Huawei's "Five Quality Evaluation Models"

Since 2006, Huawei has introduced five characteristics of leading talents in group interviews, namely initiative, conceptual thinking, influence, achievement orientation and tenacity. These five qualities are the real password of Huawei's talent genes.

Initiative means that people put more energy into their work, are good at discovering and creating new opportunities, predict the possibility of things happening in advance and take actions, so as to improve their work performance, avoid problems or create new opportunities.

This kind of initiative is not only a simple positive action, but also emphasizes the need for results and foresight, which should produce good results.

For example, Mr. Ren once said in an interview with foreign media that Huawei not only did 5G well, but also did microwave well. Together, these two are the best Huawei in the world. The success of Huawei's microwave product development is created by active third-level talents.

The birth of Huawei's microwave products has such a history: in the early years, the president thought that microwave was of little use and proposed to cut off the microwave product line. But Peng Zhiping, president of the microwave product line, thought it was a good product according to his sense of smell in the market, and secretly squeezed dozens of people out of his human budget to develop microwave products.

Two years later, it was found in the African market that it was unrealistic to bury optical fiber, the cost of building a base station was too high, and microwave was the lowest cost communication tool.

When President Ren regretted it, Peng Zhiping said, President Ren, no problem, our microwave products can be delivered. This story reflects the proactive ability of third-level talents to plan ahead.

To sum up, every promotion is a leap from zero-level lack of initiative to one-level initiative, to two-level active thinking and quick action, and finally to three-level preparation. Huawei's employment standard is at least initiative level 2, which means that only those who can think positively and act quickly will be hired by the company.

A really smart person is good at structured thinking.

We often say that we should look for smart people, so what's the difference between being smart and not being smart?

In fact, the most important thing is conceptual thinking, in other words, the way of thinking.

This is a big thinking structure, which requires comprehensive judgment based on limited information. People who can do this kind of structured thinking are smart people.

For example, I am a cook, and I can cook. At the same time, I can also manage people by cooking. Some people who do marketing also do well in cross-border human resources and are competent in finance, because the deep rules behind each position are the same. More powerful people can even easily switch between different industries. This is not because they are geniuses, but because they have mastered the fundamental law of the development of things and made an analogy.

Lao Tzu once said in the Tao Te Ching that "governing a big country is like cooking a little fresh food", which means that governing a big country is actually the same as cooking a pot of food.

For another example, in Huawei, from 65438 to 0997, Li Yinan led the development of Huawei's wireless products. At that time, Huawei had to switch from fixed network to wireless product development, without any technology accumulation. Li Yinan has established a huge Huawei wireless product development system by referring to the product manuals of similar foreign products. Li Yinan can create such a miracle because he can grasp the deep laws of things with simple words.

Influence refers to the ability to exert influence, and it is the ability to try to persuade, persuade, influence others, leave an impression, and let others support their own views.

Influence is actually a field between people. This field is a natural resource composed of a person's charm and a way of communication between people.

The difficulty of influence is that subjectively we want others to accept our views, but objectively we have no right to impose our wishes on others.

He will make a lot of preparations and tell others what it will be like. For example, laws and regulations are determined in this way, and the laws of nature and everything are the same, so what I said is right.

But sometimes we will encounter a situation called "a scholar meets a scholar, which makes no sense." What should I do if I meet something unreasonable? We will find that this reasonable person can't convince those unreasonable people, or that unreasonable people don't understand those "truths" at all.

We often say that someone has a high emotional intelligence and talks nonsense when they meet people. For example, when he talks to you about his family, he is actually reasoning with you and trying to influence you. He won't say "I want to make your money" directly, but from your point of view, ask if you want to be healthy and happy.

So what do you do? This is not what I want you to do, but what you need to do. This is the change of communication position, and he can think and express from the perspective of others.

The siege of Wei to save Zhao is a typical example. Actually, I wanted an A, but I didn't say an A. I told the story of B. Finally, I got an A through B. This is the ability only a master can have, which is a level higher than empathy.

Zero-level people cannot influence others; First-class people convince others with simple reasons; Second-class people can empathize with each other and have high emotional intelligence; People of the third level have a kind of wisdom. I don't want you to do anything, but you must listen to me. This is the potential that future leaders should have.

Why are some children student cadres in schools? Such a child is likely to have a natural leadership potential and will be a leader in the future. Many enterprises will give priority to candidates who have been student cadres when recruiting people, which is reasonable.

It should be noted here that the influence of leaders on subordinates is not influence.

The influence of leaders on subordinates is actually the authoritative influence caused by the unequal status of each other, and it cannot prove the level of a person's influence. Even if a person has no right to ask you to do anything, you are willing to listen to him. It's called influence.

The result of influence is recognition.

Achievement orientation refers to the desire to complete a task or pursue Excellence in work.

In other words, a person's position on himself is whether he is rich or not and whether he is willing to engage in challenging work. People with high achievement orientation will strongly demonstrate their abilities in their work and constantly set standards for themselves.

This is what we often say.

Many managers often complain that many performance management methods are used, but they can't make an employee improve his enthusiasm. On the contrary, they have to spend a lot of energy staring at his work.

Such people are achievement-oriented zero-level people. Treat people who are content with the status quo, set higher goals for them and promise them higher returns. He won't be tempted, because he thinks an annual salary of 300,000 is good, and he doesn't want to bear the pressure of an annual salary of 654.38+00,000.

Performance management has been introduced into China for many years, but few domestic enterprises have successfully practiced it. The fundamental reason is that there are few people who are achievement-oriented, have craftsman spirit and pursue better. There are too many people who are content with the status quo, and it is difficult for performance management to play its role.

