How to evaluate Huawei's human resource management and the corresponding salary strategy?

Huawei's human resources system is most successful in three aspects, one is human resources reserve, the other is long-term motivation of personnel, and the third is the establishment and implementation of a strong and excellent corporate culture.

1, 1999, Huawei offered an undergraduate salary of 4,000 yuan, including meals and 800 yuan, which should be better than most enterprises. For us who spent 300 yuan a month at school at that time, it was a great temptation. Around 200 1, the company started the so-called large-scale recruitment, and the related majors of excellent universities even appeared a one-pot phenomenon. The competition of talents is essentially the first and most fundamental link of enterprise competition.

2. Long-term incentives for personnel. At present, Huawei's middle-level annual income is more than one million. I think it must be in thousands. A large part of income comes from long-term equity incentives. Huawei has a very "exciting" option incentive plan, which once paid dividends of more than 3 yuan per share. These long-term incentives have retained a large number of talents for Huawei.

3. Huawei's corporate culture is an important support for the above two points, especially when a company recruits thousands of undergraduates a year, it must have a strong corporate culture to influence, standardize and train the behavior of these newcomers in the workplace. Eating too much is not a skill, but digesting it is:) In fact, there is no large-scale recruitment and large-scale elimination in Huawei's policy. In the past ten years, the number of Huawei personnel has increased by 10 times, and everyone trained is very valuable.

Organizational basis

To establish a human resource system, the first problem is 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, "business first, cadres second." Secondly, human resources personnel must understand the business, and must "sink" into the strategic decision-making process before they can become strategic partners of enterprises-in fact, the concept of "strategic partners", which is popular all over the country, was put forward by Professor Peng Jianfeng Jianfeng when consulting Huawei several years ago.

Human resources organization

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 —— Evaluation and Compensation Department

Like many other fast-growing enterprises, the first challenge facing Huawei's human resource management is salary and assessment.

High salary strategy: an effective means derived from entrepreneurship

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"!

Employee stock ownership plan: a knowledge-based theory

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".

Performance appraisal: distinguish 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. There must be someone who has been eaten by the wolf! "

At Huawei, the evaluation system is based on the following assumptions:

& gt& gt The vast majority of 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.

The Booster of Staff's 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 professionalization of employees is the secretary position. 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 secretary problem 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 qualification management department. It seems incredible at first glance, but it is actually 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, from one level to the next, the ability to be improved 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 between people and posts-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 can formally join Huawei only after being interviewed by the heads of human resources department and business department and approved by the president of human resources department of the company. In order to ensure the quality of recruitment, the company established the quality model of the main positions, defined the main qualities in the quality model in different levels, unified the assessment standards of interviewers, and improved the pertinence and accuracy of interview assessment. 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. Moreover, every year, the interviewer will be qualified, and those who fail to pass the examination 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.

A Huawei engineer wrote in the article: "At first, we didn't understand why the company sent the best people to the countryside and 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".

Wolf training camp-employees 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, passionate and 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.

During the whole training process, newcomers "eat and drink for free" for almost a year, which is learning. 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?