Today, Huawei’s “Sound of the Sound Community” issued the latest “Summary of speeches made by Ren Zong on the revision and discussion of the 2.0 Outline of Human Resources Management”. The article points out the latest strategy for Huawei to attract talents, supervise the cadres, and eliminate them at the end.
Ren Zhengfei pointed out that the thinking of the HR Management 2.0 mainly changes from the previous distrust management system to the trust system. In the case of internal and external compliance, it will increase grain production, reduce unnecessary reporting and reporting, and thus reduce the level of management. Make the power of combat more used in food production.
Over the years, Huawei can maintain sustained growth. The founder of Ren Zhengfei's ideology has played a number of roles. Especially in the introduction of talents and management of cadres, Huawei has always maintained a high degree of consistency.
It is understood that with respect to material incentives, Huawei emphasized this year that the concept of material reward is more work. In terms of the distribution of material rewards, it is the idea to work more, and the sharing mechanism is the means.
Ren Zhengfei pointed out that in the future, the long-term incentive mechanism and short-term incentive mechanism will be further reformed. The long-term incentive mechanism will lead to continuous struggle, and the short-term incentive mechanism will lead to more food production.
At present, Huawei is piloting 20% of the total income from low-level employees to buy stocks. Ren Zhengfei exemplifies: 'You're doing well, you should take more money and get bonuses. With some of your total income, you can buy more shares. If your total income is lower than the average level of the same grade in the same year, then you do not buy the stock, then give up one year. There is no saturation line, you can constantly charge, this is the long-term incentive mechanism. '
In addition, in the career development of personnel, Huawei will continue its outstanding promotion this year. In the 15th and 16th levels, we will promote 3,000 people, 2,000 in Class 17, 18, 19, and 1,000 in other levels.
In terms of management of cadres, Ren Zhengfei emphasized that for those officials who do not dare to eliminate and downgrade their unqualified employees, they must adhere to the elimination of the last 10% per year.
On the whole, an important goal of the Huawei Human Resources Programme 2.0 is to eliminate 30 years of accumulated problems and help Huawei rejuvenate its youth.
Fuhua’s internal speech:
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Email address '2018'022 Issuer: Ren Zhengfei
A summary of the speech made by Ren Zong on the revision and discussion of the 2.0 Outline of Human Resources Management
(This memorandum extracts the content of the speech in the collective discussion of the Human Resources Platform 2.0 on November 13, 2017 in the third round of the HRD 2.0 and the November 20-21 Daily Board Democratic Life Conference)
I. The thinking of the HR Management 2.0 is mainly based on the change from the previous distrust management system to the trust system. In the case of internal and external compliance, it will increase food production, reduce unnecessary reporting, and reduce reporting. This will reduce the level of management. Let the power of combat be used in the production of food.
First of all, we must clarify how the management of “a tree” in the history under the control of “Heaven” and “Earth” has been consolidated. What lessons should be learned? First, I must emphasize how the single business is managed in 30 years and then expand horizontally. The concept of multi-tree management explores the management of differentiated 'multiple trees'. The management of 'a tree' is a good foundation. It is a good summary of past management experience and existing problems, and then the next step further defines the next step. Management how to discard and optimize.
Why does the company always emphasize the need to focus on the main channel? Because every additional business adds several thousand management points to the management system, which has a big constraint on management progress. At present, the management of a tree is not yet outstanding. Management will not disrupt the management system. It is necessary to dissect and improve the management of 'a tree' from the perspective of effective management. For example, renewal of standards, dismantling of bills, etc. are existing problems in a tree. Now the authorities say casually. There are 7000 documents for NO'. When the process arrives, it is jammed. It gets stuck again. It is very slow. How difficult is the process reform? Only the people who use know that there is no tears. The management problems in the tree are still so complicated. We will not mess up multiple trees! There is still a lot of room for improvement in management. We need to study the octopus control system. Its 2/3 neurons are At the tip of the claw, so few of its claws will not fight chaos. How the cerebellum of the claw-tip interacts with the central brain. This is also the reason why we clearly define the multiple trees between the heavens and the earth. There should be no relevant thinking between the management of trees and trees. The association between trees is mainly through Heaven, Earth is associated.
We can't stop the objective development of the business. There will be more trees. However, we must first start to sum up lessons learned, not allow weeds, and do not allow blind innovation. The biological growth of the human body depends on the acceptance of cells. Control splitting, splitting into new brain cells, red blood cells, etc., to absorb nutrients, nourish the body, and thrive; uncontrolled cell division is cancer. Infinitely dividing cells consume precious resources madly, bringing with it the inevitable wilting of the body. With death, the global market share of each tree in the company's future must be expected to reach the top three in the world, and it is impossible to achieve that. Projects should be controlled. Embedded business improvement may be a strategy; plug-in product development may not be in the main channel. We must not consume strategic competitiveness at non-strategic opportunities, not only because we do not have such a lot of money, but also because we do not manage so many bottlers. In the face of differentiated businesses and people, we must adopt differentiated policies and Management methods, but differentiation should start with a solid foundation for effective management of a single business.
