What is unique about Huawei's human resource management system?

Organizational foundation To establish a human resources system, we first face the organizational foundation. How to set up and manage human resources departments at all levels, and what kind of people to choose as human resources managers? Huawei's HR organizational foundation is very unique. The three key words are: Human Resources Committee, separation of administrative and business relations, and HR who understands business.

Human resources Committee. Huawei implements the Committee system, which is divided into five levels. The company level consists of president and vice president. The second-level committee consists of managers from the main decision-making levels of business departments, and so on, until the fifth-level committee consists of directors, deputy directors and business managers of business departments. The Committee is a decision-making and evaluation body, which implements the concept of justice and fairness through collective resolutions. The Committee allows everyone to make a voice, so it is fair; But as this story shows, it must also abide by another key principle of Huawei: learn from outstanding people and don't follow the crowd.

Separation of administrative and business relations. Huawei's human resources department is divided into multiple levels, from the full-featured human resources department at the company level to the cadre departments of various business divisions and functional departments. The relationship between human resources headquarters and human resources departments of various departments is "separation of administrative and business relations". The administrative subordination of cadre departments at all levels belongs to their respective business divisions or functional departments, and their individual performance appraisal, wages and bonuses are directly responsible by their respective departments, while their human resources business management is directly led by the human resources department of the headquarters. Under this management mode, HR at all levels are regarded as one of their own in the human resources headquarters, so that they can better integrate into the human resources headquarters, thus strengthening their sense of belonging. Otherwise, the HR department will regard the human resources work as the "above" requirement, and the work will be difficult to implement. Another reason is that the assessment indicators of different departments are different, which are determined by the human resources department within the department and can be more targeted.

HR who knows the business. What kind of people can do human resource management? First of all, the director of human resources should be the second-in-command of the system, that is, "taking charge of business with one hand and cadres with the other." Secondly, human resources personnel must understand the business and "sink" into the strategic decision-making process in order to become strategic partners of enterprises-in fact, the concept of "strategic partners", which is popular all over the country, was put forward by Professor Jianfeng of Peng Jianfeng when consulting Huawei a few years ago.

Human resources institutions. Huawei's human resource management system, on the basis of collective resolution, separates business from administration and business, which is simply four words: maintenance and retention. Useless pause? Indeed not, because these four functions are closely related and penetrate into all departments of human resources. They are intertwined, and it is difficult to discuss each function separately. For example, the word "selection" runs through recruitment, deployment, qualification standards and performance appraisal; The word "stay" ranges from new employee training, career design, salary and honor incentive, which is actually a recruitment strategy of "grabbing graduates" ... Huawei's human resource management system is not four words! ? However, as long as you really understand the various institutions of Huawei's human resources department, these four words are well understood. When human resources departments at all levels truly become strategic partners, various institutions begin to play their own functions. The human resources department at the company level includes four pillars: recruitment and deployment department, salary assessment department, qualification management department and employee training department, as well as honor department and personnel department. Every department has its own story. They were born to solve the problems in the process of Huawei's growth and played their respective roles in the landing of Huawei's corporate culture.

