One of the competitiveness of enterprisesThe key is strategy and processIt is the way the enterprise does things, that is, the "leash";Another key is "people", so that "the organization is full of vitality", and the enterprise can survive for a hundred years. In the contradiction between "people and things", people are the main aspect of the contradiction.
Market pressure should be transmitted in the enterprise without attenuation, until everyone, everyone has to assume their own responsibility, this is the source of organizational vitality. Therefore, Huawei's human resources department has two core tasks:The first is to select talents, cadres, and generalsThe second is to stimulate the vitality of the organizationIt is to use a good incentive mechanism and assessment mechanism to stimulate the vitality of the organization.
As an organization with strong cultural genes,It is necessary to respect both individuality and collective struggleHow to grasp this scale is a difficult management problem. As a matter of policy, bonus incentive plans are distributed based on team performance. Implement team incentives, that is, bonuses are given to the department first, and then distributed internally by the department.
Another way to emphasize the team is to have individual benefits distributed only on the premise of achieving the team's performance goals. This kind of incentive mechanism is to encourage and strengthen collective struggle. The distribution method of respecting individuality is to tilt towards the strivers and reasonably open the gap according to their contributions. There is also not to let "Lei Feng" suffer, not to let the organization and team that contribute to the company's long-term strategic goals suffer, at least in the increase in wages, promotion, and allotment of shares. These mechanisms can widen the gap between the departments that create performance and those that do not, so that the culture of "striver-oriented" can be implemented.
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At this stage, Huawei defined the "striver", and Huawei began to provide basic personnel services, and established some basic principles and concepts of human resource management.
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Human resource management is in the stage of human resource development. The human resources department is responsible for the development of talents, just like the development of the R&D department, and through continuous improvement and improvement, the human resources management system has been gradually established, so as to achieve effective echelon management of talents, and build a corresponding mechanism. At the same time, it is clear that the appreciation of human capital takes precedence over the appreciation of financial capital.
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Huawei's human resource management has transformed into a business partnership, that is, an HRBP (Human Resources Business Partner).
Huawei's human resource management is gradually moving from a professional value to a business partner, that is, to support business success. Specifically, it is the "three-in-one", that is, the differentiation of its own business, the servitization of supporting business, and the digitalization of operational business. The integration of industrialization and industrialization has greatly improved the efficiency of Huawei's human resources management.
This stage is also where human resource management comes fromThe stage of transformation from "professional-centric" to "customer-centric".
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Huawei's human resource management is progressiveFrom "business partnerships" to "strategic management of human resources".。At this stage, value chain management is the path to realize the value contribution of human resources, that is, from the perspective of value creation and value evaluation, all the value contributions of human resources are connected.
What are the capabilities of human resource management cadres?
The most important ability of human resources management cadres is to put the right people in the right positions, but this task is "easier said than done." In terms of human resource management, Huawei first established a cadre development system management mechanism based on the selection system, rather than adopting a training system.
From the perspective of Huawei's human resource management cadres, it refers to all factors of production and means of production, and only by tapping the wisdom in the brains of knowledgeable employees can we realize the value appreciation of customers and the value of the company.
It is the value of human resource management cadres to clearly understand the value of talents, always regard talents as the company's greatest wealth, gather talents, create value and maximize them, rather than putting financial capital in the supremacy of human capital.
Challenges of change in the human resource system.
In the reform of the human resources system, it is necessary to unify the growth of talents with the long-term strategic needs of the company, which is also one of the difficulties of the change, and one of the goals of the human resources incentive system is to achieve the ratio of labor income to capital income tends to be 3:1. Here, the income of the worker is wages and bonuses, and the capital income is the company's internal virtual ** dividends.
In the process of implementation, the management of human resources faces several challenges:
The first level of challenge: the logic behind the top-level design must be clear, the logic is not clear enough, and the underlying designers will be confused;
The second level of challenge: the design of the concept system should focus on two points, one is to adapt to the differentiated business, and the other is to achieve inter-organizational collaboration, which will always test the leader's logical thinking level and system thinking level.
The third level of challenge: The theories and methods of organizational management and development must be put into practice, and "practice is the only criterion for testing the truth." Whether it is a system or mechanism, whether it is a process or a change project, whether it is successful or not, needs to be tested by practice.
