Competitive metal shop fabrication made in China
At present, Huawei is a Chinese company that has successfully gone global. As a benchmark for many companies, Huawei’s talent selection has always been a place that people learn and admire. Let’s take a look at Ren Zhengfei’s ten points of view on “selecting talents” How does Huawei achieve fixed posts, responsibilities, numbers, and staff? Competitive metal shop fabrication made in China
- Select cadres from among those with successful practical experience
Among Huawei’s appointments, the highest standard for appointment of cadres is practice. Huawei emphasizes the need to select and train people with successful experience and oppose empty talk on paper. Successful experience means that managers have certain methodology and leadership skills. After training, these managers can easily absorb the company’s management methods.
Committed to improving the vitality of the organization, the biggest crisis for Huawei in the future is the inertia of the cadres and employees. The goal of internal rationalization is to stimulate the vitality of the organization and allow the team to charge and grow; strong generals must be sent from the army, prime ministers must be selected from the state and county, and cadres must have successful practical experience. Competitive metal shop fabrication made in China
- First select cadres from successful teams
Huawei’s cadres are all selected from successful teams. Emphasis on the selection of reserve cadres among employees who are brave and good at fighting and not afraid of hard work, but it does not mean that generals will naturally be born in Shangganling, and it means that we reject the qualities that leaders must possess. If you don’t sweep a house, how can you sweep the world? If you can’t lead a small team by yourself, how can you lead a big team? Huawei does not judge heroes by success or failure, but refers to the overall situation. For grassroots cadres, within the scope of their duties, they cannot be affirmed if they cannot succeed with the team. - Select cadres from a global perspective
The management cadres that the company needs are people who have deep experience in the market and a wide cultural background. How to understand a wide cultural background is a hodgepodge, and they understand a little bit of everything. To become a senior cadre, one must have a broad cultural background. The necessary circulation of cadres is a good opportunity to learn about broad culture. This is very important, it is very meaningful, and it is the cultivation and care of everyone.
Huawei’s basic strategy is to bring in a batch of low-cost smart people by introducing a small number of high-cost smart people. The sensible people recruited must use their experience and methods to lead their own team. Huawei’s own young people are actually very intelligent and enthusiastic, but they have no experience and no way. They can do well if they are guided by someone who understands them. Let promising employees go to suitable management and expert positions. Competitive metal shop fabrication made in China
- Government cadres must go overseas for exercise
The cadres of the government must go overseas for training, and they must stay abroad for a long time to complete the work of the entire project. We must try our best to streamline the organization under the condition of effective monitoring. Under the same conditions, the fewer government cadres the better, and of course there must be no less. Therefore, we must unswervingly send some government officials to positions that directly generate value-added.
It must be costly for people who do not understand war to command war. The cadres of the headquarters must have successful practical experience in the business they serve, and have the spirit and ability to serve quickly, accurately, and hard-working. The staff of the agency must also have practical experience in service business.
- Horse racing culture, the selection of cadres should focus on actual performance, competition to select the best
In Huawei’s talent management, a fair competition mechanism is an important part of talent allocation. In the selection of talents, we must pay attention to actual performance and compete for the best. If you can’t do your job well, you can’t do your more important work. It is the Maxima that is pulled out for the race, and the top 25% who run the fastest are left to the relevant departments to inspect their quality. The relevant departments can choose whomever they choose, but they must choose among the fastest horses.
Huawei’s culture is a horse racing culture. In the selection of the professional business backbone of the regional department, give “little horses” some opportunities. Of course, including the expert team for stock maintenance of representative offices, it can also be generated through horse racing. Competitive metal shop fabrication made in China
- Cultivate a large group of warriors who dare to land on the beach
Huawei’s employees are assigned responsibilities. In the ever-changing and upgrading system, the responsibilities and responsibilities of talent cadres continue to deepen, and the requirements for talents are also deeper. It is necessary to cultivate a large group of warriors who dare to land on the beach, and these people will continue to activate Huawei’s organization and cadre system. Although the beachhead team does not undertake the task of in-depth development. But after the cadres grow up, they will also become fighters who develop in depth.
