There is no doubt about Huawei's success, and its management is also worth learning.
First, firm corporate strategic positioning.
Whether it is the choice and transformation of business areas (what to do and what not to do), the combination and development of competitive strategies, the formation and expansion of competitive advantages (how to do it and how to win it), and the accumulation and improvement of competitive ability (what to grow with), Huawei always has a clear understanding, clear direction and management logic. Especially in the context of the prevalence of business opportunism in China, Huawei's strategic positioning based on mission and long-term goals is even more valuable.
Huawei's strategic positioning has three points that deserve our attention. First, on the basis of accurately judging the market, industry, technology and other situations, overall situation and trends, consider and form an overall and systematic strategic framework; Second, prepare for danger in times of peace and make dynamic strategic adjustment and change; Third, persistently build a capability system and platform to build the cornerstone of long-term stability of enterprises.
Second, the internal organization of large enterprises.
Management scientists at home and abroad believe that because of China people's "national character" and cultural tradition-"Better to be the head of a chicken than the tail of an ox", and their recognition and pursuit of vertical power relations, it is difficult to form a "large-scale contract" within China enterprises, which can only be divided into small subjects with clear boundaries of rights and responsibilities and operate independently with results as the guide.
Huawei has gathered a large number of high-quality talents, but there is no individualism, but a team spirit based on respect for individuality. The difficulty of "organization" lies in the shaping and continuation of cooperation culture and process culture, and also in the determination of process construction.
Third, it is beneficial to the benefit sharing mechanism of employees.
Huawei takes the contribution of "Strugglers" to the enterprise and its own human capital as the scale, and through the innovation of property rights and benefit distribution system, employees can really care about the development of the enterprise and share the benefits of enterprise growth; At the same time, it has maintained an efficient and unified governance structure. From the efficiency point of view, a virtuous circle of "high ability, high return and high performance" has been formed.
Fourth, the management of knowledge workers.
After long-term accumulation, Huawei has formed a structured system of knowledge-based employee management: taking competence as the core and job qualifications as the basis, connecting recruitment, training, use and other modules; Focusing on the value evaluation that embodies the principle of justice, we should integrate assessment, motivation and career development, and pay attention to the management of corporate culture and organizational atmosphere to create a cultural environment with high employee satisfaction. From Huawei's experience, the key to the management of knowledge-based employees lies in: whether to really attach importance to human capital, whether to truly respect and understand knowledge-based employees, whether to adhere to objective and fair organizational rules, whether to invest resources in system construction for a long time, whether to have leadership and communication skills for intellectuals, and so on.
Expansion: Huawei's Human Resource Management
I. Introduction to Huawei
1988, Huawei was established in Shenzhen. At that time, the new enterprise had 6 employees and registered capital of 20,000 yuan.
In 20 13 years, Huawei achieved sales revenue of 239 billion yuan (about 39.5 billion US dollars), up 8.5% year-on-year, and net profit of 2 10 billion yuan (about 3.47 billion US dollars), up 34.4% year-on-year.
Huawei has established research institutes in India, USA, Sweden, Russian Federation and China. Become the most influential communication equipment manufacturer in China.
Employees are the most precious wealth of an enterprise.
With this sentence, let's experience Huawei's success in human resource management.
Second, the directory
(A) Recruitment: Seven Principles of Huawei Recruitment
1: the most suitable is the best;
2. Emphasize "two-way choice";
3. Adhere to targeted recruitment strategies;
4. The responsibilities of the recruiter = responsible for the enterprise+responsible for the applicant;
5. The employing department should appear in the examination room;
6. Design a scientific and reasonable application registration form;
7. Recruit sufficient talent information reserves.
Case: Huawei's collective resources of 10,000 people resigned
From 65438 to 0996, the middle and senior management of Huawei Marketing Department headed by Huawei Chairman Sun Yafang "resigned first and then re-entered the new competition".
Around 2002, the telecom industry faced Huawei's first decline in winter performance, and more than 300 cadres took the initiative to apply for salary reduction.
In 2003, all middle and high-level companies collectively "applied for salary reduction".
The job number that Huawei insiders are familiar with as the "boss" for 20 years may soon become history.
Before New Year's Day in 2008, all Huawei employees, including Ren, who have worked for eight years, must go through the voluntary resignation procedures (that is, "resign voluntarily" first, and then "compete for posts"), and then sign a 1-3-year labor contract with the company; Abolish the current job number system and reorder all job numbers. The ongoing adjustment of the human resources system has relatively improved the welfare of employees, and "employees are very satisfied". When interviewing Huawei employees, most employees expressed their understanding of the plan and their salaries did increase.
(B) Salary system
1. High salary is the first driving force. Huawei has positioned itself as an internationally renowned communication manufacturer. Talent is undoubtedly the driving force for enterprises to move forward in the future.
2. Dynamic distribution mechanism Dynamic distribution mechanism means that the vested interests of capital owners, including them, are not static. Only through continuous efforts can we maintain and expand the vested interests, thus effectively overcoming the inertia of employees.
3. Unique complete shareholding system.
4. High bonus system
5, considerate welfare benefits
(3) Incentive system
1, realize the effective combination of positive and negative incentive system.
