What are Huawei's human resource management strategies?

Huawei's human resource management strategy mainly includes five systems: position value system, performance management system, post qualification system, quality model system and labor attitude evaluation system.

1. Position value system: Huawei uses three tables designed by HayGroup to objectively evaluate the ability requirements, risks and responsibilities of each position under normal circumstances, and each position corresponds to a level, thus establishing a 25-level salary structure system and realizing the relative fairness of value distribution within the company.

Second, the performance management system: mainly divided into two parts: performance and behavior. The performance part refers to KPI indicators, emphasizing performance appraisal; The behavior part mainly refers to what employees need to do and improve at each stage, emphasizing the ability evaluation, which is now Huawei's value evaluation system. How to divide wages, bonuses, equity, etc. Rely on this system to provide the foundation.

Third, post qualification system: competency-based salary (or functional salary system, as opposed to post salary system, annual salary system and annual salary system), and its assessment tool is post qualification system. Huawei professionals are generally divided into six levels, the lowest level and the highest level. Every profession has corresponding professional qualification standards, and each level corresponds to a set of skill structure. There are about four to six skill structures in a profession.

Fourth, quality model system: qualification system and quality model are two concepts. The qualification system is more about the requirements of daily work behavior, such as how an excellent salesperson should collect information, communicate with customers and conduct project public relations. The emphasis is on various skills. The quality model pays more attention to the intrinsic characteristics of talents, such as individual sense of accomplishment and influence. These characteristics are often not cultivated, but selected. Therefore, Huawei uses the qualification system more in promotion, but it will use the quality model more in recruitment.

5. Work attitude evaluation system: A work attitude evaluation form will be issued at the end of each year. There are about dozens of questions on the form, all of which are very detailed and trivial, such as "Did you take the company paper home" or "Did you make personal calls during work hours". This is an evaluation form for ordinary employees, and the requirements for management are stricter. For example, there will be such a question, "Can you sacrifice your personal interests for the overall interests of the company?" Everyone fills in this form by themselves, and no one will supervise whether you fill in the real answer. The main purpose is to let everyone check themselves in the process of filling in the form. In fact, this is a process of transmitting information, strengthening ideas and making the company's unified culture and values deeply rooted in people's hearts.