Entrepreneurs need to be empowered, but when entrepreneurs hand over the business to managers, whether there will be a fundamental change in direction is a central question. Enterprises need to attract excellent talent, including management and technical talents. After these talents enter the enterprise, they must ensure that the values and business philosophy they pursue are consistent with those of entrepreneurs. After attracting these outstanding talents, enterprises should put them in the right position. For many specialists, retaining them is also a big HR challenge. From the perspective of enterprise competitiveness, the organization needs to be full of "red and professional" people, so as to ensure the long-term prosperity of the enterprise. So, how do you achieve such HR goals?The answer is that enterprises should establish their own talent concept and talent strategy.
Cultivating Huawei's talents.
The pattern of a leader is not only reflected in knowing people well, but also in having enough mind to form a team.
The development of talents is the process of knowledge realization, and the ** of knowledge is Xi in school on the one hand, and accumulated in practical work on the other hand. The more knowledge a worker has stored, the higher he or she will rise in the workplace, and the greater the opportunity to monetize his knowledge.
No organization can use the same pattern to require all people in the organization, how to use people and what kind of people to use, which is called the core issue of the builder of the human resource management system.
Struggle-oriented.
Enterprise managers must distinguish those who make contributions from those who cannot make contributions, and clear out those who cannot make contributions from the organization. Huawei insists that 10% of cadres should be eliminated every year, which is "striver-oriented". Managers who are not able to contribute and remain in place can do great harm to the organization. The only way for managers to prove their worth in the organization is to lead business success, and if they don't, they have no value in a management position.
Management pursues results, and it is necessary to use the results to prove the means, rather than the means to prove the results.
Huawei never mentions employee satisfaction, because customer satisfaction is the goal, and employee satisfaction is only a means.
Promote and train cadres in actual combat.
Huawei advocates the selection of talents in actual combat, that is, "the prime minister must start from the state department, and the fierce general must be sent to the army." The corresponding logic of personnel training is: When a person has made achievements in his post, he should be promoted to a higher position, and on the one hand, he should be given some knowledge training, and on the other hand, he should be tolerated to make mistakes and given him room for growth.
The selection of cadres often comes from the following ways: the first is to select cadres from successful teams;The second is to select cadres from some of the main battlefields and difficult areas, because their values have been testedThe third is to promote cadres from some key events that affect the long-term development of the company.
Huawei implements a training mechanism for the best people at different levels, and from the perspective of human nature, it is difficult to cultivate one's own first-class people. Therefore, Huawei has a rule: when the first leader and the second in command do not cooperate well, resulting in the situation that the first leader is not transferred well, the second leader is not allowed to be the first leader.
Huawei does not go public because it is a strategic focus, so it does not do horizontal innovation, and Huawei also makes clear requirements in foreign mergers and acquisitions, not aiming at financial returns, but only to make up for the company's core technology shortcomings, and improve the overall value of the company through the synergy after the merger and acquisition.
Internally, Huawei does not encourage talent to start businesses, nor does it invest in companies that start their own businesses.
Talent matching, "embarrassing plan".
Organizational design, pay attention to complementary advantages. The more powerful people in the organization, the better, but through the "embarrassment plan" to learn from each other's strengths and weaknesses to match the work. The purpose of organizational design is to enable ordinary people to make extraordinary achievements.
The front-line staff are "wolves", who are with customers every day, and come back as soon as they hear the project information, calling for the solution manager and the service manager to provide him with professional support.
Talent pool. Huawei set up a "2012 Lab" and recruited more than 10,000 people, but there was no one majoring in communications, but all of them were majoring in mathematics, physics, materials, and structures. The 3G license was only issued in 2009, and Huawei actually recruited 5,000 people in 2000 when it recruited college graduates to make reserves for the 3G strategy, accounting for 1 3 of Huawei's number at that time. From 2000 to 2009, after more than eight years of accumulation, Huawei finally waited for the 3G service and surpassed many competitors in one fell swoop to become the industry leader. Since 2019, Huawei has invested heavily in the introduction of young technology geniuses through the "Talented Youth" program, which has also prepared for the development of new fields in the next 5 to 10 years.
