickly like a small company, and immediately respond to customer needs. “The Internet industry competition is cruel, maybe this year you wind up, next year a step empty will end.” I often think about what kind of enterprises will be more successful in the future? Must be a company with a big company platform and a small company spirit. Internet companies should respect users’ feelings and put user experience first.” Speaking of the success of the company’s future Internet enterprises, Mr. Ma made a summary with his years of work experience in high-tech enterprises.CXO UNION-CXO联盟（cxounion.cn）

“We often think, what kind of HR organization system can support the development of Internet enterprises such as Tencent. So that it meets the characteristics of large companies, and can flexibly respond to the requirements of different business groups on HR, not only quickly respond to business, but also quickly formulate plans, and deeply dig out the added value of HR?” Ma said that according to his many years of HR experience and industry understanding, he found that there was almost no way to meet the requirements of Tencent’s HR system, and they could only cross the river by feeling the stones, combining the excellent HR management concept and advanced management tools with the needs of Tencent to build Tencent’s unique HR system.

Second, thinking about change: Trinity hit a “combination of fists”

First, ensure that HR is closely linked to the long-term strategic development of the company. HR is responsible for the formulation of various plans, the implementation of various HR tools and methodologies. The prediction of the future, and the policy guidance. To this end, the company has set up a special HR research and development line to ensure that HR stands at the forefront of strategy. Second, let HR go deep into the business group and establish a business understanding HRBP team. HR as a strategic partner of the enterprise is not an empty phrase.

In order to be tied to the business, HRBP team members will participate in the business group’s business meetings every day, understand the personalized characteristics of different business groups, and give personalized solutions. Third, establish an intermediate platform to realize “resource sharing”. This HR platform, which is mainly focused by Mr. Ma, will provide one-stop HR solutions for various departments through efficient eHR information system, and improve the work efficiency of HR teams.CXO UNION-CXO联盟（cxounion.cn）

Mr. Ma said that the eHR information system was previously given to Tencent’s technical team for research and development. And the advantage of this is that the system meets the characteristics of the Internet industry, can fully fit Tencent’s business needs, and is simple and easy to use. The disadvantage is that the ductility of the system and the professional modules are difficult to meet the needs of the company’s long-term development. So Tencent is considering introducing internationally renowned eHR products.CXO UNION-CXO联盟（cxounion.cn）

During the interview

During the interview, Mr. Ma repeatedly emphasized a sentence: “The value of HR is to help enterprises create added value.” He said with emotion: “Four years ago Tencent more than 4,000 people, creating billions of sales. And now the number of Tencent personnel reached 20,000 people, creating more than 30 billion sales. The development is too fast, HR must keep up with the development of the company, or even should be half a step ahead, otherwise very passive.”

Based on this concept, Ma Zong analyzed the role of the new HR model that is currently trying to implement: COE is responsible for forward-looking research and research and development of a more suitable model for Tencent in the future; The HRBP team is responsible for sinking into each business and managing the different needs of the business group; Then the intermediate platform ensures that the company standardizes and standardizes the HR operation process in different regions and improves HR work efficiency. “These lines form a combination of punch, HR can really help enterprises to create added value.”CXO UNION-CXO联盟（cxounion.cn）

Dare to innovate: corporate culture, spiritual leaders escort

Although it has changed from a medium-sized warship to a super aircraft carrier in just a few years. Anyone who has cooperated with Tencent or used Tencent products will find that Tencent is an innovative company with strong execution, fast response and continuous innovation. How do you make an elephant dance? Tencent’s corporate culture and mechanism to encourage innovation played a key role, and more importantly, Ma Huateng, a visionary leader, led the company’s direction of change.

Take Tencent’s recently more successful “wechat” products, Ma revealed that the wechat team’s work and rest time is 24 hours. Engineers don’t have to clock in, but most come in at 10 a.m. and work until 5 a.m. The reason why there is such a different work and rest time from other departments is that many system updates need to be carried out in the early morning. And it also meets the needs of young people to work more efficiently at night. At the same time as a member of the wechat team, they are holding the determination to do a good job of the product, such a team atmosphere affects everyone. With the guarantee of conscious hard work, HR can give the business department sufficient “flexibility” to meet the individual needs of different business development.CXO UNION-CXO联盟（cxounion.cn）

In addition, Tencent launched last year’s housing program is also popular.

Ma Huateng, the company’s leader, believes that Tencent’s success comes from its users and employees. So he hopes that through the housing project, employees who have not yet solved their housing problems can enjoy the rewards of the company’s growth. “Tencent’s corporate culture is integrity, enterprise, cooperation and innovation. The management team wants to build the company into a responsible company and a globally respected Internet company. As the spiritual leader of the company, Ma Huateng is a bold and broad-minded entrepreneur. Although he is extremely low-key, he has never been reluctant to invest in the life and development of employees. Tencent’s ‘housing project’ has cost a lot of money and has benefited many Tencent employees.”CXO UNION-CXO联盟（cxounion.cn）

General Manager Ma admitted that he dared to reform and innovate in HR business. And a very important factor was to get support from the top. For example, to promote the reconstruction of the eHR system. The full authorization and support of the senior management enabled the project to move forward quickly and timely make the system play a role in improving the efficiency of the organization. In the Internet industry, there is no ready-made template for the development of many businesses and the formulation of systems. In the key stage of development, the professional ability and bold innovation of the core team are required. And the pattern and wisdom of enterprise leaders are required.

本文由CXO UNION-CXO联盟（cxounion.cn）转载而成，来源于第一资源；编辑/翻译：CXO UNIONCXO联盟小宁檬。

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