本次访谈由领英推出。感谢思摩尔旗下 APV 事业群销售副总经理胡峻铭接受采访，针对大湾区企业出海进行深度分享和建议。

趋势洞察

在电子雾化企业出海以及海外人才招聘等多个问题上，思摩尔有着独特的洞察和商业逻辑，从而占据了发展的先机。以下便是胡峻铭与我们分享的思摩尔独家洞察：

 

· 以人驱动

以人驱动是思摩尔管理的第一性原理，在思摩尔，我们所有政策的出发点和管理成果的衡量在于激发人的活力和创造力。为员工打造直接透明的工作环境及和谐有爱的组织氛围，注重员工精神需求，激发自驱，成人达己，帮助员工实现个人价值，以人驱动，人对事成。

· 坚持技术创新和先进制造

在“雾化让生活更美好”的使命牵引下，思摩尔坚持基于底层原理和基础技术的雾化领域研究创新，通过对市场、客户、用户的洞察，不断通过先进制造推出技术产品领先、品质卓越的产品和技术，让人们的生活更美好。具体到业务层面，我们希望给越来越多的用户提供体验优、安全性高、性能可靠的雾化产品。在人才方面，思摩尔十分看重全球雾化科技产业链优秀人才队伍搭建，截至目前，思摩尔全球已有14所基础研究院投入运营。

· 文化出海

对于中国企业出海来说，最大的挑战是跨文化融合，如何让企业的文化在全球共识之中，需要探索中国特色的管理之道，要把文化的软实力和技术、产品、制造的硬实力结合。在思摩尔全球人才布局的过程中，充分发挥了企业文化的黏合剂作用，思摩尔有爱、自驱的企业文化的包容性、普适性、生命力以及工作氛围吸引了众多优秀人才。

· 成就海外影响力

胡峻铭提出，中国企业的海外发展，需要分清竞争的三个维度。最直接的竞争，是产品和技术的竞争，这是走出国门后，企业首先要面对的。再向上一步，就是企业管理能力的竞争，这要求企业用更先进的方式运营组织，提升效率。而最高层次的竞争，则是文化与品牌的竞争。走向海外的中国企业，应该致力于打造和提升中国文化与品牌的国际影响力、美誉度，要让全球的员工和消费者在提到公司品牌时，有荣誉感和归属感。这应该是所有中国企业发展海外市场时，应该追求的最高目标，也是当下思摩尔对自身的要求。

 

人才实践

对于一家面向海外的企业来讲，高质量的人才，不仅是公司发展的动力源泉，更是消费者了解公司品牌的最直接渠道。因此，思摩尔将人才视为公司发展的重中之重，制定了一系列措施来招揽、培养人才：

 

人才吸引、招聘方面：

在快速发展的企业中，找到人，找对人是最重要的，但同时也是最难的。

对此，思摩尔在人才吸引及识别环节，也在不断的实践中进步。

 

· 内外渠道协同发力

完善的管理系统，遍布世界的业务网络，是思摩尔获取海外人才资源的便捷条件。思摩尔的员工可以通过内部招聘系统，查看在招的职位需求，并在第一时间推送给身边合适机会的朋友。除此之外，有效的平台和工具，也帮助 HR 实现了与人才的高效链接。比如，在进行海外招聘时，通过领英平台强大的影响力及丰富的人才储备，HR 得以直接对接行业精英，缩短沟通路径。

 

· 文化识人

为了保证员工与公司具有一致的价值观，文化识别具有一票否决权。每一个岗位的推进，都会由其直接上级、HR、专业面试官参与面试评估，最终共同做出录用决定，这样的面试流程，最大限度保证了公司招聘标准的统一及公正，并能从更深层次确保员工拥有共同的价值观和底层逻辑，找到相同味道的同路人。正如胡峻铭所说，技能可以通过学习得到提升，经验可以在工作中不断积累，但价值观是最难改变，而这，也是保证公司获得稳定发展的基础。

 

· 所有管理者都是人力资源工作的第一责任人

在思摩尔，招聘从来不是 HR 一个部门的工作。在思摩尔的企业文化里强调到：所有的管理者都是人力资源工作的第一责任人。这一方面是指，管理层对于人才的重视、其求贤若渴的态度，能够直接影响员工的工作感受，提升员工对公司的信任度和认同感，从而有助于他们推荐更多朋友入职。另一方面，管理者以身作则践行企业文化，就是对企业价值观的诠释和强化，这将有助于打造良好的雇主品牌和行业口碑。

 

人才管理方面：

除了人才吸引，企业文化的传承和融合，同样成为许多中国企业海外业务发展的阻碍。

无论面对中国人才，还是管理海外团队，有形的投入、无形的激励，以及完善的制度，都能够保障团队的高效运转。

 

