· Wen Wang Zhibing, former change expert of Huawei's Management Engineering Department, founder of Max Consulting and Shenzhen UBM Sinoexpo
Enterprise empowerment is by no means as simple as doing a few trainings and holding a few cadre training courses. It is a complex systems engineering:It includes not only the identification and update of the company's strategy and talent concept, but also the construction of the company's ability management system, the construction of the training system that is compatible with the ability system, and of course, the system operation, employee ability improvement, cadre empowerment and other activities. ”
Wang Zhibing, founder of Merred Management Consulting.
The establishment of employee competence system is often the precursor of a series of changes, and enterprises through similar projects (development channels, qualifications, value management, competence systems, etc.) are clear about how the company identifies and cultivates people, establishes a sound talent team and employee echelon, and prepares the company for future change and development of organization and human resources. Many first-class enterprises are generally accompanied by a series of management changes in their development process, the first of which is to start from the construction of the company's ability system. First of all, I would like to start with Huawei, which began its series of transformation journeys, and it was from the experience of the UK NVQ that Huawei established Huawei's qualification system.
The National Vocational Recognition System (NVQ) has long been known for cultivating and providing a steady stream of administrative experts for the rise and colonial expansion of Britain throughout history, so the famous writer Naipaul said that one of the most valuable things left by British colonial expansion for the colony was the professional civil service. Therefore, when Huawei decided to develop the capacity building of its employees, it first chose the United Kingdom as the benchmark for learning.
In 1997, Sun Yafang was invited by the British Ministry of Culture to visit the British vocational certification system in the United Kingdom, and then started the employee development channel, qualifications, and ability training system within Huawei, starting with the secretary qualifications, and comprehensively implemented the employee development channel, job qualifications, and ability training system on the basis of a professional workforce, starting with the IBM IT S&P project in '98, and comprehensively started Huawei's continuous and uninterrupted transformation process. If Huawei does not have a well-developed employee capability system and a well-trained and professional team, how can it continue to carry out in-depth changes in the process of rapid business development? (Ren Zhengfei said.)"Change tires at high speeds".
Huawei's qualifications are not equal to qualifications, and the actual work ability of employees must be examined. The qualification system clarifies the requirements of each position, which is conducive to improving the quality of employees, motivating employees to learn a variety of skills, and improving work efficiency. The establishment of a qualification system can enable:"Love a line, do a line"Implementation, so that employees can choose the job, but the premise is to meet the job requirements, which is conducive to employees to form a correct understanding of themselves, but also clear the direction of their efforts, to find a suitable job. It is very important and beneficial for employees to work in positions that suit them, both for the company and for individuals. In this way, the overall work efficiency of the company can be improved and the waste of human resources can be reduced.
Huawei Qualification Standards
Huawei** Manager Qualification Standards include process execution and internal optimization
1. Process implementation: Combined with the actual situation of the department, learn and understand the process used with relevant personnel, monitor the implementation of the process in a timely manner, and ensure that the business processes related to the department are correctly implemented.
2. Internal optimization: timely evaluation of the operation of the process, the corresponding implementation rules should be formulated with relevant personnel in combination with the actual situation of the department, and the problems existing in the process should be reported to the supervisor and relevant departments in a timely manner, in order to carry out reasonable optimization.
Huawei's Level 4 Manager Qualification Standards include organization and process construction and peripheral coordination
1. Organizational process construction: correctly handle the contradiction between formulating processes and discovering exceptions, pay attention to the balanced development of the organization, and promote the construction of the management system through the establishment, operation and optimization of a virtuous cycle of business processes.
2. Peripheral coordination: focus on the interests of the company, establish an overall concept, strengthen departmental communication, and actively coordinate with the surrounding areas to achieve work goals.
In summary, Huawei's contribution to the transformation through the guidance of job qualification standards and the debriefing of middle and senior cadres ensures that cadres and employees at all levels actively participate in Huawei's continuous reform and improvement. Huawei's case is not their own unique choice, but in fact represents the typical aspirations of quite a few companies. After Huawei, in my consulting career, when we often contacted customers, we wanted to introduce Huawei's integrated product development (IPD) or chain management experience to customers, but in the process of communication, entrepreneurs often told us that their enterprises are now short board in personnel management and employee development. I communicated with them and found that starting with the construction of employee capacity system and the empowerment of all employees, it is a better choice to carry out the first step of work (the first project).
