Huawei's talent strategy

Huawei's talent strategy is very famous. Do you know what this is? Come and have a look with me!

(Ren) I have said many times in the company before that Huawei will enter a mature stage in the first few years of the next century (2 1 century). This is a once-in-a-century opportunity, and we may challenge big foreign companies and occupy the international market. But if you don't seek a good solution and try a little, the next century will be a disaster! I believe that hope must be in you, and Huawei will have hope in the next century. Hope is pinned on all Huawei employees.

1, Huawei's door is always open.

In 2003, Huawei Xi 'an Research Institute recruited only two people, but there were more than 200 applicants. Watching those girls answer questions nervously and seriously, Liu Yanling, a Huawei employee, felt that his job was hard-won, so he should cherish it and work hard.

When Huawei was famous in the domestic and international markets, it attracted all kinds of talents. Being a member of Huawei is the dream of many college graduates. Huawei has opened its doors to all kinds of talents. This year, Huawei began large-scale recruitment. Hold a large job fair in Beijing to recruit R&D and marketing personnel. In Chengdu, Nanjing, Shenzhen, Hefei, Xiamen and other cities, a total of more than/kloc-0,000 people were recruited, covering dozens of positions such as technology research and development, technology marketing, finance, international business lawyer and human resources.

May 65438+May 2004, Huawei held a job fair in Dongguan. Dongguan is also an important production base of communication electronic products in the Pearl River Delta, and Nokia's mobile phone production base is also in Dongguan. On May 22nd, Huawei held an on-site job fair in Huizhou, and listed thousands of vacant positions at one time, most of which were related to the design and manufacture of mobile phones. Huizhou is also an important information industry base in the Pearl River Delta, and most of these talents are concentrated in TCL. At this time, a research and development project of TCL is at a critical juncture, and R&D personnel are racing against time to catch up. TCL Mobile Company suddenly organized the main technical and management backbone of Huizhou headquarters and all R&D personnel to go to Nankun Mountain, which is about150km away from Huizhou. TCL is deliberately avoiding the fierce Huawei. Huawei sends a strong signal to many local potential job seekers: Huawei's door is always open to them. Are you online? Talent strategy? In fact, Huawei is absolutely unambiguous. While many domestic enterprises are still thinking about whether to give their employees a salary of tens of dollars, Huawei has offered a high salary several times that of ordinary enterprises. Stockpiling? A large number of outstanding graduates from key universities have been trained.

Ren Zheng Fei's philosophy is: everything can be lacking, and talents can't be lacking; Everything can be less, and talents can't be less; Everything can be argued, and people can't help arguing.

Ren believes that Huawei's most valuable asset is talent, followed by product technology and customer resources. As long as we have a group of talents who are constantly improving and growing, Huawei will certainly be able to make any technology and capture any customers.

2. Potential is more important than experience.

The development potential of talents is the most important. Many enterprises attach great importance to the work experience of candidates when recruiting employees, and the requirements for working years can often be seen in the recruitment brochure. In the recruitment process, Huawei values the quality, potential, personality and education of employees most, followed by experience. Huawei is different. When Huawei invites an employee to join us, we must first look at his growth potential. Huawei's team is not only academic qualifications, but also experience and development potential. Huawei believes that a developable talent is not only a customer or a technology, but a creative talent can bring more customers to the company. We would rather sacrifice a customer or a technology for the growth of a talent.

199 1 year, Hu Hongwei, who graduated from China University of Science and Technology, successfully passed the recruitment examination and became a full-time employee of Huawei. He is a 3 1 employee of Huawei. Successfully entered Huawei, but Hu Hongwei was still a little uneasy. He studied precision instruments in China University of Science and Technology, while Huawei mainly made communication products. He worked in Huawei, and his major was obviously wrong. However, professional problems did not become an obstacle to Hu Hongwei's promotion. Hu Hongwei started at the grassroots level and joined Huawei C& as a technician and assistant engineer. After the development of C08 digital program-controlled exchange, he successively served as the chief of product trial production, the chief of planning and dispatching, the director of warehouse department and the manager of production department. In less than four years, due to his outstanding ability, Hu Hongwei was promoted to general manager of manufacturing department and general manager of planning department, and was appointed as vice president of Huawei from 65438 to 0995. This is a typical interpretation of Huawei's experience and potential in employing people.

Many companies only trust the ability of old employees, but are very uneasy about new employees and dare not delegate important tasks. Huawei's approach is different. There is a saying in Huawei's marketing department: There are no customers who can't communicate, and there is no market that can't enter. ? In order to train new employees, Huawei once sent some new employees who just graduated from school and have no social experience, especially no market development experience, to do marketing. The purpose is to cultivate the courage and ability of new employees to explore new ways. This strategy of Huawei has enabled a large number of new employees to get exercise in practice, and batches of new employees have matured in tempering and become experienced old employees. In this way, the overall ability of Huawei employees is getting stronger and stronger, and the comprehensive quality is getting higher and higher, avoiding the polarization between new and old employees.

