作品简介
本书用大量的证据证明，互联网大厂在人才管理上看似有一套完备而先进的体系，也输出过不少热门的管理概念和工具，但这些体系、概念和工具只是基于创始人理念、力图匹配业务需求的一种“阶段性方案”，既不是开宗立派，也不具有普适性，而且其效果有夸大之嫌，不应该被推广。
本书分为上下两篇。上篇从方法出发，分析了互联网大厂推崇的七大人才管理神器，如价值观考核、OKR、去KPI、叫花名、上班不打卡（弹性工作制）等，不仅介绍了这些现象级方法的兴起背景、理念逻辑、实施效果，更分析了造成某些尴尬效果的深层原因。
下篇从企业出发，以字节跳动、阿里、腾讯、美团这四个互联网一线大厂为样本，纳入了传统巨头华为的标杆案例，对五家企业的人才管理模式进行了像素级还原，盘点了它们在人才标准、职级体系、干部任免、价值观宣贯、人才培养、人才激励等方面的成败得失，通过极具穿透力的分析，让人才管理的真相与趋势浮出水面。
娄珺（Samantha），穆胜咨询合伙人，北京大学光华管理学院工商管理硕士、纽约大学Stern商学院访问学者。
拥有广阔的国际视野，对于数字时代的组织与人力资源管理有深度研究。近年来，不仅主持了穆胜咨询若干重大研究课题，更作为项目骨干成员实施了华住集团、北控水务、金风科技等顶级企业的组织与人力资源咨询项目。除此之外，还曾担任穆胜博士发起的“胜宴私董会”的总裁教练，直接辅导过20余名大型企业一把手。
观点频频见诸于《清华管理评论》《经济观察报》等知名商业期刊，以及虎嗅、钛媒体、36氪、和讯等知名媒体平台。
Introduction of works
This book uses a large amount of evidence to prove that the Internet manufacturer seems to have a complete and advanced system in talent management, and has exported many popular management concepts and tools, but these systems, concepts and tools are only a "phased plan" based on the founder's concept and try to match the business needs, which is neither a pioneer school nor universal, and its effect is exaggerated. Should not be promoted.
The book is divided into two parts. Starting from the method, the first part analyzes the seven talents management tools respected by the Internet companies, such as value assessment, OKR, KPI, flower name, and no clock at work (flexible work system), etc., not only introduces the background, concept logic, and implementation effect of these phenomenon methods, but also analyzes the deep causes of some embarrassing effects.
The next part starts from the enterprise, takes Bytedance, Ali, Tencent and Meituan as samples, and includes the benchmark case of Huawei, the traditional giant, to restore the talent management mode of the five enterprises at the pixel level, and inventory their success and failure in talent standards, rank system, cadre appointment and removal, value promotion, talent training and talent incentive. Through highly penetrating analysis, let the truth and trend of talent management surface.
Samantha Lou is a partner at Mu Sheng Consulting, an MBA from Guanghua School of Management, Peking University, and a visiting scholar at New York University's Stern School of Business.
He has a broad international perspective and in-depth research on organization and human resource management in the digital age. In recent years, he has not only presided over several major research topics of Mu Sheng Consulting, but also implemented organizational and human resource consulting projects of top enterprises such as Huazhu Group, Beijing Holding Water and Goldwind Technology as key members of the project. In addition, he also served as the president coach of the "Win Banquet Private Board" initiated by Dr. Mu Sheng, and directly tutored more than 20 leaders of large enterprises.
Views frequently appear in well-known business journals such as Tsinghua Management Review and Economic Observer, as well as well-known media platforms such as Tiger Sniff, Titanium Media, 36kr, and Hexun.
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