How does Huawei improve the team's combat effectiveness with the guidance of performance appraisal?
In 20 13, Huawei surpassed Ericsson to become the world's largest supplier of communication equipment with sales revenue of 39.5 billion US dollars. In the process of constantly surpassing the giants, Huawei's human resource management, especially its high-performance cultural orientation, has been injecting new impetus into Huawei's development. Huawei's core values are "customer-centered, strugglers-oriented, long-term efforts and self-criticism". Huawei's human resources work keeps pace with the times in the development process of so many years, but employees should take customers as the center, and only "struggle" and "contribution" can change their destiny. The performance appraisal orientation is consistent.
Because the value orientation of the whole company is clear, and most administrative cadres are selected from within, the principles of assessment are basically the same no matter which team they are assessed in. Huawei's performance appraisal is collectively assessed by administrative teams at all levels, and the distribution is also firmly inclined to high performance, which widens the gap between employees and is called "filling the locomotive with oil". Its tilt follows the following principles.
(1) Customer-centric
Whoever is closest to the direct creation of customer value will tend to whom. People who can "hear gunfire" often have more opportunities to achieve high performance than agencies. Therefore, first-line combat units are superior to first-line combat platforms, and first-line combat platforms are superior to second-line combat platforms. Encouraging the best cadres to go to the front line is also an important reason why Huawei can continue to supply outstanding talents despite its global operation: whether it is promotion or salary, the front line always has more opportunities than the second line. At that time, the Libyan war, China enterprises have been evacuated, Huawei chose to stay with customers. After that, the core employees were promoted to the third level, which fully reflected the weight of "customer-centered" in Huawei's value distribution.
(2) Huawei culture is inseparable from the word "struggle"
"Struggler" has almost become the symbol of Huawei people. What is struggle? Huawei believes that the struggle is embodied in any customer-centered value creation and preparation activities. Responding to the company's call to go to the front line, staying at home according to organizational arrangements, responding to customer needs to fight hard, overcome difficulties and pursue Excellence is a struggle. Under the guidance of struggle, the R&D Building, which is brightly lit every night, and the bus departure station, which is as lively as a supermarket at 9 pm and 10 pm, are full of "strugglers". Only strugglers can become the beneficiaries of Huawei's equity distribution and serve as administrative cadres. In order to stimulate employees' motivation for continuous struggle, eight years of service is cleared, cadres can be promoted and demoted, and cadres rotate ... The history of Huawei's development is the history of employees' continuous struggle.
(3) "jiaozi in the teapot should be poured out".
Whether evaluating employees or inspecting cadres, Huawei pays attention to the measurability of performance factors-contribution. Therefore, whether it is performance evaluation or qualification evaluation, evaluators are very concerned about whether there is measurable "evidence", and all attitudes and abilities should be based on "evidence" and "facts". Length of service has no value, "circle" has no value, and only contribution is the value recognized by the company. At present, Huawei implements a comprehensive performance management assessment system based on PBC (Personal Performance Commitment), and the objectives are decomposed layer by layer. All employees work around personal performance goals, and grass-roots employees are assessed once every six months. Finally, talk about heroes with results.
(4) Huawei's attitude.
Incorporate the six core values into employee assessment, and conduct employee self-examination and supervisor evaluation every six months to remind employees of the company's value orientation and correct employees' behavior. At the same time, Huawei evaluates employees' labor attitudes every year, and employees conduct self-examination against Huawei's employee code of conduct. This culture of self-criticism and constant internal inspection keeps the whole team in a state of being inspired, ensuring that "the fortress will not be broken from the inside".
(5) Compared with many companies, assessment results become assessment files, and performance is closely related to Huawei's various human resources policies, whether it is cadre selection, post qualification evaluation, bonus evaluation, post promotion ... The application of performance results is everywhere, and the performance is not good, so everything is impossible to talk about. This culture, which is firmly inclined to high performance, makes Huawei's team reflect the characteristics of "wolf" and constantly "attack forward" in the market competition.
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