Make the best use of your talents, use them for me, and manage them flexibly.
"Profit, humanity, and efficiency" are the soul of all Huawei's management. Managers who don't understand people's psychology can't manage well. After the system and mechanism come out, it is necessary to see whether the system and mechanism have moved the employees, and if they are not impressed, the system and mechanism are just a decoration.
For a while, Huawei's overseas employees were reluctant to eat, and the food subsidy was directly paid to their salaries, and everyone wanted to save more money to come back and buy a house, but many employees had physical problems. After discovering this situation, Ren Zhengfei ordered the human resources department to rectify and revise the relevant policies, no matter how much employees eat, the company will make up for half, eat more to make up more, and eat less to make up for less. As a result, everyone picked a good meal, some people laughed and talked about it, many employees ate "fatty liver", and employees were homesick when they were full, and they were more energetic to work. Later, the company's food subsidy was reduced. This story briefly illustrates that after understanding interests, humanity and efficiency, managers can develop a reasonable mechanism to move people's hearts and achieve a win-win situation for both the enterprise and employees.
Efficiency: Natural selection.
The natural world is natural selection, and enterprises are the same as the natural world. As an organ of society, an enterprise is an organization of efficiency, not an organization of fairness.
The responsibility of the enterprise is not to pursue fairness, but to pursue efficiency, and excessive pursuit of fairness is prone to problems, which is caused by the social division of labor.
Enterprises rely on efficiency to meet interests and humanity. Businesses can't deliver results without efficiency, and true efficiency isn't about saving money, it's about growing. Relying on reducing personnel to increase efficiency is the biggest mistake of enterprise management.
The essence of talent development is the development of career. "Capable people are basically not loyal, and loyal people are basically not able to do it", and retaining people does not depend on loyalty, but on organizational efficiency.
Understanding and respecting humanity.
It is impossible to effectively motivate and mobilize people by basing the company's value on the assumption that "there is no self-interest, but only for the benefit of others". The first motivation for employees to work is to meet the needs of individuals and families to improve their standard of living.
Truly effective incentives are those with a deep understanding of the essence of human nature. A good management system must be a system that can benefit the vast majority of people, and a system that cannot help everyone obtain benefits is a failure.
People talk a lot about "employing people without suspicion, suspecting people without suspicion", this rule is sometimes wrong in the enterprise, and the essence of human nature is deviated. Huawei acknowledges the premise of "distrust" and "suspicion", and then simultaneously empowers and restricts the system, and makes it transparent. Everyone at Huawei has the power given by the system, and can fully use the power in their hands to obtain results and realize value, but they will not exceed the norms, because Huawei has a strong supervision system.
Regardless of race or creed, human nature is the same, and all cultures are built on the basis of human nature, but the forms of cultural expression are different.
Benefit. Enterprise management should open up the chain of interests, so the mechanism of enterprise management is the mechanism of interests. At Huawei, value creation, value evaluation, and value distribution are the benefit mechanisms. Which of these three values is the most important?Huawei's answer is that the primary goal should always be value creation. Making a cake is far more important than a cake, and dividing the cake is also about making the cake bigger.
Managers have an important responsibility to guide employees to see the greater good, because everyone sees the benefits differently, and if the pattern of employees is small, the benefits they see are smaller. Managers need to help employees see greater opportunities and achieve greater benefits.
Managers drive subordinates to work, don't talk about big truths, don't talk about feelings, generally just need to let what he does be consistent with his personal interests, and it will come naturally. Managers should do a good job in guiding the concept and improving the awareness of employees, which is not only conducive to the progress of employees, but also ultimately makes the enterprise profitable.
The logical framework of Huawei's human resource management can be summarized as "1 core and 3 values", "1 core" is based on strivers, and "3 values" are value creation, value evaluation, and value distribution.
Value creation. In value creation, it is a common misconception to set goals based on internal resource capabilities and conditions, rather than based on external markets and opportunities.