China has not yet established a perfect external talent market, and the talents needed by Huawei cannot be completely solved in the market. Due to the inexperience of new employees, the entry ability of graduates is still very weak, and the potential needs to be discovered and cultivated through training. Huawei attaches great importance to employee training and spends a lot of money on employee training every year. The replacement cycle of information technology is too fast, and old employees should constantly charge.

It is claimed that Huawei's salary is very high. In fact, Huawei's salary standard is only the best 80% in China. In addition to the relatively high salary, Huawei's most attractive place is a good training system. After 2000, Huawei spent hundreds of millions of yuan on new employee training every year. Huawei has established many employee training bases in Shenzhen headquarters, the whole country and even overseas. This concept of paying special attention to employee training has attracted a large number of talents, including employees of many foreign-funded enterprises, and made those who just want to make money reluctant to come to Huawei, while those who want to do something are very enthusiastic to come to Huawei. Huawei has a general training principle that employees train each other, which has formed a system. Huawei has also established an ideological tutor training system, and the Party branch of Academia Sinica has established an ideological tutor system based on party member to guide new employees. As required, employees who have not served as ideological instructors shall not be promoted to administrative cadres, and those who cannot continue to serve as instructors shall not be promoted again. A good system for training successors should be solidified.

3. Evaluate employees according to their contributions.

Evaluating employees by contribution rather than knowledge is the objective basis of fairness and justice of enterprise value evaluation system and value distribution system.

Schools and enterprises are two different institutions. Academic achievements and academic qualifications are the important basis for schools to evaluate students, but enterprises are not. Huawei evaluates students according to their employees' contributions. Training new employees, only those who pass the training can take up their posts, otherwise they can only continue training or be eliminated. Having knowledge and education does not mean having the ability to work. Only through training, you can master the corresponding technical tools, product structure and industry standards, have Huawei's corporate culture characteristics and meet Huawei's requirements, and then you can formally work. After officially taking up the post, the salary of employees is determined according to their contribution to the company. At this time, Huawei will no longer consider the employee's pre-employment education, academic performance or business performance, but only what he can do at Huawei. No matter how highly educated and knowledgeable you are, you can't contribute to Huawei, and you can't get the corresponding evaluation. If an employee is knowledgeable, has been studying for a long time and is good at learning, but can't make corresponding contributions, he can only be dismissed by Huawei. After entering Huawei, academic qualifications and qualifications automatically disappear, and all cadres are assessed and identified according to their actual abilities and responsibilities. Huawei pays by contribution and pays by responsibility. Huawei implements the elimination system internally, and the annual elimination rate of employees is around 5%. Huawei employees who formally join the company must face the elimination mechanism. Because Huawei is also facing market elimination, Huawei requires employees to adapt to the company's elimination system.

Ren warned Huawei's new employees: Don't be eager for quick success, don't do everything yourself, be down-to-earth, concentrate on breaking through a certain field and become an expert in a certain field. You want to know everything and do everything, which means that you are not proficient in anything and everything is a beginner to you. Try to get involved, and you will naturally have interest. It is necessary to train a group of cadres who are diligent, thoughtful and have real hands-on ability and management ability. More opportunities than down-to-earth workers. Who are the employees of Huawei? Open system? . Good at absorbing other people's experience, good at cooperating with others, relying on the foundation provided by others, and making rapid progress. If employees are very closed and selfish, afraid that their efforts will not be paid reasonably, afraid that they will suffer a little loss, and expect Huawei's assessment to be very accurate, it will take a long time to adapt to Huawei's working environment. Huawei is also a big school. It is a big school that really transforms, cultivates and cultivates people, but the training purposes and methods are different.

Ren pointed out that new employees must find their own shortcomings and make continuous progress in practice. Practice is the basis of improving one's level. It fully tests your shortcomings. Only by exposure can you make progress. Practice, practice again, only after practice, be good at summing up with theory, will there be a leap. There is a famous saying that companies without records will go bankrupt sooner or later. How sharp. What is the future of a company that is not good at summing up, and so are individuals? Ren Zheng Fei promoted talents in an eclectic way. A director of the research department of * *, who led more than 500 people, was a graduate of Huazhong University of Science and Technology at the age of 25. Ren Zheng Fei said. I'm still young, so I can't be at a loss. If something goes wrong, I'll change it if I find a reminder. ?

4. The value-added of human capital is better than that of financial capital.

Ren knows that it takes decades of theoretical and basic exploration to really train a group of people. Huawei has no choice but to train a large number of outstanding talents for a long time. He said: the growth of human capital is greater than the growth of financial capital. The pursuit of talent is more than the pursuit of capital. Only with talents can we create value and drive the rapid growth of capital.

The frequency of knowledge updating is accelerating. If we don't add new knowledge in time, human capital will depreciate, let alone increase in value.

