Excellent enterprises are very important in talent strategy. As we all know, Huawei, as a top technology company, attaches great importance to research and development, so it is also eager for talents. In 20 19, Huawei began to recruit talented teenagers around the world. These talented teenagers are often the best in a certain subject, and they can get millions of annual salary just after graduation. When they enter the enterprise, they will activate the organization and the whole team.
What plans has Huawei made in recruiting, cultivating and retaining talents?
The book "Why Huawei Can" deeply introduces Ren's personal growth and Huawei's development process, as well as Ren's views on talents, management and development, and reveals the deep roots of Huawei becoming a world-class technology enterprise.
The writer is a doctor in management of returnees. He used to be a reporter, interviewing people in depth. Now I work in the business school of a university and have a lot of contacts with entrepreneurs. Therefore, he obtained a large number of first-hand information, which truly and comprehensively showed the history of Ren and Huawei.
Huawei's talent strategy includes the following aspects:
Huawei's emphasis on talents has reached an almost crazy level. Huawei recruits outstanding graduates from colleges and universities every year, and reserves a large number of talents for emergencies, which can also prevent the company's talent pool from being broken.
In Huawei, there is a hidden rule that everyone abides by. Don't mention your education easily, because the doorman who lets you register at the door may be a master. Probably an undergraduate cleaning in the company.
Huawei is not allowed to have nepotism, and the human resources department should strictly control it. If there is a problem, you should take responsibility. This is also done to avoid corruption.
Huawei is a three-high enterprise: high efficiency, high pressure and high salary. Employee's salary includes basic salary, stock, welfare, overtime pay and bonus, of which salary+bonus accounts for half of salary.
Huawei is tolerant of those excellent maverick people. General companies will think that such people are unsociable, strange, arrogant and unorganized, and it is easy to ignore these people. But at Huawei, they will think that they are ahead of the times and innovative, which provides them with room for development.
Huawei also encourages employees to tell the truth. Once, an employee was forced to leave his job because he told the truth, and was later found out. He said directly, "The company is wrong, not your problem. Come back, our hero. " At the same time, the employee's promotion to two levels will not affect his normal assessment, but also allow him to choose his job freely and protect him from retaliation.
Huawei refused to please the leading employees. They believe that customers are the food and clothing parents of employees and should be customer-centered, not leadership.
Huawei attaches great importance to the cultivation of new employees' sales ability. Sales is the best opportunity to train Huawei employees to integrate into society. Huawei people will put a word on their lips, that is, "sales is an unforgettable experience, and life without sales is not perfect." The purpose of this is to cultivate the courage and ability of new employees to visit strangers and open up new roads.
Huawei established Huawei University, aiming at imparting Huawei's advanced practical experience and management experience and cultivating professional managers, so as to enhance Huawei's international influence and customer satisfaction. Every manager of Huawei has experienced a whole set of practical training here and learned solid basic skills. Huawei University adopts the tutorial system, and the company provides senior tutors for each new employee to help them solve difficult problems in their work.
Huawei's training process is very cruel and intense, and new employees must go through five stages before they can officially start working:
The first stage, corporate culture training. Employees attend classes together, watch movies together and discuss together. The contents are basically around the company's cultural spirit, such as wolf culture, pressure tactics, heaven rewards diligence, mattress culture and so on.
The second stage is to standardize training and learn the company's rules and regulations. The system refines and processes each step, which improves the efficiency and reduces the work difficulty.
The third stage is a 40-day "devil camp" training. For 40 days, take exams in a row, and then take exams in class. Every employee has to read more than 40 books, and every book must be thoroughly read. It is open on weekends, and there is evening self-study every night.
The fourth stage is engineering practice training. After taking part in devil training and passing the exam, employees will then fly to all parts of the country, enter the first-line field work, and apply theoretical knowledge to practice.
Finally, after the above-mentioned tests, employees can report back to their own departments and officially start working. All employees who persist will be deeply touched, virtually improving themselves and realizing spiritual rebirth.