There are two main elements to value creation: one is labor and the other is capital. Either capital hires labor, or labor hires capital, whoever hires is the means, and the stronger party is the employer, and the common purpose of both sides is to make the cake bigger. There are three types of value creators: the first type of value creators are laborers;The second type of value creator is a knowledge contributor, such as a person who reduces costs by 10 yuan through process improvement, which is a knowledge contributor;The third type of value creator is entrepreneurs. The difference between entrepreneurs and ordinary people is the pursuit of uncertainty, because uncertainty is the best of profit. In fact, uncertainty is risk, and the job of the entrepreneur is to manage the risk so as to obtain high profits. The entrepreneur sees the opportunity in the future and directs the team to work there. Visionary entrepreneurs will also lay out the market and ability at the same time, when the market and ability can match the opportunity, the opportunity and the ability to meet, that is, the so-called seize the opportunity.
Value evaluation. Good value evaluation has one characteristic: it is the evaluation of the results, not the evaluation process;It is to evaluate value creation, not value consumption.
The result is used for assessment, the process is used for correction, the result reflects value creation, and the process is value consumption.
Only evaluating the process without evaluating the results is to encourage employees to spend more money.
The starting point of value evaluation is the value proposition of the department, which is the original intention of the establishment of the department, that is, what it is responsible for in the value chain, and finding the value proposition of the department, which is the way of thinking that starts with the end in mind.
The positioning of the functional department is the efficiency center, the business unit pays the efficiency center, and the efficiency center creates a good platform for the company to improve the business ability, which is the value of the efficiency center. The organization established under this principle is a process-oriented organization. The core value of functional departments is resource development and ensuring resource value-added.
Value distribution. Figuratively speaking, the value distribution is the "accelerator", and when you step on the accelerator and push the back feeling out, this value distribution is right. If the accelerator is pressed and the car does not accelerate, it means that there is a problem with the distribution of value. Value distribution leads to the charge and the sustainable development of the enterprise. It must be a mistake not to focus on the distribution of value that is "charge-oriented".
There are three common value allocation errors:
The first is the distribution according to the length of service. In fact, the contribution of those who have worked longer to the enterprise in the later period is diminishing, and Huawei does not have seniority wages.
The second is to distribute according to academic qualifications and cognitive level. Academic qualifications are only the embodiment of personal learning and Xi ability, and do not necessarily bring value to the enterprise.
The third is the general wage survey。Huawei stresses "not letting Lei Feng suffer" and "filling up the locomotive", and capable people will definitely be promoted and raised, and the salary increase is very fast, which is Huawei's characteristic.
The process is very comfortable, the result is uncomfortable" and "the process is very hard, the result is very comfortable", many people will still choose the latter, value distribution is to guide to make a big cake and create value.
Force out a hole. The object of performance management.
The objects of performance management are divided into processes, departments, roles, and positions. The performance management of processes and departments is collectively referred to as organizational performance management. The process is also an organization, a cross-departmental team. Individual performance management is geared towards roles in the process as well as positions within the department.
Organizational performance management.
The "k" in KPI means "key", and there are generally about three KPIs, and no more than five. Many companies have too many KPIs, and it is basic common sense that the more goals, the more dispersed, and the weaker the capital.
To improve efficiency, management needs to ask for time from the critical path and resources from the non-critical path. Enterprises should use market mechanisms to put KPIs to the essence of the KPI, and the fewer KPIs, the better.
The "P" in KPI means "performance", and orders are not performance. When the order is signed, the performance has not yet been generated, so the bonus cannot be cashed out after signing the framework contract.
The orientation of organizational performance appraisal is to drive strategic synergy and achieve annual business objectives, the object is the person in charge of the organization and process who directly bears strategic responsibility, the cycle is the annual appraisal, the tool is the balanced scorecard, the requirement is to conduct third-party evaluation, and the application is to be able to generate bonus packages and adjust managers.
Organizational assessment is equivalent to picking up watermelons, and individual assessment is equivalent to picking up sesame seeds.
Personal performance management.
The orientation of individual performance appraisal is to lead the job role to fulfill the responsibility, the object is to assume the specific role of the manager and employees (target responsibility system employees), the cycle is annual evaluation, semi-annual review, the tool is "personal business commitment" (PBC), the requirement is the superior or the relevant surrounding superior supervisor to collect the evaluation basis, the application is bonus incentives and post adjustment. Individual performance appraisal is an appraisal, and there is a part of the test and a part of the evaluation. The appraisal tool PBC has a commitment to results, as well as a commitment to key initiatives, which are mostly applied within the department. How much money someone should take, and whether they should be promoted or demoted, is determined by individual performance.