· 真心投入，吸引专业人才

在思摩尔看来，唯有拥有领先的研发能力，才能获得长久的竞争优势，而研发的来源，在于业内顶尖人才的加入。对于这些人才来讲，优厚的待遇、广阔的发展空间，固然具有吸引力，但更根本的因素，在于能够让他们看到企业在研发方面的切实投入。在思摩尔，每年投入营业额的 10% 用于研发，在全球兴建尖端研发中心，也同样增强了员工对企业未来发展的信心。这些真正的投入，是吸引技术人才最直接、最基本的条件。

 

· 完善制度，做好风险管控

对于一家成熟的企业来讲，完善的管理制度，可以为企业的平稳发展保驾护航。而当企业走出国门，走向海外时，面对不同国家、不同地区的文化差异，更需要将抽象的公司治理和发展需求，转变为具体化、可操作的制度和流程。胡峻铭指出，对于海外团队和公司的管理，一要管控风险制度，二要 KPI 管理体系，通过制定透明清晰的制度和考核体系，做好这两点，才能大大降低企业海外的运营风险，充分授权释放生产力，用善意做好员工管理。

 

· 激发自驱，增强凝聚力

不同的发展阶段和环境，造就了迥异的海内外职场文化，但很多时候，这种差异，并非无法逾越。比如，在传统印象中，欧洲员工往往被认为十分看重工作与生活的平衡，但思摩尔英国的员工，却同样能够自发加班，只为在展会中呈现出最好的展位效果。在思摩尔看来，最有效的员工激励，并非靠金钱等物质因素，而是需要找到员工的内在动力，激发他们的主动性，让员工切实感受到归属感和成就感，从而激发自驱力。除此之外，公司也同样需要通过各种方式不断强化统一的企业价值观和使命愿景，通过领英平台等不同途径树立企业雇主品牌形象，并让世界各地的员工认知、认同并最终主动传播企业雇主品牌，形成凝聚力。

 

领英全方位人才服务加持，助力启航

随着公司全球化战略的加深，加速本地化进程成为当下主要目标。思摩尔一方面亟待招聘大量全球化顶尖人才，一方面需要加强本地员工的管理，加强文化认同。通过与领英的合作，思摩尔在短期内迅速建立了雇主品牌，以此吸引人才，并通过领英人才库精准招聘到所需高端人才，为企业人才战略添砖加瓦。

 

全球化顶尖人才库助力精准招聘

领英全球化招聘平台拥有 8.6 亿人才库，并拥有精准的人才画像，加之思摩尔对于顶尖人才有着大量的需求，双方的供与求全面契合；不仅如此，领英还赋能思摩尔的精准招聘，使企业减少了招聘的时间和成本。

 

传递品牌价值，加强人才吸引

思摩尔在全球本地化进程中，若要快速发展，必须依靠人才的助力。在不甚熟悉的国外市场，思摩尔需要通过加强品牌声量吸引人才，而领英恰好提供了这样一个雇主品牌建设的平台，帮助企业迅速建立品牌力。

 

胡峻铭这样评价领英的服务

领英在全球招聘管理流程中实属 NO.1。我觉得在这样一个平台上，能够将我们的使命和愿景全面地传递出去，达到服务创造价值的目标。同时我们与领英还有共同的认知：以人为本，让我们更加关注员工。

 

Study of Chinese manufacturers of electronic atomization technology expanding overseas — SMOORE

 

Study background

In recent years, with the rise of smart manufacturing, Chinese companies have become world leaders in many fields thanks to their technological advantages and innovative capabilities. The electronic atomization industry is no exception.

China’s electronic atomization industry has gone through three stages of development.

1） Initial growth period (2003–2009):

In 2003, the modern era of electronic atomization began with enterprises including Ruyan. These enterprises gradually built an export-based business model.

2) Rapid expansion period (2009–2018):

In 2009, thanks to the advantages of the electronics and foreign trade industry chain in the Shenzhen area, the electronic atomization industry began to rise in dominance. Furthermore, the development of the foreign electronic atomization market has, to a certain extent, led to the growth of domestic electronic atomization enterprises. In 2012, many international tobacco giants entered the electronic atomization industry and adopted Shenzhen as their OEM base, driving many factories to align with international standards for manufacturing high-quality products.

3) Industry standardization period (2018 to present):

On the one hand, technological advances have driven the emergence of a wide range of products such as pod cigarettes, nicotine salts, and heated non-combustible tobacco, as well as brand diversification. On the other hand, the introduction of relevant national policies has not only facilitated the standardization of industry conditions, but also contributed to the highly competitive nature of the electronic atomization industry. Today, the production and manufacture of electronic atomization products in China has become a mature industry chain system, with standardized operations at home and a promising future abroad.