According to a survey by the National Research Council of the United States, half of workers' skills will become useless within three to five years, while the previous skill elimination period was seven to 14 years. Especially in engineering, less than14 of what you learned after graduation in 10 can still be used. Therefore, what students pay attention to in school is not learning specific knowledge, but learning how to learn. Learn * *? . After leaving the campus, learning * * has also become a necessary choice anytime and anywhere. Many Americans have lived in and out of school for decades. The rules of the game of survival of the fittest will always be effective. Huawei's primary responsibility is to survive and develop in the increasingly competitive IT industry. Not being dragged down by too lazy sheep or too fat sheep is the first condition? .

The author of Building a Learning Organization clearly points out that the current economic characteristics are high-tech and knowledge-based economy. As an enterprise, especially a telecom enterprise, it is necessary to establish a learning organization, so that everyone can be strict with themselves and improve themselves in the learning environment and learning atmosphere.

Huawei's basic law stipulates that we emphasize that the goal of human capital appreciation takes precedence over the goal of financial capital appreciation. The appreciation of human capital depends not on hype, but on organized learning.

Ren regards the sustainable development of human resources as an important condition for sustainable development and has been committed to building Huawei into a learning organization.

Ren said: employees have the right not to learn * *, and companies also have the right not to use it when selecting cadres.

It is the consistent policy of Huawei's human resources to recruit outstanding talents and eliminate the precipitation layer at the same time. For employees, if they don't study, they won't get promotion opportunities; For cadres, no matter how high their positions are or how rich their experience is, they can't sleep on their credit books. If they don't study and make progress, they will be laid off.

Ren told Huawei people that learning * * is anytime and anywhere, and it is never too late. An old employee of Huawei was a college student in the 1960s. He didn't learn English at that time, so he has always been? English blindness? . Since 1999, in order to adapt to the company's overseas expansion, employees have attended English training classes at their own expense and studied in the same room with a group of young people in their twenties from ABC. The old man is not embarrassed at all. When he first came on stage to speak loudly and fluently in English, he had a great sense of accomplishment. Huawei called on employees to learn from this diligent and studious old employee. In Huawei, it is the historical mission of managers at all levels to sum up experiences and lessons, promote training and guide employees' progress. Ren emphasized learning * *, and at the same time stressed that learning * * should not be a mere formality, but should be applied.

Great achievements come from small progress.

Ren advocates hard study and diligent study? Do it. Oppose aiming too high and pursuing unrealistic goals. Want to release employees? Do it. It is necessary to overcome the situation of poor skills and be a person who makes a difference in his own work. When Yang Yugang 1998 first entered Huawei, it just happened to catch up with Huawei's advocacy? Doctors go to the countryside and go down to the production line to practice and exercise? As a doctor, he naturally goes to the production workshop. After the real * *, Yang Yugang was assigned to the position of electromagnetic components. As an open doctor majoring in power electronics, he thinks it is natural to do projects, and he wants to make big projects. As a result, he was asked to make electromagnetic components. Little things? . Yang Yugang has a feeling of not being reused and buried. In his view, the work of electromagnetic components has neither a sense of accomplishment nor a development prospect, and only a small part of the professional knowledge learned can be used. It's really called killing a chicken with an ox knife. Out of obedience to the leader's assignment, Yang Yugang crustily skin of head and barely worked on electromagnetic components. Ordinary? Business. Later work experience and experience made him realize that although electromagnetic components are small, they are very knowledgeable.

Shortly after Yang Yugang arrived at the post of electromagnetic components, Huawei's power products were unstable because of some electromagnetic components failures, and they were frequently in a hurry in the market, which once caused system paralysis in some places. As a result, Huawei lost a large number of orders and suffered huge economic losses. Under the severe situation, the leader of R&D department handed over the responsibility of solving the fault of electromagnetic components to Yang Yugang. At that time, Yang Yugang didn't know much about the company's products and had no experience in designing electromagnetic components. Only with the support and help of engineering leaders and colleagues, after repeated failures, the design ideas gradually became clear.

After 60 days' fighting day and night, Yang Yugang and others have tackled the hard bone of electromagnetic components, which has reduced the market failure rate of electromagnetic components to zero and saved the cost 165438+ 10,000 yuan every year. In the next two years, all Huawei's power supply systems adopted this electromagnetic component, and there was no fault again.

This made Yang Yugang realize that although the electromagnetic components are small, there is a lot of knowledge in them. The development of the company is endless, and the research of electromagnetic components is endless. To do great things, we should start with small things first, otherwise, on the road of growth and development, we will cook raw rice into mature rice. He found that it was right for the leader to let him do small things at first, and it was right for him to stick to it.

But many Huawei people often just want to do big things at first, but look down on small things. The result is that small things are unwilling to do, and big things are not done well. In the end, everyone can only be helpless and panic in front of these small things. You can also make extraordinary achievements in ordinary posts. Besides basic quality, the key depends on your attitude and way of doing things.

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