Landing on the beach is a warrior, but whether the warrior can develop into a general in depth, it is necessary to train 25% of the selected warriors. After the training, they will be screened, and one-third of the 25% will be selected, and about 8% will be recommended to the reserve cadres. Team, the reserve team of cadres, we must give them the opportunity to practice. For those who have not yet reached the quality goal after quality training, they should also be Huawei’s heroes and be given the title of Huang Jiguang, but the hero is not necessarily a general.
- Great battles, bad battles, and bitter battles produce cadres
Huawei emphasizes that cadres who work in some difficult regions and countries, if the cadres are competent in the market, don’t wait for them, let them go. We must select from those who are willing to work, so we must have different understandings, selections, and screenings for cadres working in different regions. If they are to be employed, they can serve as representatives or deputy representatives, and their salaries can be raised. guide. Competitive metal shop fabrication made in China
Cadres trained in developed regions should pay more attention to professionalism, competitors and customers are much higher than your own level. Employees who are willing to come to work in difficult areas to seed new approaches are more than welcome. Great battles, bad battles, and bitter battles will definitely produce cadres. Headquarters agencies and product systems must send reserve cadres to hard areas for training, grow up in a difficult environment, and train and select cadres.
- Prioritize the inspection and selection of cadres from key events that affect the long-term development of the company
What Huawei wants to select and train are outstanding backbones who are loyal to the company, work hard, achieve results, and stand out in key event assessments. When selecting reserve cadres, it is also necessary to look at their positions and behaviors in key events, emergencies, and conflicts between organizational interests and personal interests.
Loyalty to the company is mainly reflected in the performance of key events such as defeating the enemy and keeping the family business. The company attaches great importance to employees’ attitudes, words and deeds on key events (such as when the company’s operations are in crisis, etc.), and the company’s core employees must show a clear stand in key events and dare to uphold principles for the company’s interests. In the selection of core employees, first examine the loyalty shown in key events. The loyalty of core employees must stand the test of a long time, have certain business capabilities, and be able to play a certain business backbone role when the company faces major opportunities or risks in the development of the company. Competitive metal shop fabrication made in China
- Use the person’s strengths, don’t ask for blame
If the cadres selected by Huawei through the qualification review are a very perfect person, such a person is called a saint, or a monk, and a foreigner is called a godfather. This is not what the company wants. Huawei hopes to elect an army with a strong fighting capacity. Through this qualification review, Huawei will use a scientific evaluation system to greatly improve the previous emotional management. But emotional management also has a very typical feature, that is, it does not seek perfection and blame, and does not require everyone to be a perfect person.
In the construction of the cadre team, we should be more tolerant to the cadres. To understand some employees, as long as there are no problems with their thinking and morality, they should be treated with tolerance. Look at the merits of new cadres, don’t focus on the shortcomings, don’t ask for full blame, no one is perfect in this world. Of course, the moral quality is a veto.
- Eclectic talent reduction
Why dare not break the rules and use it? Why not study the US military? When Normandy landed, Ridgway was still a major, and by the time of the Korean battlefield, he had become the commander-in-chief of the “United Nations Army”; later he succeeded Eisenhower as the supreme commander of the armed forces of NATO. Such a big improvement can be achieved in just eight years. Why can’t Huawei choose cadres like this? Huawei still needs to select some strategic madmen to occupy strategic locations. If you find out who is the Maxima, use him. The company has no more secrets to keep. The era when this person is reliable and that person is unreliable is over. Now it is whoever has good moral character and ability will go up. Of course, you have good ability but bad character, so I don’t need you either.
For outstanding cadres, we must dare to break the rules and promote them. In the past, Huawei emphasized fairness too much. Now that there is a foundation for fairness, the next step is to dare to break the rules. “Reducing talents without sticking to one pattern”, creating conditions to enable outstanding cadres and experts to grow rapidly, and taking on greater responsibilities is an important strategic measure to stimulate organizational vitality in the current business environment, accelerate the construction of cadres and expert teams, and ensure the company’s sustainable and effective growth . To this end, on the basis of the company’s existing cadre appointment and individual rank management rules and procedures, an exceptional promotion system for outstanding personnel has been established. Competitive metal shop fabrication made in China