Mobile phones, which are all called mobile phones or wireless phones, are usually called mobile phones. Originally, they were just a communication tool. In the early days, they were commonly known as "mobile phones", and they were portable telephone terminals that could be used in a wide range. They were first developed from battlefield mobile phones made in bell laboratory in 1941. The following is a brief analysis of Huawei's management principles, which I compiled for you. Welcome to read, I hope you will like it.

there is no doubt about Huawei's success, and Huawei's management is also worth learning.

first, firm corporate strategic orientation.

whether it is the choice and transformation of business areas (what to do or not to do), the combination and development of competitive strategies, the formation and expansion of competitive advantages (how to do and how to win), and the accumulation and improvement of competitive ability (with what growth), Huawei always has a clear understanding, clear direction and management logic. Especially in the context of opportunism in China's business circles, Huawei's strategic orientation based on its mission and long-term goals is even more valuable.

Huawei's strategic orientation has three points that deserve our attention. First, on the basis of accurate judgment of market, industry, technology and other situations, overall situation and trends, consider and form a holistic and systematic strategic framework; Second, prepare for danger in times of peace and make dynamic strategic adjustment and change; Third, persistently build a capability system and platform to build the cornerstone of long-term stability of enterprises.

second, the internal "organization" of large-scale enterprises.

management scientists at home and abroad believe that it is difficult to form a "large-scale contract" within China's enterprise organizations because of China people's "national character" and cultural tradition of "being the head of a chicken rather than the tail of an ox", and their recognition and pursuit of vertical power relations, and they can only be divided into small subjects with clear boundaries of rights and responsibilities, and they operate independently with results as the guide.

Huawei has gathered a large number of high-quality talents, but there is no individualism in its own way, but a team spirit based on respect for personality. The difficulty of "organization" lies in the shaping and continuation of cooperation culture and process culture, and also in the determination of process construction.

third, the benefit-sharing mechanism that benefits all employees.

Huawei takes the contribution of "Strugglers" to the enterprise and its own human capital as the yardstick, and through the innovation of property rights and benefit distribution system, employees are truly concerned about the development of the enterprise, so that employees can share the benefits of enterprise growth; At the same time, it has maintained an efficient and unified governance structure. From the perspective of efficiency, a virtuous circle of "high ability, high reward and high performance" has been formed.

fourth, the management of knowledge workers.

after a long period of accumulation, Huawei has formed a structured system of knowledge-based employee management: with competence as the core and job qualifications as the basis, recruitment, training, use and other modules are interconnected; Focusing on the value evaluation that embodies the principle of justice, the assessment, motivation, career development and other links are integrated into one, while paying attention to the management of corporate culture and organizational atmosphere, and creating a cultural environment with high employee satisfaction. From Huawei's experience, the key to the management of knowledge-based employees lies in: whether to really attach importance to human capital, whether to truly respect and understand knowledge-based employees, whether to adhere to objective and fair organizational rules, whether to invest resources in system construction for a long time, whether to have leadership over intellectuals and the ability to communicate with them, and so on.

expansion: human resource management of Huawei

I. Introduction of Huawei

In 1988, Huawei was founded in Shenzhen. At that time, this new enterprise had 6 employees and registered capital of 21,111 yuan.

in 2113, Huawei achieved sales revenue of 239 billion yuan (about 39.5 billion US dollars), up 8.5% year-on-year, and net profit of 21 billion yuan (about 3.47 billion US dollars), up 34.4% year-on-year.

Huawei has set up research institutes in India, the United States, Sweden, Russia and China. Become the most influential communication equipment manufacturer in China.

Employees are the most valuable asset of an enterprise

With this sentence, let's experience Huawei's success in human resource management?

second, the directory

(1) recruitment methods: seven principles of Huawei recruitment

1: the most suitable is the best;

2: emphasize "two-way choice";

3: Insist that all articles should have targeted recruitment strategies;

4: Responsibilities of recruiters = responsible for the enterprise+responsible for the applicant;

5: The employing department should appear in the examination room;

6: Design a scientific and reasonable application registration form;

7: Recruiting sufficient talent information reserve

Case: Huawei resigned from the collective resources of 11,111 people

In 1996, the middle and senior management of Huawei's marketing department, headed by Sun Yafang, chairman of China, "resigned first, and then re-entered the new competition"

Around 2112, the telecom industry faced the first decline in its performance since it started its business, and more than 311 cadres took the initiative to apply for a salary reduction.

in 2113, all the middle and high-level companies collectively "applied for salary reduction".

The job number of Ren Zhengfei, the "boss", which has been used for 21 years and is known by insiders of Huawei, may soon become history.

Before New Year's Day in 2118, all Huawei employees, including Ren Zhengfei, who have worked for eight years, should go through the formalities of voluntary resignation (that is, "voluntarily resign first" and then "compete for posts"), and then sign a labor contract with the company for 1-3 years. Abolish the current job number system and reorder all job numbers. The ongoing adjustment of the human resources system has relatively improved the welfare of employees, and "employees are very satisfied". When interviewing Huawei employees, most of them expressed their understanding of the plan, and the salary did increase.

(II) Salary system

1. High salary is the first driving force. Huawei has positioned itself as an internationally renowned communication manufacturer. Enterprises and talents are undoubtedly the driving force for enterprises to move forward in the future.

2. Dynamic distribution mechanism The dynamic distribution mechanism means that the vested interests of capital owners are not static, and only through continuous efforts can the vested interests be maintained and expanded, thus effectively overcoming the inertia of employees.