The source of fairness and efficiency-salary evaluation. Like many other fast-growing enterprises, the first challenge facing Huawei's human resource management is salary and assessment. ? Question 1: How to distribute the bonus of sales staff? ? During 1994, Huawei entered a period of rapid growth, but by the end of the year, it encountered the problem of bonus distribution. The reasons are as follows: Two salesmen were sent to Shanghai and Urumqi to promote an agricultural equipment. Urumqi was very successful, but only a few units were sold in Shanghai. According to the previous distribution policy, the more sales, the more bonuses. The salesman sent to Urumqi can get more than 200 thousand, while the salesman who goes to Shanghai can only get several thousand yuan. Is it fair? Obviously not. This phenomenon will seriously dampen the enthusiasm of salespeople. Huawei recognizes that sales performance is only one aspect of sales staff assessment, such as the difficulty of market development, customer satisfaction, employee efforts and channel construction. Should be an important criterion for assessment. Therefore, 1995 company hired an external consulting company to formulate a performance appraisal scheme, establish a performance-oriented appraisal system, and incorporate performance appraisal into daily management. Specifically:? (1) Take assessment as a management process, and the continuous "PDCA" process closely combines business work with assessment work; ? (2) The textual research of work performance focuses on the improvement of performance; The evaluation of work attitude and work ability focuses on long-term performance; ? (3) The company's strategic objectives and customer satisfaction are two basic starting points for establishing performance improvement evaluation index system. Determine the objectives of all departments of the company based on the decomposition of strategic objectives, and determine the objectives of each link and position of the process based on customer satisfaction? (4) Performance improvement evaluation objectives must be measurable and focused. The index level should be progressive and challenging. ? With this assessment mechanism, the distribution of bonuses naturally has a fair basis. Huawei's salary assessment department also operates in the form of two in one. ? Question two? How to adjust employees' salary? ? At 1996, the company's personnel scale was further expanded, and then a new problem appeared: how to adjust employees' salaries? ? Because there are not dozens of people when starting a business, it is impossible for the boss to be familiar with everyone's performance and sign the payroll! It is imperative to formulate a scientific and reasonable salary scheme system. At this time, the company specially set up a wage efficiency group composed of senior managers, which held more than a dozen meetings in three months, quarreling every time and getting nothing every time. Until 1998, Huawei found hay. ? HAY, an internationally renowned management consulting company, provides Huawei with a solution, namely, a salary system oriented by post value. The biggest feature of this salary system is to adhere to the principle of "separation of people and posts", that is, the three-factor evaluation method. Namely: knowledge and ability (input), problem solving (doing things) and responsibility (output). After such evaluation, the score calculated for each position is made into a position series table, so that it can be concluded which positions are parallel and which positions are overlapping, and parallel positions can be given equal pay for equal work. ? Under the most advanced value evaluation system in the world at that time, the distribution of wages was no longer based on personal natural factors and historical factors such as age, length of service and education, but on personal work execution ability and practical contribution. Employees' salary expenditure is no longer a simple labor cost, but an investment in human capital. Since then, the concept of separating people from posts and treating human input as investment rather than cost has become a valuable management principle of Huawei. ? Since 1996, with the rapid development of Huawei's human resources system, Huawei's salary management has gradually become prominent. The high salary strategy and employee stock ownership began. ? High salary strategy: an efficient means of entrepreneurial derivative? Working in Huawei marks "high income". In Huawei, as long as you graduate from undergraduate courses, the starting point of annual salary is 6.5438+10,000 yuan, which is the standard for recruiting fresh college students (higher in society). As for working for one or two years, it is easy to reach more than 200 thousand. After 2002, the internal shares were changed into options, and the income of new employees was less, but it was not difficult to reach the annual salary of 6.5438+0.5 million yuan. In Huawei, thousands of people earn more than 500 thousand a year; Others, although there is no annual salary of 6,543,800 yuan, most of them will not be less than 50,000 yuan. ? In essence, Huawei's high salary comes from the entrepreneurial spirit of the president. Article 69 of Huawei's Basic Law: "Huawei guarantees that the per capita annual income of employees is higher than the corresponding highest level of regional industries during the economic boom and the good stage of career development." A critic said: "Ren mastered a fundamental thing in the era of knowledge economy, that is, value sharing, and he should dare to share the value of wealth and career with others." ? High salary reflects Huawei's efficient way of employing people. Yang Donglong believes: "Enterprises should recruit people, not only their bodies and hands, but also their hearts and brains. What can I do? " ? It is money. "Work and life are inseparable. If employees are more worried about life, they will not be so absorbed in their work. Give him 3000 yuan, only 30%, give him 5000 yuan can really play 100%, or even 120%. Huawei's high salary makes people devote themselves to their work. ? In addition to paying wages, a considerable part of the personnel cost lies in the investment in management. No matter how much employees output, the management and communication costs will not change significantly. High salary has become the best way to tap the potential, while avoiding the loss caused by brain drain. Although Huawei people are also mobile, they often go out to start businesses and are rarely "dug"! ? 