How can HUAWEI let 2000 "millionaires" voluntarily go to the front?

How can HUAWEI let 2000

Wen Ping Plateau

Editor Wang Qian

There was a report that Huawei successfully mobilized more than 2,000 senior experts and cadres with 15 to 20 years of research and development experience in a very short period of time, putting them back on the front line to explore new "no man's land". Why can they go to Africa, the Middle East and other hardships without hesitation under the command of the president when their wealth is relatively free? I believe that in addition to HUAWEI, there are not many enterprises that can do this.

Many enterprises in the development of about 5-10 billion yuan, or through business diversification to achieve further expansion, often find that there will be a big bottleneck, one of the important reasons is that the cadre team can not support.

Neither quantity nor quality can match the new situation, and the ranks of cadres lack vitality and motivation, lack of momentum and idleness of thought. In addition, the professional and managerial competence of the cadre team is relatively low, especially when the business is transformed and upgraded or enters a new business field, the cadre team's competence is obviously deficient.

In contrast, HUAWEI has several obvious characteristics of its cadre team.

The number is large and the execution is very strong: under the command of the company, the company will go back to all corners of the country with its backpack on its back.

Excellent management ability to meet the needs of business development.

Willing to share life and death with the company, dare to go ahead and fight hard.

This is a "Iron Army" worthy of the name.

Its characteristics are simply summed up as follows: sending, moving, winning and not deteriorating. This is the key to HUAWEI's past and future victory. It took more than 20 years for HUAWEI to build this "Iron Army".

First, send out

What is "pie"?

For Huawei, one of its core business strategies is "customer-centric", early in the implementation path emphasized "encircle the city with rural areas", so in specific operations must be close to customers, deep into the domestic and foreign underdeveloped areas.

This puts forward high requirements for cadre construction. On the one hand, a large number of qualified cadres are needed, and at the same time, these cadres should be able to go to the front-line work willingly, especially to the difficult places.

How did HUAWEI do that?

In fact, apart from ideological guidance, what is more important is that Huawei ingeniously combines cadre selection mechanism with business guidance.

First of all, it is clear in the basic conditions of cadre selection that "no one can be a cadre without first-line experience in Huawei"; no matter which department, no cadre without first-line and customer direct service to customers can not be a full-time department; at the same time, "priority should be given to selecting cadres from successful practices and excellent teams, We should give priority to selecting cadres in the main battlefields, front-line and hard areas, and cadres from the teams that produce results.

That is to say, if Huawei wants to become a cadre, especially a full-time cadre, it must have experienced the actual combat on the front line. Note that gold plating is not enough if you only spend a few years mixing in the first line of good conditions, but you must also achieve results and still be in the main battlefield in difficult areas.

These standards are easy to say, but it is not easy to really implement them. Huawei has said that most of its cadres, whether R&D, supply chain or functional departments, should go deep into the front line to do marketing and customer service work, which is the only way for cadres to grow, let alone new employees to enter the company. It is not surprising that 2000 senior R&D experts and cadres should go deep into the front line to exercise.

In other words, other enterprises can do this absolutely absolutely.

The reason is, on the one hand, the internal mechanism can not support, more importantly, business leaders may not be aware of the need to do so. As everyone knows, one of the most important secrets of Huawei's success, "customer-centric", is not just from the cadres can "dispatch" began?

Two. Move it.

What is "moving"?

"Move" means that cadres must be mobile, cadres work in a place for many years, easy to form a hilltop, and it is difficult to continue to stimulate vitality, at the same time, a single staff skills, a strong departmentalism, the so-called "running water is not corrupt, household pivot is not insect" this truth is clear to all.

But in cadre management, "can move" is the most difficult to achieve, many enterprises, on the one hand, the number of cadres is not large, and the skills of cadres are relatively single, more importantly, the cadres themselves do not want to flow, coupled with some of their own merits, no one can move him, let alone be able to go up and down. Therefore, in enterprises, it is difficult for cadres to "mobilize" it, but once done, to enhance the overall capacity of cadres, stimulate organizational vitality, the effect is very significant.

In HUAWEI, the flow of cadres has truly achieved "three dimensional mobility":

One is horizontal movement, that is, post rotation.

The two is vertical mobility, that is, upper and lower.

The three is the internal and external flow, that is, the ability to move in and out.

How can we "move"?

HUAWEI can do this, first attributed to HUAWEI's talent view.

Ren said, "Huawei respects talent, but never gives in to talent." Under the guidance of this idea, every talent in Huawei can be fully utilized opportunities, but if the merits and pride, or arrogance, Huawei will never indulge and indulge.