Over the past 20 years, China’s electronic atomization industry has gone through the stages of initiation, development and standardization. With new developments at home and abroad, the electronic atomization industry is currently facing many challenges. In order to gain a deeper understanding of the global electronic atomization industry, LinkedIn researched and interviewed a leading company in the industry, SMOORE, to find out the secrets behind their talent strategy and management, and to get an idea of the future direction of the industry.

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Founded in 2009, Shenzhen-based SMOORE operates a number of brands. As of June 30, 2022, SMOORE had filed 4337 patent applications worldwide. Due to its ceramic core heating element innovation, scalable automated manufacturing, global patent barriers and the influx of leading atomization research talents, SMOORE has become a leader in the electronic atomization industry and is of one of the new manufacturing companies representing the Greater Bay Area.

The following interview was conducted by LinkedIn. Thank you to Junming Hu, Vice President of Sales of APV at SMOORE, for sharing his insights and advice on expanding business in the Greater Bay Area.

About Junming Hu: Worked at Huawei for 9 years as Head of Russia, France and Global IoT Product Marketing. Currently working as Vice President of Sales for SMOORE’s APV brand

Trend insights

With unique insight and business logic on a number of issues such as overseas migration of electronic atomization companies and recruitment of overseas talents, SMOORE has been able to take the lead in development. Here are some of the exclusive insights that Junming Hu shared with us:

• People-driven

At SMOORE, management is driven by people. The energy and creativity of our staff serves as the starting point for all our policies and is how we measure the success of our management approaches. We strive to create a direct and transparent working environment and a harmonious and friendly corporate culture for our employees. We focus on the psychological needs of our staff, inspire them to be self-driven, and help them to achieve their personal goals. Because we are driven by our employees, our employees are driven to succeed.

• Commitment to technological innovation and advanced manufacturing

Driven by the philosophy that “atomization makes life better,” SMOORE is committed to research and innovation in the field of atomization based on underlying principles and basic technologies. Through insight into the market, customers and users, we continue to launch products and technologies that use advanced manufacturing to deliver pioneering technology and superior quality and make people’s lives better. Specifically, in terms of business, we want to provide more and more users with atomization products that offer a superior experience, a high level of safety and reliable performance. In terms of talent, SMOORE attaches great importance to building a team of outstanding talents in the global atomization technology industry chain, and to date, SMOORE already has 14 basic research institutes worldwide.

• Culture abroad

For Chinese companies venturing abroad, the biggest challenge is intercultural integration. Keeping the company’s culture in line with the global consensus requires exploring distinctive Chinese management approaches, and combining the soft power of culture with the hard power of technology, products and manufacturing. When it comes to SMOORE’s global talent framework, our corporate culture acts as a kind of magnet for talent. The inclusiveness, universality, vitality and working style of SMOORE’s friendly and self-driven corporate culture has attracted many talented people.

• Making an impact abroad

Junming Hu suggests that in order to develop their business internationally, Chinese companies need to distinguish between three levels of competition. The first level of competition is the competition of products and technology, which is the first thing that companies have to face when they venture overseas. Next is the competition for corporate management competencies, which requires companies to operate their organizations in a more advanced way to improve efficiency. The highest level of competition is that of culture and branding. Chinese companies moving abroad should be committed to building and enhancing the international influence and reputation of Chinese culture and brands, and to making sure that employees and consumers around the world see their brand as reputable and inclusive. This should be the highest goal that all Chinese companies aim for when developing in overseas markets, and it is also what SMOORE is currently demanding of itself.

LinkedIn’s full range of talent services to help further your brand

As the company’s globalization strategy deepens, the main objective now is to accelerate the process of brand localization. While there is an urgent need to recruit a large number of top global talents, SMOORE needs to strengthen the management of its local staff and strengthen its cultural identity. By working with LinkedIn, SMOORE has quickly established its employer brand in a short period of time, thereby attracting talent and contributing to the company’s talent strategy by recruiting the top talent it needs through LinkedIn’s talent pool.

• Top global talent pool for effective recruitment

With LinkedIn’s global talent pool of 860 million poeple and its accurate talent profiles, coupled with SMOORE’s high demand for top talent, the supply and demand of both parties are fully matched. Moreover, LinkedIn also helps SMOORE to reduce the time and cost of recruitment by enabling the company to recruit accurately.

• Communicate brand values and boost talent attraction

For SMOORE to grow rapidly in its global development efforts, it needs to rely on the help of its talent. In less familiar foreign markets, SMOORE needed to attract talent by strengthening its brand voice. LinkedIn provided the perfect platform for this kind of employer branding to help the company build brand power quickly.

