联想的轮岗是从2002年年中开始的,一开始没有区分高层、中层和基层轮岗。当时想法是区域缺人,而总部又集中了大量的人才,所以联想考虑让总部的人才到区域支持一线。但当时由于存在着用人的“本位主义”,上级很不愿意把自己的骨干员工派出去,结果就把自己员工中能力不太强、甚至刚新来的员工给派出去了。相比起初的轮岗,到了2003年,联想的轮岗开始变得制度化。有了明确的 Lenovo’s rotation has started in mid-2002 and initially did not differentiate between high-level, middle-level and grass-roots rotation. At that time, the idea was that the region lacked people, and the headquarters also concentrated a large number of talents. Therefore, Lenovo considered letting the headquarters personnel reach the frontline of the region. However, due to the employment-oriented “egalitarianism”, the superior was reluctant to send his own key staff and, as a result, sent out employees whose capacities were not so strong or even newly recruited. Compared to the initial rotation, in 2003, Lenovo’s rotation has begun to institutionalize. With a clear