What is Huawei's human resource management system?

Original editor: Lily| Figure: Network

To understand a company and human resource management system, we must first start with the organizational structure.

▼

Huawei's organizational structure

1, Huawei's organizational structure

Shareholders Committee

The shareholders' meeting is the highest authority of the company, consisting of the trade union and any two shareholders.

As a shareholder of the company, the trade union participates in the decision-making on major issues of the company, which is deliberated and decided by the employee representatives.

The workers' congress is composed of all workers' representatives, who exercise relevant rights on behalf of all workers. There are 5 1 employee representatives and 9 alternate employee representatives, who are elected by on-the-job employees for a term of 5 years. In 20 13, the employee representatives' congress held three meetings, listened to the report on the company's operation, consolidated financial situation and the work of the board of supervisors in 20 12, deliberated and adopted the proposal on the company's profit distribution, capital increase and by-election of directors and supervisors, and voted to by-elect the company's directors.

board of directors

The board of directors is the decision-making body of the company's strategy and management, which guides and supervises the overall business activities of the company and makes decisions on major issues in the strategy and management process.

The main duties of the board of directors are:

Decide on the company's major strategy, examine and approve the company's medium and long-term development plan, and supervise its implementation;

Provide comprehensive suggestions and opinions to the management on major issues arising in the company's business development, including major market changes and major crises;

Review the company's business operation rules, organizations and processes, and approve major organizational adjustments, business changes and process changes;

To examine and approve major financial policies, financial decisions and commercial transactions;

To examine and approve the company's operating results and financial results, and to approve financial reports;

Establish the company's monitoring mechanism and supervise it;

Establish the company's high-level governance structure and organize the optimization and implementation;

Select, evaluate and determine the remuneration of the CEO, and approve the appointment and remuneration of the company's senior managers;

To examine and approve human resources planning and major human resources policies at the company level.

County councils in the midwest and eastern States

According to the requirements of the Company Law of China, the company has set up a board of supervisors. The main duties of the board of supervisors include checking the financial and operating conditions of the company, supervising the performance of duties of directors and senior managers and standardizing the operation of the board of directors. Supervisors attend board meetings as nonvoting delegates. Members of the Board of Supervisors shall be elected by all staff representatives.

Independent auditor

Since 2000, Huawei has hired KPMG as an independent auditor.

KPMG has138,000 employees in 150 countries and branches in 140 countries or regions around the world. KPMG provides three main services, namely auditing, taxation and consulting.

The auditor's responsibility is to audit the annual financial statements, evaluate whether the financial statements are true and fair according to accounting standards and audit procedures, and express audit opinions on the financial statements.

The audit scope and annual audit report need to be reviewed by the audit committee. Any relationship or service that may affect the objectivity and independence of external auditors should be discussed with the audit Committee. In addition, the independent auditor discussed with the Audit Committee the possible problems and difficulties in the audit process and the support of the management.

Human resources management Committee

The Human Resources Committee, the Human Resources Committee and the Finance and Strategy Committee are at the same level, and the director of the Human Resources Committee is appointed. The company's people, talents and affairs exist in the form of three committees.

Responsibilities of Human Resource Management Committee (HRMC): HRMC is responsible for managing and supervising the decisions and activities of human resources at the company level, and providing support for business development; At the same time, provide suggestions to EMT on strategic issues in the field of human resources to support the company's growth and strategy. ?

Members of Human Resources Management Committee:

Director: President of Human Resources

Members: heads of human resources department, heads of major departments, heads of Huawei University and heads of cadre departments of major departments; According to the needs of specific topics, invite representatives of relevant business departments to participate. Secretariat: Human Resources Department?

Operation of Human Resources Management Committee: frequency of meetings: once every quarter, and special meetings can be held as needed.

Rotating CEO

The company implements the rotating CEO system under the leadership of the board of directors. During the rotating period, the rotating CEO is the highest responsible person for the company's operation and crisis management, and is responsible for the company's survival and development.

The rotating CEO is responsible for convening and presiding over meetings of the Standing Committee of the Board of Directors. In the process of daily business decision-making, inform the members of the board of directors and the members of the board of supervisors of their duties in a timely manner.

The rotating CEO is held by three vice-chairmen in turn, and the rotation period is 6 months.

Group functional platform

The functional platform of the Group is a platform that focuses on business support, service and supervision, provides timely, accurate and effective services for the front desk, and strengthens supervision while fully authorizing.

BG of Huawei

(BG is a business? Group, not a specific department, refers to a business group of Huawei )

Huawei has established an organizational structure based on customers, products and regions. All organizations create value for customers and are responsible for the effective growth of the company's financial performance, the improvement of market competitiveness and customer satisfaction.

Products and solutions

Products and solutions are organizations that provide ICT convergence solutions for operators and enterprise/industry customers. They are responsible for product planning, development and delivery, product competitiveness building, creating a better user experience and supporting business success.