Achievement-oriented people naturally like to do their work better and meet the standards set by their superiors, so performance management can give full play to this process.

Some paranoid people even say that the goal you set is not good, and I want to fight for a better goal I designed. Such a person doesn't need you to drive, he will be self-driven and constantly pursue progress. People who can reach this level are already scarce.

People with three-level achievement orientation naturally prefer high risk. So you don't need to bet on whether a person will succeed in the future, but you can judge whether he has the possibility of entrepreneurial success by observing whether his achievement orientation reaches level 3.

Yu Chengdong was appointed to be responsible for the daily management of 20 1 1 Huawei Terminal Company. At that time, the revenue of Huawei Terminal Company was only120 billion, and the mobile phone products were customized by operators, with no brand and average quality. Faced with this situation, he resolutely decided to break his arm to survive and announced that he would no longer be an OEM operator and want to be his own brand.

It takes a lot of risks, so to speak, it's a gamble. Only with this adventurous spirit can we dare to make drastic reforms and firmly grasp the market demand.

Therefore, he can not only play well in the internet field where everyone can play, but also play his advantage in the black technology field that Internet marketing companies represented by Xiaomi can't play. Finally, under his leadership, the consumer business has been promoted to an amazing height. His achievement orientation reached the third level.

Resilience means that you can overcome your own difficulties and strive to achieve your goals under difficult or unfavorable conditions; In the face of hostility from others, I can remain calm and stable and endure this pressure.

Smart people are often not tough enough, and tough enough people are often not motivated enough, but ultimately successful people don't have to be extremely smart, but they must be able to persist.

Therefore, tenacity is the foundation of success. A person can succeed only by persistence, and it is impossible to succeed without experiencing difficulties and tempering.

A person is smart, has a strong achievement orientation and strong conceptual thinking, but if he can't stand even a little frustration, then I'm sorry, this person can't achieve anything at all.

A tough person can work as hard as an old ox, but he can't be responsible for the result, and he may not be able to do things well.

This often happens in sales management. Good customer resources are occupied by some old employees, and newcomers can only be assigned to some poor customer resources or no customer resources. In the long run, the whole resource will harden. Huawei has encountered similar problems in its history.

During 1996, Sun Yafang, then the chairman of Huawei, was responsible for planning the resignation of marketing cadres in that year, which was a highlight in the history of Huawei cadres. By letting all cadres resign and re-selecting talents, the company aims to break the standard system and build a corporate culture of "where talents are needed, there will be talent development".

Cadres flow according to the development of the company and are no longer stuck in their own land. It can be seen that the resilience of the person in charge of planning this activity has reached the third level, because she has solved the contradiction that sales cadres have been tying customers for a long time, and new talents can't share good customer resources in a constructive way.

Toughness is actually the thickness of life.

Where is the difficulty? In the eyes of tough people, the difficulty is daily life.

In the process of challenging difficulties, they feel not pain, but joy of self-transcendence. However, in the eyes of people with zero resilience, difficulties are obstacles that cannot be crossed. This is the difference in resilience between people.

Evaluating talents with five qualities

Let's analyze the internal logic of Huawei's five qualities of knowing people:

These five qualities, tempered repeatedly, constitute the qualities that leaders need: being active, smart, having a strong field to influence others, having lofty aspirations, and persisting in the face of challenges.

So, how to evaluate talents with these five qualities? The following are the corresponding three categories of talent classification standards:

If one of the five qualities is zero, it is not a talent, because a certain quality is zero, which shows that this person has obvious defects in this respect, and it is difficult to make up for it, and it is difficult to undertake the heavy responsibility of enterprise leaders.

If enterprises make great efforts to cultivate, the result is likely to be that people are not cultivated, and enterprises spend a lot of resources not to mention it, which may also bring great risks to their operations.

Therefore, people with zero quality are often useless.

The five qualities that need to be achieved are not zero. Such people have no obvious shortcomings, but they have no obvious advantages. They are suitable for specific implementation work and can do their jobs well according to the requirements of the company.

Many technical backbones and professional experts belong to this category. It is difficult for them to build a tall building, but they can always do things well in their own fields, and they are also talents.

It is required to reach the second grade in toughness. Compared with executive talents, their greatest feature is that they can complete and output satisfactory results no matter what tasks are given to them.

Therefore, people who stick to the rules are suitable for the daily management and operation of mature businesses, and are good at suppressing beaten mountains and rivers and developing slowly, steadily and gradually.

This kind of talent is suitable for most mature management positions.

All five qualities need to reach at least level 2, and such talents are very scarce. As the name implies, pioneering talents are suitable for pioneering and innovative work, such as the development of new businesses and the breakthrough of new markets.

They are good at discovering laws, seizing opportunities, looking for breakthroughs in unknown fields, and achieving breakthroughs from 0 to 1, which is suitable for the role of leaders.

Such people are often smart and active, and often lack patience for repetitive and unchanging work, so they may not do as well as those who stick to routine and operational work.

I (former Huawei's senior human resource management expert and responsible for global talent recruitment) have evaluated the five qualities of nearly 65,438+0,800 middle and senior cadres in 65,438+08 enterprises since I founded the strategy and human resource consulting company in 2065,438+07. Judging from the evaluation results, only nine people can achieve five qualities above level 2.

So it is still difficult to find high-level talents.

For different talents, according to their different characteristics, give full play to the value of talents and give full play to their talents, which is the greatest value of the application of the five qualities.

Who can use it? Where is it used? Who wouldn't use the hope that these five quality assessments can help you?

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