2 employee stock ownership plan: knowledge? Huawei implemented the employee stock ownership plan very early. A college student who just graduated with nothing can get equity after working in Huawei for one or two years. Apart from wages and bonuses, stock dividends account for a considerable proportion of employees' income. How to issue stocks is determined by many factors, such as position, quarterly performance, employee qualifications and so on. In Huawei's view, knowledge can generate great value of proliferation, allowing employees to gain capital through knowledge, which can greatly motivate and unite employees. This is the meaning of "knowledge departmentalism". ? 200 1 year ago, Huawei was in a period of rapid growth, and stocks played an extremely effective incentive role in Huawei's original salary structure. During this period, Huawei has a saying that 1+ 1+ 1, that is, wages, bonuses and stock dividends are equivalent in employee income. Among them, the stock is distributed at the price of one yuan per share according to the position, quarterly performance, qualifications and other factors after the employee has been employed for one year, and is generally purchased with the annual bonus of the employee. If the annual bonus of new employees is not enough to allocate shares, the company will lend money to employees, and employees are willing to borrow money. How do employees get these? With his knowledge and ability, in Huawei, "knowledge base" can be transformed into "capital". ? 3 performance appraisal: distinguish the advantages and disadvantages and make continuous improvement? High salary and equity make Huawei's salary have great advantages externally, but to ensure internal fairness, assessment is essential, which is one of the important determinants of salary. In the salary appraisal department, performance appraisal and salary management are integrated, and one of their beliefs is: "Never let Lei Feng suffer". ? Huawei's cultural assumption of learning from Lei Feng is that the core essence of Lei Feng's spirit is dedication, doing one's job well is dedication, and doing one's job well is Lei Feng's spirit. The performance appraisal and reward distribution system should ensure that this kind of effort can get a reasonable return. ? Another belief is: "Promote all employees to work hard through 5% backward factors". Those who run slowly will be eaten. Huawei people are not born wolves. Zhang Jianguo Jianguo, former vice president and human resources director of Huawei, said: "To turn a group of herbivores into a wolf organization, wolves must appear. Someone must have been eaten by a wolf! " ? In Huawei, the evaluation system is based on the following assumptions:>& gt Most Huawei employees are willing to be responsible, willing to cooperate, with strong self-esteem and strong desire for achievement. ? & gt& gt gold is not enough, and no one is perfect; People with outstanding advantages often have obvious shortcomings. ? & gt& gt Work attitude and ability should be reflected in the improvement of work performance. ? & gt& gt failure paved the way for success, but it is wrong to make the same mistake again. ? & gt& gt employees fail to meet the requirements of assessment standards, which is also the responsibility of managers. The achievements of employees are the achievements of managers. ? The assessment of employees and cadres is a routine assessment and evaluation of the work performance, work attitude and work ability of each employee and cadre according to clear objectives and requirements. The evaluation of work performance focuses on the improvement of performance, and should be detailed rather than coarse; The evaluation of work attitude and work ability focuses on long-term performance, and should be coarse rather than fine. ? The close relationship between assessment and salary does not mean that assessment only serves salary. Huawei's performance appraisal aims at improving performance. The supervisor should guide and check his subordinates before making an evaluation. Communication with subordinates is included in the assessment of supervisors at all levels. ? 4 Booster of employees' professional ability-Qualification Management Department? From 65438 to 0998, the first mission of post qualification management was to solve the secretary problem. 1998, the first person to realize the problem of employees' professionalism is the post of secretary. Huawei's secretaries are basically college graduates. At first she often wanted to get a high salary and say anything, so she became a secretary. After a few months, I felt that secretaries seemed to be handyman, so I didn't want to work-but their professional ability didn't actually improve. Later, the human resources department began to explore the secretary's qualifications: typing speed, meeting notice, stationery for meetings, meeting process management, method of taking meeting minutes, office information management, and process connection between departments. For example, making a phone call half an hour before the meeting, the professionalism is reflected in such details. After the qualification system was completed, the secretaries finally understood their development direction. Later, Huawei's secretary was the top three. Like computer management, document