Positive motivation: based on employees' affirmation, recognition, praise, reward and trust. Huawei positive incentive table
Now meet the material and spiritual requirements of employees.
Negative motivation: when the behavior of members of an organization does not meet the organizational goals or social needs, the organization will punish or criticize it to weaken and dilute it, thus inhibiting this behavior.
2. Huawei's incentive system:
(1) Post management of divide and conquer: realize effective division of labor and tacit cooperation in post work, and realize stable realization of post functions at the same time.
(2) Carry out the performance-oriented system: evaluate employees according to their contributions to the enterprise in terms of quantity, quality and cost, and see the results according to the results.
(3) The last cadre elimination system: the eliminated personnel ranked last in the unit can give a warning to those who have poor work performance and urge each employee to work hard.
(D) Knowledge-based employee management
In the second half of 2000, Huawei issued the Internal Entrepreneurship Management Regulations, which stipulated that all employees who had worked in the company for more than two years could apply for resignation and become Huawei's agents. The company's preferential support policy for entrepreneurial employees is to provide Huawei equipment equivalent to 70% of the value of the shares held by employees, and there is also a half-year protection and support period. If the employee fails to start a business within six months, he can return to the company to reschedule his work.
For example, in order to solve the huge problems of institutions and old employees and encourage internal entrepreneurship, Shenzhen Huawei Group socialized Huawei's non-core business and service business such as production, public transportation and wenying catering industry, and successively established Guangzhou Dingxing Communication Technology Co., Ltd. and Shenzhen Huachuangtong Company. Relying on Huawei's strong economic strength and market share, these innovative companies provide relevant technical services for their products, and at the same time, they have also achieved the entrepreneurial dreams of outstanding employees in the enterprise.
Supplement: Internal innovation is an entrepreneurial model in which some employees with entrepreneurial intentions, with the support of enterprises, undertake certain business contents or work projects within enterprises, start their own businesses, and share their achievements with enterprises. This incentive method can not only satisfy employees' entrepreneurial desire, but also stimulate the internal vitality of enterprises and improve the internal distribution mechanism. It is a win-win management system for employees and enterprises.
(E) unique corporate employee culture
1, wolf culture
Since its establishment, Huawei has been promoting the spirit of hyenas. Ren Zheng Fei mentioned in his speech entitled "How long can Huawei's Red Flag last" that "an enterprise must develop a pack of wolves if it wants to move forward. Wolves have three characteristics. One is a keen sense of smell. The second is the indomitable and selfless offensive spirit. The third is group struggle. From the practice of Huawei, the essence of Huawei's special wolf spirit lies in the pursuit of excellent offensive spirit, which is the core of Huawei's "wolf nature".
2. Cushion culture
In the early days of the venture, Huawei's R&D department had only five or six developers. In the absence of resources and conditions, we take the older generation of scientific and technological workers as an example, selfless dedication and hard work. We work hard to make up for shortcomings, study hard, develop, verify and test products and equipment day and night ... no holidays and weekends, no day and night. When they are tired, they sleep on the floor and go on working after waking up. This is ... Emphasize hard work and reward hard work.
Wolf culture Huawei has been promoting the spirit of hyenas since the beginning of its business. Ren Zheng Fei mentioned in his speech entitled "How long can Huawei's Red Flag last" that "an enterprise must cultivate a group of wolves if it wants to move forward. Wolves have three characteristics, one is a keen sense of smell. The second is the indomitable and selfless offensive spirit. The third is group struggle. From the practice of Huawei, the essence of Huawei's special wolf spirit lies in the pursuit of excellent offensive spirit, which is the core of Huawei's "wolf nature".
Third, Huawei's human resources management problems
(1) Employee stock ownership:
1, paying too much attention to the core layer and middle layer and neglecting the management of new employees.
Huawei Electric implements employee stock ownership system, and equity distribution emphasizes continuous contribution, and advocates leaning towards the core layer and middle layer. The basic practice of Huawei Electric is to convert the value evaluation results into bonuses, then convert the bonuses into equity, and then share the company's profits with this residual claim.
2, the lack of employee compensation system.
Huawei has not worked out a reasonable and easy-to-operate software index assessment method. For example, in terms of wages, qualifications are usually used as the basis of the functional wage system.
(ii) Problems in career development:
Work development mainly refers to the organization's management guidance and a series of management for employee development. Their relationship with employee motivation is mainly reflected in two aspects: the organization's concern for employees and employees' help to meet their higher-level needs through organizations. If the organization manages employees' positions and creates conditions for employees, so that they have the opportunity to obtain a position with a sense of accomplishment and self-realization, then it is not difficult to be fierce again. However, Huawei does not pay enough attention to the post development of employees, and there is no relevant system to support it.
Four. Cause analysis of existing problems
1, lack of dynamic adaptation principle:
For Huawei, the principle of "fair competition, equal opportunity and merit-based admission" has been introduced into the personnel system within the enterprise. However, Huawei has not handled competition and fairness well.
2. Lack of cultural cohesion principle
Corporate cultural cohesion is the main content and carrier of corporate cohesion. Without cohesion, enterprises will not be able to attract and retain talents, and enterprises will not be competitive.