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As a giant in the field of science and technology, Huawei's new products, such as its most expensive model and the three-fold screen mobile phone used by Yu Chengdong, not only demonstrate its strength in technological innovation, but also reflect the key role of talents in projects. In the project-to-people model, companies no longer form teams first and then look for projects, but look for the most suitable talents based on specific project requirements. This approach can ensure that the project is supported by the most professional and experienced personnel, thereby increasing the probability of project success.

For individuals, project-based recruitment provides more opportunities to showcase their talents. No longer limited to traditional career advancement channels, capable people can quickly gain recognition and rewards by participating in specific projects. Taking Huawei's R&D team as an example, those with unique insights and skills in new technology fields can play an important role in related projects and maximize their personal value.

However, finding people for a project is not always smooth sailing. In practice, there may be information asymmetry. It is difficult for companies to accurately assess whether candidates really have the ability and experience required to complete the project, and candidates may not fully understand the specific circumstances of the project. This requires the establishment of a more complete information exchange mechanism and evaluation system to ensure that both parties can make accurate decisions.

At the same time, the project-based recruitment model places higher demands on the comprehensive quality of talents. Not only professional skills are required, but also good communication and collaboration skills, the ability to quickly adapt to new environments, and the ability to solve problems. Because in different projects, the working environment and team members may change frequently, only talents with these qualities can be competent.

In addition, finding people for projects also poses challenges to the management style of enterprises. Traditional hierarchical management may no longer be applicable, and a more flexible and flat management model is needed to support the efficient advancement of projects. Managers need to pay more attention to goal setting and result orientation, provide the project team with necessary resources and support, and give the team sufficient autonomy and decision-making power.

From a social perspective, the rise of project-based employment may have a certain impact on the job market. On the one hand, it increases the flexibility and diversity of employment and provides more people with job opportunities; on the other hand, it may also lead to increased instability and uncertainty in employment. Therefore, the government and all sectors of society need to work together to strengthen vocational training and employment guidance to adapt to this new employment model.

In short, as an emerging model, project recruitment brings opportunities to enterprises and individuals, but also brings a series of challenges. Only by fully recognizing these problems and taking effective measures to solve them can we better play its advantages and promote the development and progress of the industry.