ByteDance's in-house chip development business, initiated in 2020, has organized its operations around four core segments: AI chips, CPUs, VPUs, and DPUs. The team's early key figures included overseas-based server chip lead Lu Shan, AI chip lead Shi Yunfeng, and chip platform lead Li Jifeng, alongside a hardware acceleration team managed by Luo Layong. A later-established team in Hangzhou, led by a former Alibaba Cloud executive, focused on DPU development.
As the hardware team expanded and its architecture became more defined, the need for low-level software talent grew. ByteDance's System Department established the STE unit specifically to recruit specialists in areas like SoC system software, operators, and compilers. Both the chip hardware team and the STE unit operate under the company's "Data-System" division, overseen by director Wang Jian, who has a background at Baidu.
The STE unit's core technical team primarily hails from Baidu, under the leadership of Zhang Yu. During rapid expansion phases, ByteDance also recruited extensively from companies like Cambricon and Horizon Robotics for low-level software expertise.
ByteDance is known for its aggressive investment in talent acquisition. After securing leads for its hardware and low-level software teams, the company engaged numerous chip industry headhunters to recruit rapidly, competing against other firms also offering high salaries to attract chip talent, such as Moore Threads, MetaX, and Biren.
Over several years, ByteDance's chip team has grown to nearly 1,000 members, reflecting the fast-evolving chip market and high talent mobility observed from companies like Zhaoku to Hexin. Many IC professionals have joined ByteDance, though some key figures have departed. Former server chip lead Lu Shan left to found a server chip startup named Lanxin, and hardware acceleration lead Luo Layong also exited. Their departures were followed by new hires, including Yu Hongbin from StarFive Technology, who now leads the CPU team. Shi Yunfeng oversees the DPU and AI chip teams, with both reporting to System Department head Wang Jian.
As the organization expanded and the strategic importance of chip operations grew alongside increasing computing demands, internal sources indicate that Wang Jian, the technical director of the "Data-System" division, is no longer directly responsible for chip business. Shi Yunfeng (DPU and AI chips) and Yu Hongbin (CPU) now report directly to Yang Zhenyuan, ByteDance Vice President and head of Volcano Engine.
ByteDance's self-developed chip business is structured around four key product lines, each deeply integrated with core company operations: AI chips power inference for models like Doubao; server CPUs support general computing in data centers; VPUs specialize in video decoding and content moderation; and DPUs optimize data center networking and storage. The advantages of co-designing hardware and software are increasingly evident.
Regarding ByteDance's job levels and corresponding salary structures, common grades include 2-1, 2-2, 3-1, 3-2, and 4-1. Most new graduates enter at levels 1-2 or 2-1, with annual compensation typically ranging from 300,000 to 500,000 yuan, though special offers (SSP) can be higher. Each grade is subdivided into low, medium, and high tiers with different pay bands. For example, a high-tier 2-1 role can offer up to 800,000 yuan annually, usually as cash compensation without stock options, calculated over 15 months, resulting in a monthly salary of approximately 53,000 yuan.
Level 2-2 is considered an expert role, requiring stronger technical skills and typically at least five years of post-graduate experience, though exceptional candidates may reach this level in just over four years. Compensation ranges widely from 800,000 to 1.4 million yuan, comprising both cash and stock options. A low-tier 2-2 offer might total 900,000 yuan (700,000 cash plus 200,000 in options), yielding a monthly salary near 46,000 yuan—sometimes lower than a high 2-1 role's monthly cash component.
Level 3-1 denotes a senior expert or team lead, generally requiring over a decade of experience, though outstanding individuals may qualify in about eight years. These professionals are deep specialists in their fields and can follow either a management track—handling project allocation and team performance—or a technical expert track as a project owner, driving core development while reporting progress to managers.
The recruitment process typically involves three to four technical interviews plus an HR session. The first round assesses fundamental knowledge and project details, often including coding exercises for R&D roles, with interviewers suggesting a job level. The second round, with a team lead, delves deeper into technical details, problem-solving, and soft skills, also proposing a level. The third round, with a department head, varies: for high-potential junior candidates, it may focus on team introductions and career goals; for seniors, it involves rigorous technical reassessment. A level 2-2 or above triggers a cross-departmental interview, which is usually a formality if previous feedback is positive. Lower levels proceed directly to HR.
Post-HR interviews, delays can occur if candidates are pending comparison with others. HR evaluates stability and current salary, using the determined level to set a compensation range. If a candidate's expectations exceed the range but the business unit strongly desires them, solutions include offering the level's maximum package, providing a signing bonus, or considering a level upgrade via additional interviews. Candidates with moderate ratings may face delays as the company compares options.
For job seekers, thorough technical preparation is essential, including coding practice for many roles. Gaining interview experience elsewhere can improve skills and provide leverage in salary negotiations. Realistic salary expectations are crucial; while top performers might see 50% increases, average candidates should avoid overreaching. Securing multiple comparable offers strengthens negotiation positions.
Failing an interview due to skill gaps warrants skill improvement before reapplying, preferably after a year, especially for IC roles with limited teams like AI chips, CPUs, chip platforms, or smart NICs. Rejection for misalignment may allow reassignment to other roles. Declining an offer after acceptance generally has no impact unless it raises integrity concerns, such as last-minute withdrawals after HR declined other candidates, potentially harming future prospects.
The semiconductor industry demands high expertise and sustained investment. Success relies on mutual respect in the hiring process, with both companies and candidates making informed, balanced choices.