Talent is the only way to improve.

Sony attaches great importance to recruiting talents. The company recruits talents regardless of nationality, age, education, gender and physical disability, especially those who can't play their potential in the company where they are currently working. The company is extremely strict with the candidates who take the exam. Each candidate must be interviewed by more than 30 managers, and the transcripts made by these 30 interviewers must be checked during the five-year work. After the interview, there will be three days and three nights of training exams, including the written test on the first day; The next day's market research exercise; Write on the third day. In addition, the company does not hesitate to invest a lot of money, but also to do a training exam to truly understand whether each applicant's thinking and judgment are excellent, and the quality of employees selected through these exams is relatively high. Even so, the company will continue to conduct thorough on-the-job training for these people, and the supervisor will educate them according to his own guidelines and teach them the necessary skills.

Create a family-like warmth

Sony emphasizes family-style warmth and unity, so as to stimulate the initiative and enthusiasm of every employee and the enthusiasm of participating in management. Akio Morita believes that organization is only a means, not an end. The existence and development of the organization itself is not the purpose of the organization. After all, the organization is only established as a means to engage in business and promote the development of employees. "People" is the most fundamental starting point of business. The so-called economic camp is to organize people, so that everyone's talents can be explored to the greatest extent and become a huge force, thus building an ideal factory of freedom and joy. Therefore, the task of managers is to cultivate a healthy relationship with employees, generate a family-like overall concept in the company, and give employees a sense of destiny. For Sony, it is to unite Sony employees with different surnames into a family. Sony is really like a big family, not only because Sony basically implements a lifelong employment system, but also because the relationship between managers and ordinary employees in the company is not antagonistic, but is regarded as Sony's family, and many factory employees even have similar status with bosses. No manager (including the director) in Sony factory has his own personal office. Sony advocates that managers work with their employees and use office supplies and equipment. In order to make employees feel more like a big family, Akio Morita set an example. He eats and chats with young employees almost every night. When summer comes, the workshop is the first to install air conditioning, not the manager's office. Whenever the company is depressed, the salary reduction always starts from the top leader, and it is not easy to dismiss employees casually. Sony's big family culture is also manifested in its concern for employees and tolerance for double faults. If an employee is found to be more suitable for other positions, the company will never turn a blind eye. Sony never dismisses an employee because of his accidental fault, but gives him a chance of fault tolerance. Sony believes that the most important thing is not to blame someone for the mistake, but to find out the cause of the mistake. This practice of full respect and firm trust for employees greatly satisfies employees' pursuit of equality and yearning for family warmth, and well cultivates employees' concept of sharing the same fate, thus faithfully working for the enterprise.

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