Employee Handbook: Chapter 6

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引言：前几天，网上有流传出米哈游员工手册的高糊截图，因为对内容实在感兴趣，我就保存了下来。最近两天顶着接近马赛克的画质读完可读的部分，几乎泪流满面，对其中的内容深感触动。由于其中的文字内容实在过于模糊，以至于OCR都难以识别，于是决定将其中的内容手打转换为文本，打算长久保存用以激励自己。
Introduction: A few days ago, there were circulating low-quality screenshots of the miHoYo employee handbook online. Because I was interested in the content, I saved them. Over the past two days, despite the nearly mosaic-like image quality, I managed to read the readable parts and tears filled my eyes. I was deeply moved by the content. Since the text was extremely blurry, to the point where OCR (Optical Character Recognition) couldn't recognize it, I decided to manually transcribe the content into text, intending to save it for long-term inspiration.

## 06 There is Another Major Event in the Universe

那就是招聘
That event is recruitment.

本手册所提到的这些有关miHoYo文化的东西，看起来可能在公司早期，团队规模不大时会很有效，但现在的miHoYo团队规模几百人，还在不断增长，这一切还能保证有效吗?至少，目前是有保证的。而且我们相信，只要我们招聘足够小心，那么我们miHoYo规模越大，我们的文化就越有效。
The things mentioned in this handbook about miHoYo's culture may seem effective in the early stages of the company when the team size is small. But now, miHoYo has a team of several hundred people that is continuously growing. Can all of this still be ensured to be effective? At least for now, it is guaranteed. And we believe that as long as we recruit with sufficient care, the larger miHoYo becomes, the more effective our culture will be.

**为什么招聘对miHoYo如此重要？**
早期公司的业务应该都不复杂。因为最早公司只做产品、技术，不做市场、运营、海外等等，所以业务很简单，但是公司成长之后业务就越来越复杂，因此要招很多人，人才队伍就稀释了，这时混乱开始出现。那怎么办呢？
**Why is recruitment so important to miHoYo?**
In the early stages, the company's business should not be complicated. Because initially, the company focused only on product and technology, without marketing, operations, overseas, and so on. Therefore, the business was straightforward. However, as the company grows, the business becomes increasingly complex, and a lot of people need to be hired. This dilutes the talent pool, and that's when chaos starts to appear. What can be done then?

比较常见的一种是，公司复杂度提高，把规则也提高，把流程也增加，通过流程增加以防止出乱子、出问题。这能解决眼前的问题，但其实有很大损失。因为从制定规则的部门角度来讲，为了少出问题，肯定让流程和规则越细越好，但这会导致弱化很多最优解的可能，因为我们面对的情况可能是弹性、灵活的。如果有很多限制，团队成员就会不想去找最优解。尤其当行业出现重大变化，公司不能靠惯性前进的时候，累积的规则流程制度是特别大的问题。
One common approach is to increase the complexity of the company by raising rules and adding processes to prevent mistakes and problems. This can solve the immediate issues, but it comes with significant losses. From the perspective of the department responsible for establishing rules, the more detailed the processes and rules are to minimize mistakes, the weaker the possibility of finding optimal solutions becomes. The situations we face often require flexibility and adaptability. If there are too many restrictions, team members will be reluctant to seek optimal solutions. This becomes a significant problem, especially when the industry undergoes significant changes and the company cannot rely on inertia to move forward.

我们认为像miHoYo所处的ACG行业属于创新型行业，尤其在这几年会面临不断的挑战变化，所以我们觉得应该减少规则，保持组织的灵活性，适应业务的发展。
We believe that the ACG industry in which miHoYo operates belongs to the innovative type of industry, especially in recent years, where it faces constant challenges and changes. Therefore, we believe that rules should be minimized, and organizational flexibility should be maintained to adapt to the development of the business.

