Huawei has long set up two parallel career paths: management-administrative cadres, and its development path is: grassroots business personnel → backbone → grassroots managers → middle managers → senior managers; Technical category-technical experts, whose development path is: grassroots business personnel → backbone → core backbone → experts → senior experts.
The two types of job levels basically correspond, and the corresponding levels can enjoy the same treatment. In this way, Huawei people have a clearer work goal-to choose a career promotion channel that suits them or is willing to take. Management talents can take the road of management experts and technical talents can take the road of technical experts. The setting of two career paths effectively avoids the situation that everyone takes the management of single-plank bridge.
Zhang Yijun published "Opening Huawei's Promotion Channel" in China Business News.
"Huawei employees are not mobile, but they are rarely dug up, and most of them take the initiative to go out and start a business." Ethan (pseudonym), manager of human resources department of Huawei Group, attributed this phenomenon to Huawei's management of employee qualifications.
Start with the secretary:
Drawing lessons from the British NVQ enterprise administrative qualification certification, this paper establishes the secretary's code of conduct, improves the work efficiency, solves the problem of the secretary's career development channel, and greatly promotes the secretary's enthusiasm.
1996 or so, with self-developed C & With the promotion of C08 switch market position, Huawei's annual sales reached 65.438+0.5 billion yuan, marking the end of Huawei's entrepreneurial period with agency sales as the main profit model and entering a high-speed development stage. However, with the rapid expansion of production scale and workforce, Huawei's management level has been continuously improved, with 500 secretaries alone. These secretaries work at all levels and intersections of the company and play an important role in promoting the management and development of the company.
Anyone who knows a little about Huawei knows that Huawei's secretarial education is generally high, and basically all of them are undergraduate degrees. At first, most of them valued high salary and could do anything, so they became secretaries. But a few months later, I found myself mainly doing some work such as sending and receiving documents, inputting data, and convening meetings. After a long time, I feel that the secretary seems to be a handyman, so I don't want to do it.
During the period of 1998, Huawei sent Zhang Jianguo, then vice president, to visit Europe to see what other enterprises did in the past. During the inspection, Zhang Jianguo found that the well-known British NVQ enterprise administrative qualification certification existed in name only, which not only solved the problem of the secretary's career development channel to a great extent, but also greatly promoted the secretary's enthusiasm.
At first, secretarial staff did not adapt to the British NVQ enterprise administrative qualification certification.
Ethan also feel very simple, don't know what is the purpose of the assessment. "As far as some ordinary work indicators are concerned, I feel that my work has not improved."
With the deepening of study, Li Yuan and other secretaries gradually realized that the improvement of work efficiency is based on orderly work, and qualification certification helps to establish work order, thus improving work efficiency; Dealing with work outside the routine requires thinking. Qualification certification is to provide an idea, an idea, to help you understand the essence of dealing with problems, to establish a logical thinking order, and thus to improve work efficiency. The idea of post qualification certification is to establish the secretary's code of conduct and the mechanism to realize it.
After several months of unit evaluation, Li Yuan feels as if he is being guided by an excellent secretary with all-round quality. Check your work against the secretary's standards in the evaluation. If there is a gap, there will be guilt or an epiphany, and if there is a standard, there will be satisfaction. The relationship between appraisers and themselves is to help you meet the standards as soon as possible, so that employees can play their abilities more freely and normally in the appraisal process.
Huawei promises that qualified applicants can obtain an international vocational qualification certificate jointly issued by Chinese and British institutions and be recognized by the society. For employees, this is recognition of their own value. In order to ensure the quality of the evaluation work, Huawei implemented an internal and external supervision system in accordance with the requirements of the British NVQ system in the pilot work. Through the supervision and assessment work, the company aims at promoting employees to meet the standards, and coordinates from top to bottom, which promotes the improvement of the relationship between Huawei's management and between superiors and subordinates.
A year later, more than 300 Huawei secretaries took the general exam, and 180 people completed the 1 grade exam. Excellent secretaries can go to the marketing department to exercise or get a gradual promotion, and the career development channel of secretaries has been opened.
Determine eligibility:
Employees can compare their work processes according to their qualifications.
Chen Ying, a partner of Peking University Vertical and Horizontal Management Consulting Company, said that in the pilot work of introducing NVQ system, Huawei organized secretaries and related managers to seriously study international enterprise administrative management standards, and conducted job assessment according to the requirements of the standards, which made employees clear the goal of job promotion and the career development channel of secretaries.
When I was studying, the human resources department repeatedly explored the qualifications of secretaries. Huawei builds a platform for personnel management and personnel training according to the British NVQ enterprise administrative management standard system, sets the goal of standardization and professionalization of secretarial work, revises and refines the secretary qualification standards according to the company's own actual situation, and establishes a multi-level and multi-qualification evaluation system that conforms to Huawei's actual situation.
Under the guidance of this principle, typing speed, meeting notice, stationery used for meetings, meeting process management, method of making meeting minutes, office information management and process connection of various departments become the qualifications of Huawei secretaries. For example, making a phone call half an hour before the meeting, the professionalism is reflected in such details.
