Interpretation of Ren Zhengfei's most secret secret Huawei's salary system is "noisy"?

If you understand Huawei's human resources management system, it is mainly several modules, one is the performance management module, one is the compensation management system module, and the other is the qualification management system module. These three modules are the most important content of human resources.

On December 4-6, 2013, Zhenghe Island entered Huawei's fourth phase of the event at Huawei's Shenzhen headquarters. On the morning of the 6th training, around Huawei's values ​​and management, Mr. Zhang Jianguo, former vice president of Huawei and Zeng Quancheng who led the Huawei human resources management system, shared with the neighbors.

Zhang Jianguo pointed out that entrepreneurs are divided into three categories. The first category is technology. The life of the company depends on the life of the product. The second category is sales. How big the company can do depends on how much customer resources the boss can master. The third category is Neither knowing technology nor special customer relationships, but being good at employing people, Ren Zhengfei belongs to the third type of entrepreneur.

He said that the advanced human resource management system and excellent corporate culture have made Huawei a unique advantage in terms of employee loyalty and corporate innovation, thus ensuring that Huawei has been on the right path. The following is an excerpt from Zhang Jianguo's point of view.

I have been working in the company, and I am the same as the entrepreneurs here. What I am introducing today is some of my own practical feelings.

Everyone has heard a lot of Huawei stories outside, and there are many articles about Huawei spreading, especially if Huawei’s story is true or false, no one knows. I saw a lot of books written by Huawei outside. After reading it, I think these books are not worth seeing, because they are written in some superficial, or based on the author's thoughts, or find some information to piece together. . Really want to understand Huawei is actually not an easy task. For me personally, I still want to share with you how Huawei actually did it.

First arrived at Huawei: Ren Zhengfei was wearing a big pants and interviewed me.

I arrived at Huawei in 1990. At that time, I went to Shenzhen to find a job. I had a friend who had been to Huawei before and gave me a call. I (called) called Huawei and took a bus from Shenzhen Railway Station to Shekou. At that time, Shennan Avenue was not built yet. It took an hour and a half to go by car. Huawei was still on the 8th and 9th floors of Building 16 in Nanyou A District. The rented houses were on the 8th floor, and the 9th floor was a room. .

When I found the boss, he personally interviewed (it was his own interview at the time), Shenzhen was very hot. After entering the door, he ran into the bathroom and chilled, then put out his pants and gave me an interview. Because I used to learn communication, not for human resources. When he looked at my major, he was a graduate student. At that time, there were still few graduate students, which was very rare for Huawei. After he saw me, I basically didn't ask anything and let me come to work. I didn't ask how much I paid. I was afraid that he would not want me after asking. When I came to Huawei, I didn't have any ideals. For me, I had a meal and I didn't dare to ask how much I paid. It was good to pay 300 yuan in the first month after going to work. At that time, the wages in the mainland were only over 100 yuan, and 300 yuan was enough to live.

I just went to Huawei. At that time, the company had more than 20 people. When I came, I started to develop. I didn’t develop products myself, but I copied other people’s products. A small switch can pass more than 20 user telephones. It was originally a product of the imitation Zhuhai Communication Equipment Factory. It was a relatively good enterprise at that time. In 1992, Deng Xiaoping won a group of enterprises during the southern tour. This enterprise is one of them. one. But now this company is no longer there.

I first did a year of technology at Huawei, and then I went to manage the production. Of course, I didn’t have a production line. It was assembled from Hong Kong. The production at that time was very simple. After a year of production management, the boss called for heroes and children to go to the front line, willing to go to the market to do sales, are encouraged, welcome, so I later signed up to do sales. I was sent to Fujian at that time and gave me this area, saying that I am the "governor", but who is under the "governor"? As far as I am concerned, what is my own management, the market in this province is my responsibility.

I have been doing sales in Fujian for three years. The sales of my personal life in these three years are very huge. We only have books in school and go to the society to do sales. This is reading people. We are asking people every day, and we are looking for Party A every day. Because there is only one customer, the post office, there is no mobile, China Unicom or telecommunications. At that time, there was basically no phone at home, and I had to call the post office to queue up. The communication at that time was very underdeveloped. At that time, we did not have enough sales in the province. We went to the county to run, went to the counties to run, and went out for half a month. The biggest challenge at that time was loneliness and helplessness. If your family is in Guangdong, your job must be in Harbin, and it is impossible for you to go home on weekends. So it’s a year to go, and I can go home during the Spring Festival. At that time, I felt very helpless, especially when I was hit by customers. You accompanied, ate, and accompanied. Finally, the customer had not finished the transaction. Even if I failed today, I would have to smile and find a new customer tomorrow. For Huawei, it was not easy to do sales at that time. It can be said that a large number of people went on and on. Sometimes a customer’s work was done for two or three years. It was not made and was transferred by the company. Later, a new one came over. After half a year of trading, the front pit was filled, and the people behind it crossed.

"noisy" salary system

After I sold it for three years, I was transferred back to the position of Director of the Marketing Department. Before I became a director, there was already a director in front of him, and he was transferred from the office. Because he did not do well, the company withdrew him. At that time, I was transferred back, and I was very reluctant, because after doing sales for two or three years, I already had a certain customer relationship, and I also had certain achievements, and I was able to be alone, and my personal feelings were quite good. It’s quite boring to go to the company to do management work. But there is no way, Huawei is like this, you have to do what you have to do, so since 1995, he has been the director of the Marketing Department Evaluation Office, which is also the starting point for Huawei's human resources management.