我们miHoYo选择了另外一种发展路径，就是提高人才的密度，增加有大局观、有很好的价值观的人才，只招聘能力很全面的人才。如果招的人才理解力极差，不符合miHoYo的价值观，那么公司的制度就得定得非常详细。但是如果面对一群高素质的人才，就可以让规则定得很简单，简单成少数原则。 大家照着原则而不是手把手的规则来配合，甚至只要知道目标再结合常识就可以行动。要让这一切都正常运转并不简单，但是只要我们坚持雇佣最优秀的。能力最强的人才，那就不是什么问题，所以我们的招聘需要非常谨值。要是哪天我们开始雇佣大量不符合我们企业文化和价值观的人，那就是一条不归路，miHoYo 的根本将会迅速腐烂。我们的文化将不复存在。
We at miHoYo have chosen a different path for development, which is to increase the density of talent by recruiting individuals with a broad perspective and strong values. We only recruit talent that possesses comprehensive abilities. If we hire individuals with poor understanding and who do not align with miHoYo's values, then the company's systems must be very detailed. However, when dealing with a group of highly talented individuals, we can establish simple rules, reducing them to a few key principles. Everyone can follow these principles instead of relying on step-by-step instructions, and they can even take action based on their goals and common sense. Making all of this function smoothly is not simple, but as long as we persist in hiring the most outstanding and capable talent, it won't be a problem. Therefore, our recruitment process needs to be extremely cautious. If one day we start hiring a large number of people who do not align with our corporate culture and values, it will be a path of no return, and the essence of miHoYo will quickly deteriorate. Our culture will cease to exist.

在招聘速度上我们从来没有硬性要求，我们坚持在现有团队水平基础上继续以最快的速度招聘不低于团队平均水平的优秀人才来扩大公司的规模。幸运的是，在公司成长方面我们没有任何外界压力，一切都由我们miHoYo的商业目标来决定，而我们的商业目标则会因更好服务我们的愿景和使命而发生改变，也许是年度，也许是月度。所以，从根本上来说，我们的成功，源于我们始终保持着超高的用人标准。
We have never imposed strict requirements on the speed of recruitment. We strive to recruit excellent talent at a pace no lower than the average level of our current team to expand the company's scale. Fortunately, we face no external pressure in terms of the company's growth. Everything is determined by miHoYo's business objectives, and our business objectives will change in order to better serve our vision and mission, perhaps annually or monthly. So, fundamentally speaking, our success lies in consistently maintaining exceptionally high standards when it comes to hiring.

**我们凭什么招到好的人？**
怎么样挑到最好的人？我们凭什么招到这么好的人？我们认为主要包括三个要点。一是回报，包含短期回报长期回报；第二是成长，Ta在miHoYo能得到成长；第三，Ta在miHoYo精神生活很愉快，Ta干起事来觉得有趣。这里面我想重点聊聊我们miHoYo回报的策略。
**Why are we able to attract good people?**
How do we identify the best individuals? Why are we able to attract such exceptional talent? We believe there are three key points. First is the aspect of rewards, including both short-term and long-term benefits. Second is growth, where individuals can experience personal and professional development at miHoYo. And third, individuals find joy and fulfillment in their spiritual life at miHoYo; they find their work interesting. Among these factors, I would like to focus on discussing our strategy for providing rewards at miHoYo.

第一、要提供量好的工作回报率。
First, we need to provide a favorable rate of return for work.

我们经常看到一个词，人力成本。很多公司把人才当作损耗的成本。尤其比较节约的公司会想，我招到的这个人很便宜，挺好的。在miHoYo我们不这么看，我们认为好的公司通过配置优秀的人才有更好的回报，所以核心关键不是看成本，而是看回报和产出。公司的核心就是要通过构建好的团队，配置好的生产要素，让公司有最高的投入产出比，并且给每个人提供好的工作回报率，所以公司的核心竞争是投入产出比的水平而不是成本水平。只要投入产出比好，薪酬越高，说明回报越好。所以我们一直跟HR团队说，我们希望招到优秀的人，开出业界最顶尖的薪酬。我们主动要求HR团队至少每年要对市场薪酬做一次定位，保持市场薪酬Package在业内领先。
We often come across the term "human resource cost." Many companies consider talent as a cost to be minimized. Especially cost-conscious companies think, "This person I've hired is inexpensive and good enough." However, at miHoYo, we don't see it that way. We believe that a good company achieves better returns by assembling excellent talent. Therefore, the key factor is not the cost but the return on investment and output. The core of a company is to build a strong team, allocate the right production elements, achieve the highest input-output ratio, and provide each individual with a good rate of return for their work. Thus, the company's core competitiveness lies in the level of input-output ratio, not the cost level. As long as the input-output ratio is good, higher compensation indicates better returns. So, we always tell our HR team that we want to attract outstanding individuals by offering top-tier industry compensation. We actively request the HR team to conduct annual market salary evaluations and ensure that our salary packages remain competitive within the industry.