• Junming Hu had this to say about LinkedIn’s services:

LinkedIn is the leader in global recruitment management. I believe that with this platform, we are able to communicate our mission and vision in a comprehensive manner and achieve the goal of creating value through service. We also share a common belief with LinkedIn: Putting people first means that we focus more on our employees.

Talent in practice

For a company looking to expand overseas, quality talent is not only a driving force for the company’s growth, but also the most direct means for consumers to understand the company’s brand. For this reason, SMOORE considers talent to be a top priority for the company and has developed a series of measures to attract and nurture talent:

• Talent attraction and hiring:

In a fast-growing enterprise, finding the right people is the most important thing, but it is also the most difficult.

With this in mind, SMOORE is also continuously evolving its practices in the area of talent attraction and selection.

 

1) Collaboration between internal and external channels

With a comprehensive management system and a global business network, SMOORE has easy access to overseas talent resources. Through the internal recruitment system, SMOORE employees can view the job requirements of open positions and immediately send them to friends who would be suitable for the role. In addition to this, effective platforms and tools help HR connect with talent more effectively. For example, when it comes to overseas recruitment, LinkedIn’s strong influence and huge talent pool allows HR to shorten the communication path and directly connect with industry elites.

2) Understanding people through culture

To ensure that employees share the same values as the company, a candidate may be vetoed based on their cultural values. Each position will be promoted by the direct supervisor and HR, expert interviewers will participate in the interview assessment, and they will all ultimately make the hiring decision together. Such an interview process ensures maximum uniformity and fairness in the company’s recruitment standards, and ensures at a deeper level that employees have common values and underlying philosophies. This allows the company to find people who see the world the same way. As Junming Hu says, skills can be improved through learning, experience can be gained on the job, but values are the most difficult to change. This, too, is the basis for ensuring that the company achieves stable growth.

3) All managers have primary responsibility for HR work

At SMOORE, recruitment is never the sole responsibility of HR. SMOORE’s corporate culture emphasizes that all managers have primary responsiblity for HR work. On the one hand, the manager’s focus on the talents makes them appear to have a more keen interest in the recruitment process, which can directly influence the employee’s attitude toward work and improve their trust and commitment to the company, thus making them more likely to recommend that their friends apply. On the other hand, by exemplifying the corporate culture, managers are interpreting and reinforcing corporate values, which will help build a good employer brand and industry reputation.

• Talent management:

In addition to talent attraction, transferring and integrating corporate culture has also become an obstacle to the development of overseas business for many Chinese enterprises.

Whether dealing with Chinese talent or managing an overseas team, tangible investment, intangible incentives and a well-developed system can guarantee the efficient operation of the team.

1) Genuine investment attracts specialist talent

In SMOORE’s view, the only way to gain a long-lasting competitive advantage is to have leading-edge research and development capabilities. The source of this lies in having the industry’s top talent on board. For these talents, a generous salary and plenty of opportunity for development are certainly attractive, but the more crucial factor is that they can see the company is actually investing in research and development. SMOORE invests 10% of its annual turnover in research and development. Meanwhile, the construction of cutting-edge research and development centers around the world has also boosted employees’ confidence in the future of the company. These tangible investments are the most direct and essential means of attracting skilled talent.

2) Better systems and risk control

For a well-established company, a strong management system can ensure smooth development. And when companies venture abroad and face cultural differences in different countries and regions, there is an even greater need to translate abstract corporate governance and development needs into concrete, operable systems and processes. Junming Hu notes that when it comes to managing overseas teams and companies, it is important to have both a risk control system and a KPI management system. By developing a transparent and clear risk control system and an assessment system for KPIs, we can successfully realize these two systems to greatly reduce the operational risks of overseas companies, fully authorize the release of productivity, and use positivity to manage staff well.

3) Inspire self-motivation and encourage teamwork

Different development phases and environments have resulted in very different workplace cultures at home and abroad, but these differences are often by no means insurmountable. For example, while European employees are often traditionally perceived as being very conscious of their work-life balance, SMOORE UK employees are able to work overtime as desired in order to deliver their best work. In SMOORE’s view, the most effective employee motivation does not rely on material factors such as money, but requires discovering the intrinsic motivation of employees, stimulating their sense of initiative and giving them a real sense of belonging and achievement, thus inspiring self-motivation. In addition, the company also needs to continuously reinforce its overall corporate values and mission and vision through various means; establish its employer brand image through different channels, including the LinkedIn platform; and enable employees around the world to recognize, identify with and eventually actively promote the company’s employer brand to create a cohesive workforce.