Huawei's human resources management work is actually started from the marketing department's evaluation office. The first thing to do is to "divide", that is, how to divide the bonuses. This is the first problem encountered. If the bonus is not good, no one may be willing to go forward. After I was transferred back, I did it. At the time, we had no experience of ourselves, and the calculation of bonuses was calculated on the basis of performance. But after the bonus system came out that year, there was a big problem at the end of the year. There were two sales people at the time. One was in Shanghai. Huawei did not really enter the Shanghai market at the time, but it was a strategic market. Another salesperson was sent to Urumqi. At this time, it was also a farmer's note (Editor's Note: "Agricultural Words" is a section call in a fixed telephone, and charges are charged according to rural standards). In the process of vigorous development, his performance is very good. After the bonus is calculated, the bonus of the person in the Urumqi office is more than 200,000 yuan, and the bonus of the person in Shanghai is less than 10,000 yuan. How should the bonus be issued? This question is before us. Finally, I sent a bonus of about 30,000 yuan to the people in the Shanghai office, and about 10 million yuan to the people in Urumqi, which is the highest, but not so much.

We have asked this question for the heads of various offices to discuss whether the issue should be made or not. Everyone has different opinions. Some people say that they have to send it. Otherwise, the company will have no integrity. No one believes in your system, but if it is made, Who wants to go to Shanghai? If no one in Shanghai is doing this, Huawei will never enter a big city. No one in the strategic market will open up, and the company will never be able to reach this level. After this incident came out, we felt that the bonus payment was not as easy as we thought.

Later, through other relationships, I learned that several professors at Renmin University are quite powerful. I just had a friend who worked in the Nanshan District Personnel Bureau. He was selling Peng’s (Hu Jianfeng) teacher’s human resources white paper, a set of books is 1040. Money, which was still relatively expensive at the time. After I bought a set, I felt very good. Later I heard that Teacher Peng had lectured in Shenzhen. We contacted him. After repeated invitations, I finally invited Mr. Peng to come to Huawei for management consultation. At that time, Huawei's first consulting project was done by Mr. Peng. The content was the evaluation system of the marketing department personnel. This is the starting point of Huawei's human resources. At that time, Mr. Peng was the leader of the team. One person who was specifically done was Wu Chunbo and the other was Bao Zheng. The assessment system is divided into five grades, the highest is S, then A, B, C, D, once a month. After checking for a period of time, I felt that I couldn’t test anything. Every month, nothing changed, because the performance could not come out so quickly. In the company, it is required to "grab the right" according to the level. The final contradiction is very big. There are also "rightists" in the good people. The right and left are also relative. According to this assessment mechanism, several "rightists" must be arrested every month. This has caused a lot of contradictions.

We felt that this was not the case, and then we changed it ourselves. We changed the five levels to four levels, and the assessment cycle changed from one month to one quarter. This changed slowly, and managers felt that this thing was usable. Because I can do this job well, the boss will transfer me to the company to be the director of the human resources department. It can be said that the position has been improved and I am fairly recognized for my work.

At that time, the company also faced some problems. In 1996, the company had more than 1,000 people. The salary was not known. Every month, every department was reporting to pay employees, and the boss did not know these people. Should it be sent or not? It doesn't work, it doesn't work, and it doesn't matter.

At that time, the company engaged in a wage reform leading group, and the team leader was Chen Zhufang. She used to be the executive vice president of the School of Business Administration of Huazhong University of Science and Technology. Later, after she retired, she went to Huawei. Before I became the director of human resources, she was the director of human resources. At that time, she organized a leadership group for wage reform. This group was probably composed of 30 people. It consists of many people and is the head of each department and the human resources department. The wage reform team worked for three or four months. Every time we discussed how to change the salary, every meeting has no result, because everyone feels that it is very important. For example, in research and development, Huawei is a high-tech enterprise. Great, so the salary should be the highest; the sales think that your products will not work at all, and the foreign companies are far worse. If your products are so bad, we will sell them, it must be our sales; the same is true for finance. Finance, I feel that although we are not as powerful as you are, we have a doctor here. This is a huge value for the future of the company. The salary should be high. The logistics also says that our salary cannot be too high. Low, if we don't cook for one day, you have no food to eat, and the company can't operate.

Finally, it was noisy for two or three months. At that time, we had a meeting at the Xili Lake Resort in Shenzhen. Later, we analyzed the reasons why we could not reach the result. It may be that this place is not good. Every time it is “scared,” then change places and change to Silver Lake. Two discussions were passed, which is equivalent to a wage adjustment.

Later, I became the director of the company's human resources department, and the boss said, you don't have to hold a lot of information every time to say that this person is very good, to raise the salary, can you have a set of evaluation methods. Later, I went to Hong Kong to inspect, because there are very few consulting companies in the Mainland. I have visited ten companies in Hong Kong. Two of the ten companies I think are better. One is Heyi, I think its evaluation concept. The methods are very good, you can ask them to help us; the other is CRG, its method is more simple, more suitable for manufacturing evaluation methods. The boss said that both companies are asking, Heyi is doing at Huawei headquarters, and CRG is doing it at Huawei's Mobeck company. Both are doing at the same time to see which one is more practical and effective. We only know what is the human resources architecture system, what is the method, how the salary system is designed, do not put people and positions together, and separate people from positions. There is a set of evaluation methods for the position. It is not to put people's academic qualifications into it, but to link with performance and qualifications. In this way, evaluation and wage adjustment are made, so that Huawei's salary management system has been established.

This was established in 1996 and has been close to twenty years. Although the company's structure is constantly changing and its duties are changing, this framework still exists, proving that the system is indeed effective. If there is a problem with the salary system, there are two situations. One situation is that some people have higher wages, and the other is that some people have lower wages. If the wages are low, you can raise them. It is very difficult to lower the wages. Without this system, the company's system often changes, which is a fatal blow to the company.

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