Struggler-oriented performance incentive

"Learn from China and Grow China" Training Camp-

? Struggler-oriented performance incentive

A tour guide? language

Huawei's road to success is full of hardships and great risks. For many people, it is almost impossible for a private enterprise without any background to undertake huge development investment and attract and retain outstanding talents with its own weak funds. Huawei's success is not accidental, but the result of too many factors. With this struggler-oriented organization, performance and incentive mechanism, Huawei has established the unity of interests, gathered a large number of outstanding talents, tempered a large number of wolf-like combat teams, expanded its territory and achieved today.

At the marketing meeting of 20 16, Mr. Ren, the founder of Huawei, specially proposed that the objectives and responsibilities of supervisors at all levels should be clear, and the assessment mechanism based on responsibility results should make the internal mechanism simple, the atmosphere decent and more brave customers. The result of responsibility orientation will inevitably lead to the emergence of outstanding cadres and the disappearance of catering style. So, how does Huawei decode "responsibility result orientation" into performance appraisal of each position? This actual combat camp will systematically reveal Huawei's thinking and practice on value creation, value evaluation and value distribution.

? Curriculum value

1. Solve the misunderstandings and problems of enterprise organizational performance management;

2. Systematically study the concept and practice of Huawei's value chain management;

3. Master the method of efficient cooperation between organizational performance and personal performance management;

4. Establish a competitive and dynamic organization through organizational performance and incentive mechanism;

5. Really promote enterprise value creation through value evaluation and value distribution;

First, the training camp learning outline:

The first part: the marketing system with the iron triangle as the core.

? First, the enlightenment of the transformation of the US military's global combat mode

First, Huawei organization and its value creation

? 1, Huawei organization and organizational strength

2. What kind of organization should we establish?

3. Huawei's value chain management concept.

Second, the management practice of Huawei's value evaluation

1, the orientation and principles of Huawei's value evaluation

2. Huawei performance management system: organizational performance and personal performance management.

3. Implement strategic goals into organizational goals and personal goals.

4. What are the new challenges and changing directions of Huawei's performance management?

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? Third, Huawei's value distribution and incentive management practices

1, the orientation and principle of Huawei's value distribution

2. The object and form of Huawei's value distribution.

3. Huawei's salary management and bonus sharing system for each business unit.

4. Team bonus package generation and individual bonus distribution.

5. Huawei's long-term incentives and non-material incentives: employee virtual restricted stock plan.

Fourthly, Huawei's practice of improving organizational effectiveness.

? 1. Huawei's salary and treatment, flexible management and control mechanism, and self-restraint mechanism of organizational scale.

2. What kind of growth model do we need?

Second, the lecturer profile:

Huawei 1997 joined Huawei. He used to be the director of Huawei's wireless product line cadre department, the director of recruitment and deployment department of human resources department, and a member of the company's strategic planning team (CPMT). From 20 16 to now, he is currently the consultant of the cadre department of the Human Resources Committee of Huawei Company and the gold medal lecturer of Huawei University.

He has taught, discussed and counseled in more than 50 enterprises such as Hainengda, Ding Xin Communication, PinZhong Da, Geely Group, Xiangyu Group, Dong 'e Ejiao, Blu-ray Development, 360 Enterprise Insurance, Chen Da Venture Capital, Guolian Aquatic Products, Blue Moon, Golden Mantis, Xibei, Yili, Changke Co., Ltd. and Changchuan Technology, and the operating conditions of the counseling enterprises have been significantly improved. ?

Fourth, the system curriculum

Verb (abbreviation of verb) registration details

Course modules: 7 modules, 2 days/class hour, * * * 14 days, and the course modules can be freely selected according to the needs of enterprises.

Teaching place: classes are held in Hangzhou, with rolling classes every month.

Learning expenses: the market price of a single course is 9,800 yuan/class/person, and the limited-time preferential price is 6,800 yuan/class/person (expenses include training fees, information fees, tea breaks, invoice fees, conference fees, excluding accommodation and transportation fees during the study period).

Registration method: Teacher Guo 15906502436 (WeChat with the same number)

? Teacher Xie 13957859563 (WeChat with the same number)

? Teacher Ye 15267857045 (WeChat with the same number)

Application for registration:

1. Application method: contact the learning consultant to fill out an application form and affix the official seal of the company.

2. Admission: Only those who pass the qualification examination can be admitted.

3. Pay the tuition fee (the admitted students should pay all the fees within the specified time before the class starts).

Intransitive verbs look back.