第二、回报要保持足够高的天花板，任何时候能吸引创造超级价值的顶极人才加入奋斗。
Second, the rewards should have a sufficiently high ceiling to attract top talents capable of creating exceptional value at any given time.

我这一两年在面试时，常有候选人说。miHoYo 已经发展得比较久了，最好的加入时机错过了。我们觉得很郁闷(不过我自己早期挖人的时候也使用这样的说服策略)。如果大一点的公司，好的人才都不加入而去选择创业公司，那后续的竞争力就有限了。因为一般早期公司都使用期权制度，给优秀人才承诺很高比例的期权，但是你后来肯定给不出高的相对比例，因为人多了。
In the past year or two, I have often heard candidates say during interviews, "miHoYo has already been around for a while, and I missed the opportunity to join at the best time." We find this frustrating (although I used the same persuasion strategy when I was recruiting early on). If larger companies fail to attract top talents and they opt for start-ups instead, their future competitiveness becomes limited. Early-stage companies typically use stock options as an incentive, promising a high proportion of options to attract exceptional talents. However, later on, it becomes challenging to offer a proportionate amount of options due to the increased number of employees.

我想期权不是最关键，期权无非是有可能获得超额的回报。所以核心其实是有没有提供超额回报，有没有让他有机会上一个台阶的回报。所以我们认为重点要把激励放到提高年终奖的比例，所以我们跟公司内部说。希望非常突出的人有机会能够拿到20个月，甚至更多的年终奖。这个时候我们要让他知道，任何时候加入miHoYo，回报都能非常非常高的，并且miHoYo这个平台资源非常好，这要比去创业公司有竞争力。
We believe that stock options are not the most critical factor. Stock options merely offer the possibility of obtaining excess returns. The core lies in whether we can provide exceptional returns and opportunities for individuals to advance to the next level. Therefore, we emphasize the importance of incentivizing employees through higher year-end bonuses. We tell our internal team that we hope exceptional individuals have the opportunity to receive 20 months or even more of year-end bonuses. At this point, we need to make them aware that regardless of when they join miHoYo, the returns will be exceptionally high. Furthermore, miHoYo offers excellent platform resources, which makes it more competitive than joining a start-up.

第三、公平理性按照岗位级别评定和绩效评估确定薪酬。
Third, fair and rational compensation determined based on job level and performance evaluation.

miHoYo的文化是只认功劳，所以我们不论资排辈，不看资历，不计苦劳。所以miHoYo内部，按岗位级别定月薪，岗位级别代表Ta在这个专业领域的稳定产出。我们也不会完全参考历史薪酬，不管他上一家公司薪酬是什么样的，不要受影响反而影响岗位级别的评定。HR会根据岗位级别综合当前这个阶段的供求关系和竞争激烈程度来始出offer。
miHoYo's culture revolves around recognizing achievements, regardless of seniority, qualifications, or hardship. Internally, we set monthly salaries based on job levels, which represent an individual's stable output in their respective professional field. We do not solely rely on historical salaries, disregarding the impact on job level determination from their previous salary at another company. HR takes into account the current supply-demand relationship and the level of competition when making offer decisions based on job levels.

我们在年度薪酬review的时候，其实是希望当成一个重新面试。这个人如果重新加入，你会给他开一个什么样的offer，以及什么样的一个薪酬。如果一个人你会发特别高级别的offer，你就要考虑给他大幅度增加薪酬，因为他快速成长了。
During the annual salary review, we actually treat it as a re-interview process. We consider what kind of offer and compensation we would provide if this person were to rejoin. If we would offer a significantly higher-level position, then we need to consider a substantial increase in their compensation because they have experienced rapid growth.