In my consulting career of nearly 20 years, I have done some consulting cases such as Tencent, Bosera**, China Telecom, China Mobile, Collix, Silan Microelectronics, etc., all of which have taken the construction of employee capability system and full empowerment as the first step. Later, I found that the reason for this situation is that the construction of the empowerment system is often the least resistance to the enterprise to open the door to change, the fastest effect, and the greatest impact on subsequent changes, so the empowerment system is the most suitable as the key to open the door to enterprise change
It is said that it has the least resistance to change, because it is an addition to the enterprise, and almost everyone in the enterprise can find their own value from the construction of this kind of system. As mentioned above, at different stages of enterprise development, companies are facing different capacity rifts to cross, and enterprise management has different needs for employee capabilities at different stages, so through the construction of the empowerment system, it is an inevitable demand for the development of the company's stage to realize the needs of the management and the enterprise for the development of employee capabilities, and the management's needs and support for the construction of the empowerment system are obvious. Within the enterprise, salary and development is a concern for almost all employees, there is no enterprise that has established an empowerment system, the employee development path is single, and there is almost only one way to develop (including salary increase and career path promotion), which is not conducive to the diversified development of employees (for example, some technical personnel like to do technology, and do not want to engage in management), and it is not conducive to encouraging employees to do professional work on the professional road, so when we implement the construction of the empowerment system, the expectations and participation of employees at all levels are quite high. For example, when we implemented the all-staff development channel construction project for Tencent, all employees and managers were very willing to participate in the project work and looked forward to the implementation of the project results, because a considerable number of Tencent's IT technicians were unwilling to engage in management. In addition, as a project in the enterprise to promote and implement the department, the enterprise human resources department is the most valuable work is to do employee development, organizational development and capacity building, which is a key step to enhance the value of human resources and realize the transformation from transactional to strategic, so almost every company's human resources have a "dream" of organizational and employee development. The combination of the three can be described as "time, place, and people", so the choice of enterprise change starts from the empowerment of all employees, and the resistance must be the least!
It is said that it is effective quickly, because this system is relatively not extensive, and after the establishment of a point, the completion of job planning, development channel design, personal IDP development, ability planning, ability certification, training and then the establishment of relevant courses and training methods, the entire company's employee management is like entering a completely different context and cycle from before. All employees immediately feel a huge difference from the previous one, and feel the pull and impact of the new system. How to combine some short-term empowerment projects, such as Tencent's "Flying Dragon Plan" and "Qianlong Plan", and Huawei's "Manager Turnaround", can quickly improve the capabilities of the target objects. Therefore, after the implementation of the empowerment system, the changes and ability improvement of employees within the company can be truly felt by the company's leaders, managers at all levels and employees, so it is said that it has quick results.
In addition, the construction of the empowerment system has a great impact on the subsequent change. Empowerment is not just about cultivating the abilities that employees are interested in or want to strengthen, the company is not a university, and it is not about employees learning what they want to learn. The construction of the company's empowerment system must focus on the needs of the enterprise in order to meet the development of the enterprise. Therefore, when establishing an empowerment system, enterprises must use the ability system to guide the company's employees to improve in the direction of the company's needs from the perspective of strategy and continuous change. Therefore, when we establish an empowerment system for many enterprises, we will add changes or organizational sharing content to the employee capability model and standards, requiring middle and senior employees to assume the responsibility for process and organizational change, initiate change, support change, and implement change success; Employees are required to take responsibility for process construction, etc. Through these systematic designs, employees will gradually see that future change is part of their job and the only way to move up the ranks. Otherwise, the future transformation and business improvement of the enterprise will lack suitable soil, and the difficulty of promoting it will be greatly increased.
Why is the support of cadres and employees so high during Huawei's transformation process? In addition to Ren Zhengfei's resolute support, the qualification system introduced by Huawei in 97 years has taken the process management and change responsibilities of cadres as standard requirements, and all Huawei cadres need to do more shared work reports on changes, so that all Huawei cadres can embrace change.
For example, I once implemented a case of a technical personnel qualification project of a chip company, and by joining the organization to contribute, I led the construction of employee participants, processes and cases. Organizational training includes: guiding and cultivating low-level employees, summarizing and sharing knowledge and experience, and contributing to the standardization of processes and systems. Among them, T2 requires "participating in the design and output of at least a certain process system and related forms (formulation or revision) in a certain field", T3 requires "leading others or independently to complete the design of a certain process system in a certain field and outputs results", T4 requires "leading the design and output of multiple cross-departmental process systems and outputting results", and T5 requires "initiating and designing multiple company-level end-to-end process (top-level process design) systems and outputting results".
By embedding requirements for future process construction in competency standards, employees are guided to actively participate in future process construction and create the most favorable environment for change. For enterprises that are about to implement enterprise reform and management improvement in the future, they may wish to start with the full empowerment system first, and then start the enterprise transformation process step by step after the enterprise is fully prepared for human resources and capacity building!
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