3. Unique employee stock ownership system

4. High bonus system

5. Considerate welfare treatment

(3) Incentive system

1. Effective combination of positive incentive and negative incentive system

Positive incentive: based on affirmation, recognition, praise, reward and trust of employees. Huawei's positive incentive table

is aimed at meeting employees' material and spiritual requirements

Negative incentive: when the behavior of organization members does not meet the organizational goals or social needs, the organization will punish or criticize them to weaken and fade them, so as to curb this behavior.

2. Huawei's incentive system:

(1) Post management of divide and conquer: effective division and tacit cooperation of post work are realized, and stable realization of post functions is realized at the same time.

(2) Carry out the performance-oriented system: evaluate employees according to the quantity, quality, cost and other contributions they have made to the enterprise, and see the effectiveness according to the results.

(3) elimination system for cadres at the bottom: those who are eliminated at the bottom of the ranking of the unit can give a warning to those with poor work performance and urge each employee to work hard.

(IV) Management of Knowledge-based Employees

In the second half of 2111, Huawei issued the Management Regulations on Internal Entrepreneurship, which stipulated that any employee who has worked in the company for more than two years can apply to leave the company and become an agent of Huawei. The company's policy of providing preferential support for entrepreneurial employees is to provide Huawei equipment equivalent to 71% of the value of the shares held by employees, and there is also a half-year protection and support period. If employees fail to start a business within half a year, they can return to the company to reschedule their work.

For example, in order to solve the problem of huge organization and old employees and encourage internal entrepreneurship, Shenzhen Huawei Group socialized Huawei's non-core business and service business, such as production, public transportation and wenying catering industry, and successively established Guangzhou Dingxing Communication Technology Co., Ltd. and Shenzhen Huachuangtong Company. These innovative companies rely on Huawei's strong economic strength and market share to provide relevant technical services for their products, and at the same time, they have also achieved the entrepreneurial dreams of outstanding employees in the enterprise.

Supplement: Internal creation is an entrepreneurial model initiated by some employees with entrepreneurial intentions, who undertake certain business contents or work projects within the enterprise with the support of the enterprise, start a business and share the results with the enterprise. This incentive method can not only satisfy employees' entrepreneurial desire, but also stimulate the internal vitality of enterprises and improve the internal distribution mechanism. It is a win-win management system for employees and enterprises.

(V) Unique employee culture

1. Wolf culture

Huawei has been promoting the spirit of hyenas since it started its business. Ren Zhengfei mentioned in his speech entitled "How long can Huawei's red flag last?" "If an enterprise wants to make progress, it is necessary to develop a group of wolves. Wolves have three characteristics, one is a keen sense of smell. The second is the indomitable and selfless offensive spirit. The third is group struggle. From the practice of Huawei, the essence of Huawei's special wolf spirit lies in the pursuit of excellent offensive spirit, which is the core of Huawei's "wolf nature".

2. Cushion culture

In the early days of the venture, Huawei's R&D department started with five or six developers. Without resources and conditions, we followed the example of the older generation of scientific and technological workers who were selfless in their work and hard work. Everyone worked hard to study technical solutions day and night, and developed, verified and tested products and equipment ... There were no holidays and weekends, and there was no day and night. Emphasis is placed on hard work and rewarding hard work.

wolf culture Huawei has been promoting the spirit of hyenas since it started its business. Ren Zhengfei mentioned in his speech entitled "How long can Huawei's red flag last?" "If an enterprise wants to move forward, it needs to develop a group of wolves. Wolves have three characteristics. One is a keen sense of smell. The second is the indomitable and selfless offensive spirit. The third is group struggle. From the practice of Huawei, the essence of Huawei's special wolf spirit lies in the pursuit of excellent offensive spirit, which is the core of Huawei's "wolf nature".

3. Problems in Huawei's human resource management

(1) Problems in employee stock ownership:

1. Too much attention is paid to the core layer and middle layer, while the management of new employees is neglected.

Huawei Electric implements employee stock ownership system, and its equity distribution emphasizes continuous contribution, and advocates leaning towards the core layer and the middle layer. The basic practice of Huawei Electric is to convert the value evaluation results into bonuses, then convert the bonuses into equity, and then use this residual claim to share the company's profits.

2. Shortage of employee salary system

Huawei has not worked out a reasonable and easy-to-operate assessment method for software indicators. For example, in terms of salary, the qualification is usually used as the basis for the functional salary system.

(2) Problems in job development:

Job development mainly refers to the organization's management guidance on employee job development and a series of management on employee development. Their relationship with employee motivation is mainly reflected in two aspects: the organization's concern for employees and the employees' help to meet their higher-level needs through organization. If the organization manages employees' positions and creates conditions for employees, so that they have the opportunity to obtain a position with a sense of accomplishment and self-realization, then it is no longer difficult to be fierce. However, Huawei does not pay enough attention to the development of employees' positions, and there is no relevant system to support it.

IV. Analysis of the causes of existing problems

1. Lack of the principle of dynamic adaptation:

For Huawei, the principle of "fair competition, equal opportunity and merit-based admission" is introduced into the personnel system within the enterprise. However, Huawei has not handled competition and fairness well.

2. Lack of the principle of cultural cohesion

Corporate cultural cohesion is the main content and carrier of corporate cohesion. Without cohesion, enterprises cannot attract and retain talents, and enterprises will not be competitive.