PBC, a personal performance management tool, has many requirements, but the goal of the assessment must be simple. If you have done a good job or have done it routinely, you don't need to be assessed. The content that needs to be assessed must be very important to the organization, and it is something that employees need to improve. Therefore, Huawei picks out some points of great concern from PBC for assessment.
For individual evaluations, some of them are assessments, and some of them are evaluations, and the parts that are not included in the assessment are evaluations, but they must be within the scope of the responsibilities of the person being evaluated.
Personal KPI settings should not be made into matryoshka dolls. Because this indicator is invalid. (There is a case of designing KPIs for drug sales chain enterprises, involving salesmen, store managers, regional managers, regional managers in charge of dozens of pharmacies, and the original profit indicators are assessed - gross profit, which is the KPI setting method like a matryoshka doll, and the gross profit is broken down layer by layer from top to bottom, and the manager only needs to "force debts".) ）
Common problems with performance management.
The first problem is that there is no business input when doing performance management, and it is very risky to do performance management without strategic planning and annual business plan. Performance management should be done around the company's strategy and customer needs.
The second problem is the assessment of process indicators, not outcome indicators.
The third problem is that the assessment of functional departments does not directly lead to the company's commercial success, and the strategic business pressure is not passed on. Functional departments often only assess the basic work, such as the evaluation of training coverage.
Fourth, companies place more emphasis on individual performance than on teamwork.
Fifthly, the design of the performance programme is not integrated with the development plan of the business unit. The pattern of different markets is different, and if the assessment standards are the same, then this kind of assessment is not at all.
The sixth problem is that the performance goals of the department and the performance goals of the company are fighting with each other, and there are only performance goals, and there is no path to achieve them.
The seventh problem is that the department does not have a mechanism for generating bonuses, and in some companies, employees do not know the bonus rules until the end of the year.
Eighth, the performance appraisal scheme cannot identify the strivers and give them sufficient incentives, and the bonus distribution scheme emphasizes fairness rather than efficiency, and cannot fill the locomotive with oil.
"Profit out of a hole" is that the income should come from a unified **, so that the behavior of employees can tend to the goals of the enterprise. This idea originally came from Guan Zi, and one of his ideas for governing the country was to "make a hole out of profit." In the modern social market economy environment, people's ways to obtain benefits are diversified, but this diversified ways of profit also greatly reduce the sense of responsibility and engagement of employees to fight for the organization.
Since its inception, Huawei has always had a rule: the income of the management and backbone can only be based on Huawei's salary, incentives, benefits, etc., and there should be no other income. The management and backbone layers cannot be the best at the management level, which is Huawei's discipline.
Motivation-oriented. Huawei's organizational incentives begin by identifying various motivational elements, including:Labor, knowledge, entrepreneurs, capital.
The incentive method for labor is standardized, including wages, bonuses, etc., and this standardized method is more used to motivate workers on the production line. The assessment is also an absolute assessment, and the return of employees is also very clear, the more you work, the more you get.
Knowledge provides solutions and services through innovation, and incentives for knowledge can take the form of wages, bonuses, and development opportunities.
The allotment incentive method is applicable to "entrepreneurs" within Huawei. Entrepreneurs at Huawei are mainly a group of people with entrepreneurial spirit, Huawei has 80,000 employees who hold shares, this is a group of people with entrepreneurial spirit, in addition to salaries, bonuses, and long-term rights incentives of the company.
After the allotment is successful, the shares become capital, and the owners of the shares also enjoy capital gains.
In terms of incentives, Huawei has a good balance between labor, knowledge, entrepreneurs, and capital. Wage incentives are a rigid incentive. Bonus incentives should be quick to pay. Long-term incentives can build a business community. Non-material incentives are to set up certain awards, medals or honorary titles to motivate recognized employees, especially those who cannot be directly motivated by the results of the contribution behavior, so as to meet the spiritual needs of employees.
The way to motivate is the way the company builds relationships with its employees.The structure of the total compensation package.The characteristics of the salary are:, which reflects the market value of job responsibilities and contributions, and belongs to rigid operating costs and health care factors.
