Huawei s human resources philosophy and the theoretical basis of Huawei s human resource management

Human Resource Strategy Theory: Huawei regards human resources as an important part of corporate strategy, and formulates human resources strategies to support the achievement of corporate strategic goals. 2.

Performance Management Theory: Huawei adopts a results-oriented performance management model, emphasizing the achievement of individual and team goals, and motivating employees' enthusiasm and creativity by setting clear performance indicators and appraisal systems. 3.

Training and Development Theory: Huawei focuses on the career development and training of employees, and provides a variety of training and development opportunities to improve employees' professional skills and management capabilities. 4.

Organizational Behavior Theory: Huawei applies organizational behavior theory to human resource management to optimize enterprise management and operations by studying employee behaviors, attitudes, and culture. 5.

Human Resource Information Management System Theory: Huawei has established a comprehensive human resource information management system to improve the efficiency and quality of human core and decentralized resource management through the collection, analysis, and management of employee data and information.

Hello, Huawei's achievements in human resources include: first, high pressure, the so-called "high pressure", first of all, crisis culture pressure. I think Ren Zhengfei is an entrepreneur who is both strong and fragile at heart, anxious and calm.

He has a strong sense of distress and crisis in his bones, and this sense of crisis is innate, so he is particularly good at constantly conveying crisis awareness to employees by writing articles such as "Huawei's Spring" and "How Long Can Huawei's Red Flag Bear", so that all employees can always feel the pressure of external market competition, always reserve energy for the "winter", and work hard to survive and tremble like walking on thin ice. So the first pressure is from crisis culture pressure. The second pressure comes from the pressure of internal competition for talent.

Since 1996, Huawei has taken the collective resignation of the marketing department as an opportunity to introduce the last elimination mechanism, through the four-energy mechanism of "cadres can go up and down, work can be left and right, personnel can enter and exit, and treatment can be promoted or lowered", the external market competition pressure is transformed into the internal competition pressure of the enterprise, which makes employees always under the competitive pressure, no one dares to slack off, and must continue to struggle and constantly create a miracle of enterprise growth, so the cultural pressure and internal competition elimination pressure are double pressure. Second, high performance. The so-called "high performance" means that Huawei can first continue to put forward challenging goals, and second, Huawei's culture is essentially a blue-blood performance culture, where everything is done by performance, performance orientation and execution are emphasized, and opportunities and resources are tilted towards high performers.

Every year, Huawei sets out challenging strategic performance goals and makes a strong commitment to them. Huawei relies on two systems to achieve this high performance: the BEM system, also known as the business strategy execution model, which delivers the company's challenging overall goals to various business systems, departments, and teams. The second is to make a solemn commitment to the performance of their own through PBC (Personal Performance Commitment System), everyone must commit to the goal once it is determined, and promise to work as a team and collaborate in the process of achieving the goal. Through the BEM system and PBC system, Huawei's employees are always in a constant pursuit of creating high performance.

Third, high returns. You've created high performance, you've taken on high pressure, and you've really been rewarded. That is to say, for intellectuals, we should not only advocate hard work, but also give them rewards in terms of benefits, Huawei never talks about hard work, Huawei's salary distribution mechanism is to make "contributors must get a reasonable return, never let Lei Feng suffer".

Learn from Lei Feng and never let Lei Feng suffer", as long as employees create high performance, there will be high returns. Hope it helps you and have a great day!

Huawei is a well-known global communications equipment and solution provider, and its human resource management system can be described as very unique and successful

Recruit talent from around the world.

Huawei recruits talents globally, continuously adjusts staffing according to business needs, and focuses on cultivating a localized management team to build an international talent pool.

Take "people-oriented" as the core concept.

With "people-oriented" as its core philosophy, Huawei pays attention to the growth and development of its employees, and provides a broad space for development, aiming to enable employees to grow and create value for the company.

Provide a full range of training.

Huawei provides internal and external training, pays attention to the school's talent training, and creates professional career development channels, and core management personnel can participate in a three-year MBA to help employees develop rapidly.

Effective performance management system.

Huawei has established an effective performance management system, including job responsibilities and evaluation standards, performance target setting, mid-term evaluation, year-end evaluation, and performance-based compensation system, so that employees can be recognized for their work and motivate them to do better work.

Encourage internal promotions.

Huawei encourages internal promotion, especially for those employees with outstanding performance and high potential, and the company provides a variety of opportunities, such as cross-departmental, cross-field, and professional paths, so that employees can better develop in their areas of expertise.

In general, Huawei's human resource management system is people-oriented, providing comprehensive training, effective performance management and incentives, and providing diversified development opportunities for employees' growth, which is also one of the cornerstones of Huawei's rapid growth and continuous development.

Huawei's Human Resource Management Philosophy Catalog:

1. Build a human resource management model that adapts to the knowledge economy.

2. Huawei's human resource management philosophy.

3. Huawei's human resources management system.

Fourth, job analysis and job evaluation.

5. Performance management.

6. Qualification management.

7. Salary management.

8. Recruitment and training development.

9. Huawei's Human Resources Information Management System.

It should be the slogan that I read when I go to work every day: "People-oriented, safe production." ”

That's a big issue.