management and telephone processing, other units have to recruit three people to do it, and Huawei alone is enough. It saves wages, management expenses and working space, and is more efficient. ? After the problem of cheats was solved, the human resources department set up two qualification research groups, each with three people, and began to formulate the qualification system for other personnel. Twenty excellent salespeople were selected from all over the country, and the members of the research team went to various offices to eat and live with these excellent salespeople to see how they visited customers and negotiated, and finally formulated the qualification standards of one to five levels. Later, the post qualification management department was formally established. ? In order to let employees continuously improve their work ability and value and have a bigger and broader development space, the post qualification management department has designed a dual career development channel of management and professional technology. Employees can design feasible career development channels for themselves according to their own characteristics and business development, and gradually realize career development planning. ? Huawei, all six training centers belong to the post qualification management department. At first glance, it seems incredible, but in fact it is logical. The problem of ineffective training, which is a headache for many enterprises, is often due to the lack of qualification system, and it is impossible to know the gap between "existing" and "due". In Huawei, with the qualification system, the ability to upgrade from one level to the next level is clear at a glance, and the training is targeted. The qualification standard is driven by the training system, emphasizing the development function and truly solving the problem of employee career development. ? By 1999, Huawei's human resource management framework was basically formed, and the performance management system, salary distribution system and qualification evaluation system were interconnected to form a dynamic framework. ? The advantage of this standard is that Huawei's evaluation, treatment and position of employees are not necessarily related. After getting rid of nepotism, the position is just a simple symbol of doing things in the enterprise. In addition to the post-employment mechanism after the official bid, the employee promotion channel naturally opens. ? Matching of five people and positions-recruitment and deployment department? A large number of people come in and a large number of people go out, which is Huawei's characteristic-it seems that many companies rush to recruit and can't keep people. However, there is a fundamental difference between the two. Huawei's large number of people is the embodiment of the wolf pack policy of "concentrating superior forces to overwhelm opponents", and the specific recruitment process is very strict. ? Huawei pays attention to people's quality, potential, personality, education and experience in recruitment and employment. According to the principle of two-way selection, we will provide objective and equal commitments in the use, training and development of talents. The company has strict interview procedures. Applicants must be interviewed by the heads of the human resources department and business departments and approved by the CEO of the human resources department before they can formally join Huawei. In order to ensure the recruitment quality, the company established the quality model of the main positions, made the main qualities in the quality model clear at different levels, unified the assessment criteria of the interviewer, and improved the pertinence and accuracy of the interview examination. With standards, there must be people who can implement them. Huawei has established an "interviewer" management system to train all interviewers, and only those who are qualified can get the interview qualification. And the qualifications of interviewers will be reviewed every year, and those who fail the review will be disqualified. ? When talents come in, they will continue to flow, be able to go up and down and conquer all directions. Huawei's deployment is different from that of ordinary companies. It is often not to transfer the poor, but to "send" the best employees everywhere. ? An engineer of Huawei wrote in the article: "At first, we didn't understand why the company sent the best people to the countryside and went to the grassroots ... Later, we finally understood the pains of Ren Zong: only the best people can feel, learn and really understand the grassroots, and then they can really improve their work when they come back." Another employee said: "In just four years at Huawei, I have gained unimaginable rich experience, from research and development to marketing and service, which is completely impossible in other enterprises." Huawei's personnel deployment is committed to cultivating outstanding talents and stirring up the "precipitation layer". ? 