After the qualification system was completed, the secretaries finally understood their development direction. The professional abilities of Huawei secretaries have improved rapidly, such as computer management, document management and telephone processing. Other units have to recruit three people to do it, and Huawei is enough. It saves wages, management expenses and office space, and is more efficient.
Huawei has also set up a qualification certification department, organized the training of specialized personnel to be responsible for the assessment of secretarial personnel, and also promoted the training of company employees.
After the secretary problem was solved, the human resources department set up two qualification research groups, each with three people, and began to formulate the qualification system for other personnel. For example, Huawei conducts qualification certification activities for senior managers. On the one hand, by summarizing and evaluating the work of cadres at all levels, we explore effective ways of qualification certification, which will play a pioneering role in the certification of posts at all levels in the next step; On the other hand, it is also a thorough investigation of the comprehensive quality of senior managers, from which we can distinguish the different professional qualities and characteristics of each manager, so as to further optimize the allocation of talents.
The formulation of qualification standards for salespeople is to select 20 excellent salespeople from all over the country, and the members of the research team go to various offices to see how these excellent salespeople visit customers and negotiate, and finally formulate qualification standards of one to five levels.
Subsequently, Huawei formally established the post qualification management department and formulated corresponding post qualification standards for each post. In order to let employees continuously improve their work ability and value and have a bigger and broader development space, the post qualification management department has designed a dual career development channel of management and professional technology. Employees can design feasible career development channels for themselves according to their own characteristics and business development. Take Ethan as an example, he had two choices at that time: one was to take the management post channel, enter the human resources system, and take the human resources manager as his career goal; The second is to take the technical post channel, insist on doing human resources technical work and become an internal human resources technical expert.
Trinity in the process of propulsion;
By 1999, Huawei's human resource management framework was basically formed, including performance management system, salary distribution system and qualification evaluation system.
In Huawei, all six training centers belong to the qualification management department. It seems incredible at first glance, but it is actually logical. The problem of ineffective training, which is a headache for many enterprises, is often due to the lack of qualification system, and it is impossible to know the gap between "existing" and "due". In Huawei, with the qualification system, from one level to the next, the ability to be improved is clear at a glance, and the training is targeted. The qualification standard is driven by the training system, emphasizing the development function and truly solving the problem of employee career development.
In principle, Huawei conducts post qualification certification every two years. According to the certification results, the company decides whether employees will stay, be promoted or demoted.
By 1999, Huawei's human resource management framework has basically taken shape, and the performance management system, salary distribution system and qualification evaluation system support each other and dynamically connect. The advantage of this standard is that Huawei's evaluation, treatment and position of employees are not necessarily related. After getting rid of nepotism, the position is just a simple symbol of doing things in the enterprise. In addition to the post-employment mechanism after the official bid, the employee promotion channel naturally opens.
"In 2002, I transferred from the post of secretary to the post of human resources, and the process of transfer was basically logical, because the results of each qualification certification were clear at a glance." Li Yuan said.
Chen Ying believes that the process of Huawei's qualification certification fully reflects the relative fairness relative to objective standards; The implementation of the post qualification system has transformed Huawei's selection of cadres into a more scientific and reasonable mechanism such as organizational assessment and professional selection. Clear the direction and specific topics for employee training and training; At the same time, opening the promotion channel for employees is also a process that Huawei must go through to realize the institutionalized replacement of new and old employees.
Further reading: A perfect human resource system is the basis of post management.
Ethan University just graduated and joined Huawei as an ordinary administrative secretary. Two years later, she transferred to the post of human resources. In Ethan's view, he is so lucky, not only because of the post qualification management system, but more importantly, because Huawei has established a relatively perfect human resource management system. There is a simple reason. No matter what kind of management changes, we first face the organizational foundation. Without good basic guarantee, the experience of post qualification management system in Huawei will certainly be the same as that of other enterprises.
Not long ago, Chen Ying was invited to visit and discuss Huawei, thinking that Huawei's HR organizational foundation is very unique, which can be described by three key words: Human Resources Committee, HR with separated administrative and business relations, and HR who understands business.
Chen Ying said that Huawei's human resources committee system is divided into five levels, the company level is composed of the president and vice president, the second level committee is composed of the managers of the main decision-making levels of business departments, and so on, until the fifth level committee is composed of the directors, deputy directors and business managers of business departments. The Committee is a decision-making and evaluation body, which allows everyone to make a voice and implement the concept of justice and fairness through collective resolutions.
Huawei's human resources department is also divided into multiple levels, from fully functional company-level human resources departments to cadre departments of various systems. The relationship between the human resource management headquarters and the cadre departments of various systems is "separation of administrative and business relations". The administrative subordination of cadre departments at all levels belongs to their respective business offices or functional departments, and their individual performance appraisal and salary and bonus are directly responsible by their respective departments, while their human resources business management is directly led by the human resources management headquarters.
In addition, Huawei also specifically requires HR to understand the business. It is believed that only when human resources departments at all levels truly become strategic partners can institutions begin to play their functions.
Under this management mode, Huawei's post qualification management system can be implemented. Imagine, if the determined qualifications are not followed up by the human resources department and the cooperation of the business department, how can they be implemented?