同样的，如果一个人还比较欠缺，你是否还愿意给他发offer，降级还是辞退？因为公司内部的关系不仅是业务关系，人之间还会产生更多的熟人溢价因素，希望Leader非常理性的来看。我们甚至希望让Leader假想一下，如果团队里有人和你说有一个更好的工作辞职了，你是比较轻松可以接受还是非常遗憾。
Likewise, if someone still lacks certain skills, would we still be willing to extend an offer, perhaps at a lower level or consider termination? The internal dynamics of the company go beyond business relationships, as personal relationships and familiarity also come into play. We hope that leaders approach these situations with rationality. We even encourage leaders to imagine how they would feel if someone from their team resigned for a better job opportunity. Would they be relatively relaxed or deeply regretful?

如果把miHoYo当作一个产品， 主要有三种输入，第一个是钱，资金输入；第二个是机会输入，信息输入，业界在发生什么，要有什么改变，这个考察公司的判断；第三是人才输入。公司的产出是利润，是服务，是产品，在输入跟输出之间，要取决于输入质量以及对输入的配置。资金是否有效使用，人才是否有效使用，这部分是组织能力。输入和组织能力决定输出，在定了公司业务方向后，输入中最重要的是考虑人才的输入。
If we consider miHoYo as a product, it primarily has three inputs. The first is money, capital input. The second is opportunity input, information input regarding industry developments and necessary changes, which tests the company's judgment. The third is talent input. The company's outputs are profits, services, and products. Between inputs and outputs, the quality of input and its allocation determine the result. The effective utilization of funds and talent is part of organizational capability. Inputs and organizational capabilities determine the outputs. Once the company's business direction is set, the most crucial aspect of inputs is considering the input of talent.

**关于招聘我们希望你知道的**
招聘不仅仅是HR小姐姐的工作，招聘是我们miHoYo每一位同学的工作，招聘是宇宙间的头等大事。寻觅人才和保持超高的用人标准，高于miHoYo其它的一切。因此当你在负责招聘时，面试一个候选人或改进招人标准，你要干的其它一切事情都是望尘莫及的。应该立刻抛到脑后！
**What you need to know about recruitment**
Recruitment is not only the job of the HR team; it is the responsibility of every miHoYo team member. Recruitment is a top priority in the universe. Finding talent and maintaining a high standard of hiring is more important than anything else at miHoYo. Therefore, when you are responsible for recruitment, every other task, such as interviewing candidates or improving recruitment standards, should take a back seat.

作为一名新人你最大的价值就在于告诉我们还有谁值得我们去招聘。假设你已经相信miHoYo确实是你最想要工作的公司，那就告诉我们还有谁你觉得同样适合miHoYo,我们就能把Ta也招进来。要是你还不相信，那就等一个月、三个月、六个月后再问一遍自己信不信。我们的HR小姐姐每两周就会给大家发布公司最新的招聘需求，我们希望公司每一个人都能为我们去寻更优秀的人才，因为我们相信公司同事给我们推荐的人才是最符合我们能力和价值观要求。最符合我们公司企业文化的。我们一半以上的同学都是通过各种形式的内部推荐而加入我们miHoYo的。我们对于每一位给miHoYo推荐人才的同学都非常感激，一方面体现了对miHoYo的认可和信任，另一方面miHoYo人才的高质量增长得益于我们每一位同学的精心推荐。为此，我们为每一位成功推荐新同学入职的同学准备了一份小小的伯乐奖表示感谢。在miHoYo内部推荐是一个非常重要的文化，我们极力推崇。希望每一位同学认可井且践行我们的内推文化。
As a newcomer, your biggest value lies in telling us who else is worth recruiting. If you truly believe that miHoYo is the company you most want to work for, then let us know who else you think would be suitable for miHoYo, and we can bring them in. If you're not convinced yet, wait for a month, three months, or six months and ask yourself again. Our HR team releases the latest recruitment requirements every two weeks, and we hope that every person in the company can help us find more talented individuals. We believe that the candidates recommended by our colleagues are the ones who best meet our requirements in terms of abilities and values, and who are the best fit for our corporate culture. Over half of our team members have joined miHoYo through various forms of internal referrals. We are extremely grateful to every colleague who has recommended talent to miHoYo. It reflects their recognition and trust in miHoYo, and the high-quality growth of miHoYo's talent pool is thanks to the careful recommendations of each and every one of our colleagues. To show our appreciation, we have prepared a small award for every colleague who successfully recommends a new team member to join miHoYo. Internal referrals are a vital part of miHoYo's culture, and we strongly promote it. We hope that every team member acknowledges and practices our culture of internal referrals.