6 Wolf Camp-Staff Training Center? In fact, the psychological contract of Huawei people began to form gradually from the first day they entered the company. ? The staff training center specializes in training new employees, mainly for fresh graduates. Huawei attaches great importance to campus recruitment, because fresh graduates have their own natural advantages: energetic, full of * *, easy to cultivate, and will soon become the backbone of the company. Huawei 1997 recruited 700 new graduates, 1998 recruited 2,000, 1999 recruited 4,000, and in 2000 recruited nearly 7,000. There is a legend circulating in the industry about the momentum of Huawei's "circle people". When Huawei went to a well-known university, it said such "madness": "All engineering graduate students want it, and the top ten undergraduate students want it." ? Huawei is famous for its "brainwashing". How can new employees from different places and schools who still retain the unruly personality of college students become Huawei people like a mold? ? The new freshmen began to receive training. First of all, they enter a brigade to receive comprehensive training, such as corporate culture and related systems and regulations education. The most important thing in this link is to teach everyone to be a man. Through the repeated appearances of ordinary employees and senior leaders, "let you know Huawei's philosophy and Huawei's lifestyle." Let employees become an upright and honest person, a person with great career. ? The next step is skills training. Being an introductory market training camp is not to teach sales skills, but to teach products. Even liberal arts students have to receive product technical training, from the communication principle to the factory visit. It is not enough to let new people know about technology, but also know what customers are thinking. Three months later, Huawei will send new people to the front line of "customer service" to work with customer service engineers locally. It will take another three months to transfer back to headquarters. ? After entering the second camp, the content was changed to market and customer service, watching movies and VCD, listening to the teacher's introduction repeatedly, and helping each other privately. They were arranged to go to the customer service exhibition hall to tell customers about the products. Later, different tests will be accepted according to different positions. ? In the whole training process, newcomers "eat and drink for free" for almost a year, that is, they learn. Huawei's investment in this training alone is considerable. But this step has helped Huawei's newcomers "brainwash". ? Some people don't agree with such brainwashing. However, if a person can become more upright and positive, if a person's dreams and glory can be rekindled, what's wrong with such brainwashing? ? Smart and capable personnel department? The overall staffing of Huawei's human resources department is equipped according to the ratio of 1%, and the total number of employees in the human resources department is more than 200. The personnel department is responsible for contract management, labor protection and handling of various certificates and cards. Perhaps for many enterprises, this is all personnel work. However, in Huawei, a company with more than 2,000 employees, it only takes four people to do these things! This shows that Huawei people are smart and capable. ? 8 continuous encouragement-honor department? Huawei's "wolf culture" is almost unknown in the industry. Learn from Lei Feng and pay attention to dedication; Team struggle, "raise a glass to celebrate if you win, and give your life to save if you lose"; Engaged in research and development, the bench should sit for ten years; As marketers, cadres collectively resigned. It is thrilling to say it, and even incredible to outsiders. How does this corporate culture take root? To a large extent, it depends on the "honor department", which specializes in three things: First, it often issues honorary awards. Every business field can declare, a certificate of merit, more than 200 yuan, seemingly inconspicuous. But in Huawei, a small award shows the admiration of the winners, and 200 yuan will become an all-night carnival for a group of food stall colleagues. ? The second is the report of advanced typical events. Ren Zheng Fei said in a speech: "What is Huawei's hero and who pushed Huawei forward? It's not one or two entrepreneurs who make history, but more than 70% of outstanding employees' interaction pushes Huawei forward. They are real heroes ... The hero is around us and gets along with us every day. There is something worth learning from him. " Typical reporting targets are often ordinary employees and ordinary Huawei heroes. ? Third, expert counseling. Which experts should be invited? A strongman in the industry? Psychiatrist? Career counselor? Not exactly. Huawei invited experts, universities or other units, and had little contact with the IT industry. The retired experts from Mianyang missile base and other places are very pure-minded and very willing to communicate with the younger generation. Old people are the wealth of mankind, and their years have turned into wisdom. The consultation of old experts always makes young Huawei people suddenly enlightened. ? 9 Legend of the Establishment of Human Resource Management System It is generally believed that an efficient salary incentive system and spiritual education that highly stimulates employees' fighting spirit are two magic weapons for Huawei to motivate employees. Looking at Huawei's human resources system, the qualification system clears the career development path, the scientific assessment method ensures the fairness of competition, the honor department keeps the morale of employees sustainable, and the personnel department provides efficient basic services. These are the prerequisites for these two magic weapons to take effect. Huawei's brilliant legend, human resource management system contributed. With the changes of social environment and internal environment, the profit rate of the industry has generally declined, which makes Huawei unable to keep the salary level much higher than that of competitors in the industry. The existence of the successor problem makes people doubt whether spiritual education can continue to play its role in the post-Zheng Fei era. So, can this banner that makes Huawei scold the mall continue to fly? Huawei still adheres to its human resource management system and strives to be in line with international standards, such as converting employee stocks into options in 2002. Even if the flag is blown down by the cold wind in winter, as long as the solid foundation is still there, as long as the excellent flag bearer can take over, I believe Huawei can write new legends.