Every cadre is well aware of the company's policy orientation, and very few people will think about it this way. This is also Huawei's secret to be able to achieve cadre policy can eliminate external interference, all based on business needs.

Huawei emphasizes that cadres are the company's resources, especially the middle and senior cadres, managed by the company's headquarters, so as to ensure that cadres can be deployed across fields and systems. There will be no problem of no dispatch.

At the same time, the frequent rotation of cadres will indeed lead to the adaptability of new posts. Generally, the cadres of enterprises mainly rely on their own groping and stumbling after taking up their posts. Huawei has established a clear mechanism for adapting cadres to new posts. Cadres enter a new post, especially when they develop across many fields. If the management span of key posts is relatively large, cadre departments will also give them a separate transition plan for new cadres, to assist in the initial role adjustment, post awareness and other processes, so that cadres quickly adapt to new posts.

Compared with horizontal job rotation, "can go up and down, can go in and out" is even more difficult, for Chinese enterprises, this is not only a system can be done, but this in Huawei, not only has done, but has become a common phenomenon.

The reason why HUAWEI can do this is traced back to 20 years ago.

In 1996, Huawei launched a "collective resignation" in the marketing department. In the next two or three years, Huawei held a "burning bird is the phoenix" activity, which laid the foundation for Huawei's spirit and culture.

Later, HUAWEI eliminated 10% of cadres every year. High-level cadres also need to be eliminated, which is strongly enforced in Huawei, and is generally acceptable to all. There are few ups and downs caused by the unrest of cadres, the parties and the surrounding personnel will not have obvious negative emotions or comments, except for some of the weaker psychological endurance to leave. For most of the demoted cadres, they stimulated their courage and motivation to fight for the battle.

Why does Huawei dare to promote the ability of cadres to go up and down, and most cadres can face these positions or salary upgrade and downgrade adjustment calmly?

As a matter of fact, there are few people who can really cultivate "saints" regardless of personal honor or disgrace. The main reason is that Huawei has a good system design.

Firstly, special attention should be paid to the cultivation of talents. Many posts have reserve cadres, so the company dares to let incompetent cadres down without worrying about the impact of business operation.

The two is HUAWEI's dual channel career development system. Besides the management line, there are also technical lines and professional lines. If some cadres fail to be successful managers, they can be transformed into senior professionals in the professional field. At this time, the actual income and salary will not change greatly, and perhaps there will be some improvement.

Thirdly, cadres can go down and up again. Many cadres feel ashamed and brave, work hard after demotion, and get promotional opportunities after obvious improvement in performance, even possibly higher than previous positions. This is also a very common situation.

Therefore, these system guarantees, together with the promotion of corporate culture, can enable Huawei to more smoothly do cadres can go up, down, in and out.

Three, win win

For an army, "win" is the core value of its existence, Huawei "Iron Army" for many years to attack the city strategically, all the way victory song, and its cadre team capacity building is inseparable. In order to build the ability of the cadre team, HUAWEI adopted different practices from many companies.

On the one hand, Huawei requires that only 25% of the top performers can be selected, which is Huawei's "performance is a necessary condition and watershed" this cadre standard means.

Everyone is on the same starting line, and only the fastest runners can stand out. Horse racing and not horse racing, absolutely not because someone has the so-called "management potential" to deliberately cultivate, which is not the same as the concept of many companies.

That is to say, in Huawei, even if you have a lot of potential, able to speak, clear thinking, how to look like a manager, the boss likes you very much, but as long as you have not been on the front line, have not won a battle, have not made outstanding performance, you can not appear in the training list of reserve cadres.

In terms of ability training, HUAWEI has its own characteristics.

For a fast-growing company like Huawei, a large number of cadres run to work, grow from a professional independent contributor to a team of managers, how to quickly train cadres in batches, to help them realize the role of the transformation and management skills to upgrade, is a huge challenge facing the cadre department.

In fact, this problem is common for many fast-growing enterprises, but most companies do not have a good solution. Common practice is to use the leadership quality model, but through the actual investigation, the leadership quality model can be really used in China, and the actual results are very few examples.

In 1998, when Huawei launched a large number of cadre training operations, it implemented a very different approach, the so-called "cadre qualification system".

This set of Huawei self-built qualifications system is closely related to the business, through behavior certification to promote the professional level of cadre management, so that a large number of running cadres can quickly upgrade management skills. These batches of high-quality professional managers have become the basis of "win-win" by improving management behavior and improving work performance in actual work.

In addition, there is a more crucial way to build a "winning" cadre force, as mentioned earlier.

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