Salary adjustment is the incentiveAt this time, the relationship between employees and enterprises is a value transaction.
The features of the bonus are:, incentives for short-term contributions beyond responsibility and organizational expectations, directly linked to economic output, and the "bonus culture" that needs to be established within the organization should be to earn bonuses rather than share them. When earning bonuses, there is a value-sharing relationship between employees and the company.
The characteristics of the long-term contribution reward are:Encourage employees to contribute to the company's long-term business results and share the benefits brought by long-term business results with the company, at this time, there is a community of interests between employees and the company.
The characteristics of equity incentives are:, Stimulate the entrepreneurial spirit of key employees, employees share operating income according to the proportion of invested funds, bear business risks, and the enterprise is a business community. Equity incentives allow employees to truly see the company as a part of their lives. Identifying these people and allocating them shares can take them far.
We need to make it clear that salaries, bonuses, long-term contribution awards, and equity incentives are used in different places, in different ways, and for different purposes.
The compensation package includes a salary package, a bonus package, strategic inputs, and strategic subsidies.
The wage package solves the problem of how many people are assigned to each enterprise, department and business, and how much work is doneThe basis for the salary increase is that three people do the work of five people, and the company takes one person's salary, leaving one person's salary to be divided among the three people.
The bonus package solves the problem of value distribution, shares the value created by more, and encourages capable business units and individuals to spare no effort to play a role.
Strategic investment and strategic subsidies solve the problem of supporting strategic business, avoiding strategic imbalance, and ensuring balanced business development, both in the bowl, in the pot, and in the field.
Payroll packages enable control of the size of the organization. Huawei's organizational scale control is a flexible management mechanism, mainly self-management and self-restraint, and the size of the employee's performance determines the size of the salary package, which determines the number of people the company recruits.
Continuous, holistic motivation to ensure effectiveness.
People's desires do not increase all at once, but gradually increase as desires are satisfied, and Huawei's approach is to stimulate employees every quarter. At Huawei University, you can talk about anything, but you can't talk about Buddha, and when you talk about Buddha, employees have no desires and no desires, and employees can only manage if they have desires. When Huawei recruits new employees, it likes to recruit people who are "ambitious and destitute", who are bent on changing the fate of their families and hoping to achieve breakthroughs in their lives.
Many companies learn Xi Huawei's "wolf nature", but they often ignore one point: wolves travel thousands of miles to eat meat. Huawei feeds meat, but many companies feed bones, and in the end wolves become dogs.
Huawei's overall incentive effectiveness design, target incentives, and last-place elimination all revolve around "fear of losing". People will do their best when they have desires and fears, and the essence is that they are afraid of losing. If the incentive mechanism of the enterprise does not make employees afraid of losing, it is an ineffective incentive mechanism.
Clarify bonuses** and prize distribution.
In the end, the organization still has to divide the money among everyone, so it is necessary to figure out the bonus of each unit**. And to ensure that the majority of people can get the bonus, otherwise it is not conducive to the unity and progress of the organization.
The level of motivation and motivation of employees to work cannot be directly managed by entrepreneurs.
The right way is to deal with the uncertainty of personal motivation with the certainty of value distribution, especially in our diligent nation and this era of reform and opening up, enterprises should first build a good incentive system, and then talk about the concept and various advanced management tools.
Don't try to motivate employees to "pay for nothing" and "pay for nothing". Entrepreneurs should not use their own standards to demand ordinary employees, but should fully understand the needs of human nature and govern the company with reason.
Huawei's success is based on the right direction and a dynamic organization.
An organization that dares to motivate and will motivate must be full of vitality. "Don't let Lei Feng suffer" and "Striver-oriented" are not slogans, Huawei has systematically implemented them through certain methods. Huawei has clearly defined strivers, defined the best values, built a value evaluation and distribution system, and flexibly used a reasonable distribution mechanism that takes into account both short-term and long-term benefits to retain strivers.
While using this mechanism, it is necessary to ensure that "one hole is sharpened" and "one hole is forced" to maximize the effect of organizational incentives. Huawei's value system is based on recognition and acceptance of humanity.
Personally, human nature is selfish and profit-seeking, while organizations need efficiency, and a good value system must meet both human and organizational needs.