Operator BG and enterprise BG

Operator BG and Enterprise BG are the management and support institutions of the company's solution marketing, sales and service for operator customers and enterprise/industry customers respectively, providing innovative, differentiated and leading solutions according to the business characteristics and operation rules of different customers, and continuously improving the company's industry competitiveness and customer satisfaction; Consumer BG is the company's end-to-end operating organization for end product users, and is responsible for business performance, risk, market competitiveness and customer satisfaction.

Consumer background

Consumer BG is one of Huawei's three core businesses. Its products cover mobile phones, personal computers and tablets, wearable devices, mobile broadband terminals and home terminals, and its scale will basically stabilize at around 1.8 million people in the next three years.

Consumer BG consists of Huawei's original Huawei terminal, Huawei Internet Business Department, Huawei Mobile App Store, Huawei Cloud Computing Terminal Design Department and HiSilicon Mobile Chip Department. Yu Chengdong is the CEO of Consumer BG.

From the organizational structure of consumer BG, we can roughly see several development directions of Huawei mobile phones.

① Further development of core technologies such as chips;

(2) The in-depth development of Internet business, such as the launch of new product applications such as Huawei Mall, Huawei Network Disk and Everyday Browser.

③ Mobile phone development of cloud computing;

(4) constructing the benefit chain of mobile phone application store;

⑤ Centralized customization and development of operating system.

Cloud business unit

In 20 17, Huawei established cloud BU. Cloud BU is a business unit of end-to-end management in the cloud service industry, which is responsible for building the competitiveness, customer satisfaction and business success of cloud services.

Huawei's basic organizational framework is the matrix business division system, or more precisely, it is a matrix organization, but this matrix organization has the characteristics of a typical business division system in the composition dimension. Why do you say that? The main reasons are as follows:

① Huawei's BG boundary is obvious, and its essence is internal occupational differentiation, thus forming business organizations with different dimensions.

② Huawei's BG is an internal profit center in both product lines and regional blocks, which endows the core system of business division system.

(3) What kind of hierarchical platform Huawei establishes actually constitutes the functions of authorization, control, supervision, service and support for the business units above the platform.

(4) Organizational assessment follows the responsibility result orientation, tends to result assessment, and simplifies the process. Attach importance to BG's own income-generating ability, while emphasizing business collaboration.

Regional organizations (regional departments, representative offices)

The regional organization is the regional operation center of the company, which is responsible for the construction and effective utilization of various resources and capabilities in the region and the landing of the company's strategy in its jurisdiction. The company continues to optimize regional organizations, increase and speed up the authorization of front-line organizations, and gradually delegate the command and on-site decision-making power to representative offices. At present, "representative office signing" has been tried out in some countries to further improve efficiency and respond to customer needs faster. While establishing closer ties and partnerships with customers to help customers achieve business success, regional organizations further support the healthy, sustainable and effective growth of the company.

Organizational structure of globalization

It has set up 22 regional departments and more than 100 branches overseas, which is closer to customers, listens to customers' needs and responds quickly. Huawei has set up 17 research institutes in the United States, Germany, Sweden, Russian, Indian and China, and the research focus and direction of each R&D center are different. Adopt the international global synchronous R&D system, gather global technology, experience and talents to carry out product research and development, so that the technology of products can be synchronized with the world as soon as they are listed. Huawei has also set up 36 training centers around the world to train local technicians and vigorously promote the localization of employees.

Prediction of Huawei's future organizational structure

Huawei is a large-scale electronic product company, with the division system as its main organizational structure. At the same time, the organizational structure of Huawei can also be regarded as a matrix structure, but it will not be a stable matrix structure. When the structural network shrinks, it will overlap, which means that Huawei should streamline departments, posts and personnel; When it expands, the network will be opened, and departments, posts and personnel will increase. In this process, the process will remain relatively stable.

Huawei, which implements the division system, has greatly improved its management. Because of the division system, unified management, independent operation and independent accounting are implemented for the production and restricted sales of products. Therefore, the enthusiasm and initiative of employees are greatly mobilized.

2. Huawei's three pillars of human resources

HR should be a solution integrator.

① Understanding business requirements: accurately understand business requirements and pain points, actively identify requirements and problems by using tools such as organizational diagnosis, and transform business requirements into HR requirements.

① Formulate solutions: integrate the professional methods and tools of COE, organize to formulate concise and applicable HR solutions that meet the company's core values and business needs, and reach an agreement with the management team.

(2) Organization and implementation: Organize business directors, COE, SSC and other related roles. , formulate the implementation plan and implement it; Measure the implementation effect of the solution in time, and make optimization and adjustment as needed.

(3) Summary and review (reflect &; Review): Summarize the curing experience; Provide business input for COE to formulate policies, processes and programs, and solidify experience into processes.

postscript

This article is a class note arranged after class. The speaker is Alex Zhang Zhang Hongyu, the current dean of the Business School of Excellence. Huawei 13 years working experience, during which he served as the president of Huawei European College for 6 years, responsible for the training of Huawei customers and employees.

Click "Read the original" to see more exciting content?