我们的团队理念是：与优秀的人在一起。 因此对于招聘，我们只招这样的人：
Our team philosophy is "Being with outstanding individuals." Therefore, when it comes to recruitment, we only recruit people who meet the following criteria:

>
> 1. 业水平高出团队平均专业水平；
> They have a higher professional level than the team average.
>
>
> 2. 在某一方面可以极大的弥补团队短板。
> They excel in an area that can significantly complement the team's weaknesses.
>
>
>
>

上述两条，满足一个即可。只有在一种情况下会有例外。候选人，比如说极其优秀的应届毕业生或者刚工作两年的优秀的人，可以通过培养，在半年内就达到团队平均水平。
Meeting either of the above criteria is sufficient. There is only one exception. Candidates, such as exceptionally talented recent graduates or those with two years of outstanding work experience, can reach the team average level within six months through training.

对于负责面试的同学，我们希望大家能够多想想招聘的问题，你的团队有没有真正提高平均水平，有没有进来比你更优秀的人。因此，相望你在面试候选人的时候，问自己这样一个问题:我会从Ta身上学到很多东西吗？试想，如果你身边都是比你还优秀的人，你总有新东西可以向他们学习，你的学习和进化速度会有多快？这样的团队会有多强的竞争力？不要只招聘有用但不如我们团队平均水平的人，我们应该招聘比我们团队平均水平更高的人。怎么样判你招聘的这个人是不是足够优秀，你在招聘每一个人的时候做一个去留测试就可以啦：如果招聘的这个人和你说有一个更好的工作辞职了，你是比较轻松可以接受还是非常遗憾并想极力挽留。如果你比较轻松就接受，说明这个人本来就不应该招聘进公司。
For those responsible for conducting interviews, we hope that you think more about the recruitment process. Has your team truly improved its average level? Have more exceptional individuals joined the team? Therefore, when you interview a candidate, ask yourself this question: Will I learn a lot from this person? Imagine being surrounded by people who are even more outstanding than you. How quickly would you learn and evolve? How strong would the team's competitiveness be? Don't just recruit people who are useful but below the team's average level. We should recruit individuals who are above the team's average level. To determine if the person you recruit is outstanding enough, you can do a retention test when recruiting each person: If this person tells you they have a better job offer and wants to resign, would you be relatively relaxed or deeply regretful? If you feel relatively relaxed, it means that this person shouldn't have been recruited into the company.

看到这里，你可能会有疑问，以上这些关于招聘的想法都很好，但是真的能做到吗？要是所有这些想法都有效，那为什么其他公司不都这么干呢？
At this point, you may have a question. All these thoughts about recruitment sound good, but can they really be achieved? If all these ideas are effective, why don't other companies do the same?

答：因为这很难做到。主要原因是，miHoYo 这个组织从创立第一天开始就是以一种最简单最守正的方式发展，我们相信miHoYo这个组织存在的唯一理由就是为用户创造价值， 而我们创造价值的唯一方式就是招聘优秀的人才， 并且让他们能够高效地合作，这也是我们至今仍坚持扁平结构的根本原因，要这么做需要我们miHoYo的每一个人都坚信这种理念，还必须完全没有来自外界的压力，公司的自给自足是关键所在。今天的miHoYo源于我们自创立以来的价值观，明天的miHoYo取决于我们每一个人对价值观的信心和承诺，尤其是在这里的老同学们。
The answer is that it's difficult to achieve. The main reason is that miHoYo has been developing in the simplest and most upright way since its inception. We believe that the only reason miHoYo exists as an organization is to create value for users, and the only way we create value is by recruiting exceptional talent and enabling them to collaborate efficiently. This is also the fundamental reason why we still adhere to a flat organizational structure. To achieve this, every person at miHoYo must firmly believe in this philosophy and must be completely free from external pressure. Self-sufficiency is key for the company. Today's miHoYo is based on the values we have upheld since our establishment, and tomorrow's miHoYo depends on the confidence and commitment of each and every one of us, especially the veteran colleagues here.