Huawei's name is a household name and everyone knows it. Huawei's high salary, innovative and perfect training have won the yearning of IT practitioners, and template management is a major feature of Huawei's management. Undeniably, template management can improve the degree of specialization, improve efficiency and create benefits for the company. Huawei employee crisis! This can't be said to be the concern of employees! Huawei, it's time to make career development plans for employees. You might say that Huawei has been planning the career development of its employees. In order to prevent employees from acquiring a single vocational skill, Huawei has an unwritten rule that an employee cannot stay in a position for more than three years. After this period, it is necessary to adjust posts and departments. This has caused many excellent technical talents to either do nothing or choose to leave. It seems that Huawei also provides some space. Huawei has stipulated that 600 excellent employees in the technical department must be transferred to the marketing department every year. This provision itself is an opportunity for further development. But the so-called "everything depends on human effort", the management malpractice of China enterprises is inevitable in Huawei. Some leaders will manipulate the evaluation: in order to retain useful people, those who should be "excellent" are rated as "poor" and those who don't want to stay are rated as "poor" and transferred to the marketing department. Why do Huawei's well-paid professional managers resign and leave Huawei? And often their treatment in new enterprises and new positions is far less than that of Huawei. I'm afraid the reason comes down to the lack of development opportunities. Because for Huawei's middle managers, it is difficult to be proud of the spring breeze after being promoted to a certain level, especially after 30 years old. It's wishful thinking to want a promotion. For better personal development, it is natural to choose to resign. There are many successful examples of starting a business from Huawei, such as Li Yinan, Zhang Jianguo and Li Wujun. Looking at these figures and experiences, you will firmly believe that Huawei has created a solid foundation and conditions for personal success. However, if you want to meet people from Huawei, it is even difficult to find a suitable job. Huawei's high salary has played a great role in retaining employees and harmed many people. A master who just graduated from Huawei can get an annual salary of100,000 yuan, and a technician or marketer who has just worked for two years can also get about 80,000 yuan, while a director can get an average of 3 million yuan. All employees care about these shares and don't care about the rise and fall of actual wages. Other aspects pay twice as much attention as other companies. According to the headhunting consultant, it is difficult for foreign-funded enterprises such as Motorola and Bell to recruit Huawei personnel, but it is much easier for Huawei to recruit them. Money is also an important factor. No one will refuse money. It is this high salary that makes it difficult for Huawei employees to find suitable jobs, because the original salary is too high, and it is basically difficult for enterprises to meet the requirements of these employees, and the price given is often much less than the previous salary. This makes it impossible for these employees to work in other enterprises, and they can only choose to return to Huawei or start a business. But not everyone can start a business, so you will see a large number of employees leave Huawei and return to Huawei. Huawei does provide a lot of training to cultivate employees' personal ability, and it also really improves employees' personal ability. But it also instilled the wrong ideas of employees. Many entrepreneurs from Huawei invested in the development market regardless of cost and high expenses, which eventually dragged down the company. This is what I learned from Huawei. Huawei's market management model makes everyone feel that this is a feasible way. Indeed, this is a feasible and effective road. But not everyone can make sense. They often ignore the strength of their own company, the environment and other factors, and there is no way to compare with Huawei. Nine times out of ten, copying Huawei's model will end in failure, which is actually foreseeable. In fact, if Huawei's middle managers are not promoted to senior managers at the age of 30, Huawei will have no way out, and even the outside world will have no way out. Because they have done their best within Huawei, Huawei's own system does not allow them to have more room for improvement. Outside, because their own ability is not enough to support their own business, other enterprises can not tolerate themselves. They are in a dilemma. According to the data provided by headhunting consultants, the number of resumes submitted by Huawei employees to headhunting companies has increased dramatically. Most of them have worked in Huawei for about 5 years and want to find new Huawei employees for themselves. Among them, technical R&D personnel account for 75% of the data. A Huawei person who has left Huawei for many years but still has a deep understanding of Huawei claims that Huawei's turnover rate is at least 20%. Think about it, 20% of employees choose to leave Huawei, which is really too high. According to the statistical survey, the next stop for Huawei employees after leaving Huawei is the same company as Huawei. This shows that the career choices of Huawei employees after leaving Huawei are basically very narrow and can only be considered in several competitors' companies. In other enterprises, it is common that enterprises and individuals despise each other. Enterprises will think that people from Huawei are too expensive to use, but for small and medium-sized enterprises, Huawei employees are specialized in the industry and lack general skills, and generally will not consider using Huawei employees. Huawei employees can't give such generous treatment to Huawei's new enterprise, but they are extremely unbalanced and unwilling to stay in this enterprise. This puts employees from Huawei in a dilemma.