In the future, the core ideas of the company's several business managements are basically the same as the macro rules. The cloud business should not simply copy the surface practices of the external cloud services. It is necessary to deeply understand the laws of the business, and it must be combined with our actual conditions. We still insist on doing a piece of work. The fertile northeastern black land allows everyone to plant corn, sorghum and soybeans.... Which potato is good, let it grow potatoes; Which corn is good, let it grow corn; Can openly accept all excellent business, This business group formed a cloud platform. We are also a cloud business company, but most of the crops are grown by others. We are only a piece of black land. We insist on not taking the road of heavy asset. We do the business of Anping and we insist on doing it. A good northeastern black land can be developed effectively together with excellent companies. Of course, we do not rule out that we also plant a stilt, but this business must look forward to the world's top three or more.
The structure of Outline 2.0 can be divided into two parts: The first part summarizes what has actually been done in the past 30 years. That is to say, we first summarize the 1.0 version of Human Resources Management and then the future, but this summary is not a simple sketch. Ways to sum up the past history is to sum up the history of the past with today's cutting-edge methods, but also to sort out how many questions there are and what methods should be used to solve them. The second part, 'a tree' theory in ' In the process of using multiple trees, we will also have many new problems. We need to discard and develop our ideas. Success is not a reliable guide for the future, and the long-term survival of companies must follow the evolutionary rules of biology and change in the external environment. When it is slow, continuous accumulation is an advantage; and when the external environment changes rapidly, we must be alert to developmental obstacles that rely on past experience. The principle of summing up and discarding is that human-related management experience may still apply in the future; and business, and times Environmental-related experience may have changed, not path dependencies. To uphold the core metaphysical philosophy of the company’s core values, Stepping past the sunset to adapt to the phased needs of the deceptive appearance of the method, actively open to explore new ways to adapt to change. Open is the premise of the evolution of the enterprise, only open, maintain empty cups, insights and learning to absorb external information, will not make themselves become The isolated islands in the development of commercial jungles have the opportunity to change, iterate and evolve into advanced enterprises that have always adapted to the era.
Second, the company’s future is a distributed management system where both governance and division take equal weight. It adopts a “horizontal decentralization, vertical authorization” power structure. The institutions of the ruling system are divided into checks and balances of authority, and the authority system and the partition management system are authorized. Regulatory relations. Legislative power is higher than executive power.
The Future Group Board of Directors is the company's top leadership committee authorized by the Shareholders' Congress and represents the Group's ruling power. The following are the Consumer Business Management Committee, the ICT Infrastructure Business Management Committee and the Platform Coordination Management Committee. Consumer and Pan-Network Business Management The committee has certain decentralization powers; the platform coordination management committee supports the coordination power of the group’s governance, undertakes the claims and requirements from the board of directors, and conducts detailed work penetration, forming a common platform for the company. The central control of the board of directors must be strong. , By governing the platform to control the diversion of different businesses, otherwise it is easy to be emptied.
In the future, the power structure of 'horizontal decentralization and vertical authorization' will be adopted. The system of corporate governance such as the board of directors and the board of supervisors will be divided and controlled, but the system of governance and the system of separation and management are not decentralized but authorized; the decision-making power is granted to the following; The right is still in the group. It is not a peasant uprising to seize power, but it is divided into management decision-making power, without sub-supervision power. Since it has received authorization, it must be supervised. The management of the charge can only be granted if the authorization is granted. Can not control it, what do you give out? The authorization is to make each business unit increase its vitality under the reasonable macro rule, rather than let the BG/BU get rid of the company.
The common value management of the company is the total responsibility of the board of directors. There are four main aspects: First, strategic insights; Second, establish business boundaries and management rules; Third, manage high-level key cadres; Fourth, supervision. The supporting platform of the board of directors is now the main function of the group. Departments, which have the responsibility to support the govern- ment, are more based on construction than on operations. The following divergence management system's own construction platform is operation and supervision. On the supervision of group functions, management and service, we can further discuss optimization. The business grows in our company, even a small entrepreneurial model comes out, we also tolerate, but you are restricted, controlled, can not gamble with bottomless investment, you must expect to enter the world's top three, in the world of IT territory to own A place for oneself. Each business must create value for the company to give you, not create value, not to tell stories.
The purpose of managing with the land and the land as the platform is to allow multiple trees to grow together on the company platform. It is better to have no association between the trees and the trees. It is only connected with these trees in a heavenly manner. We have central divergence and convergence. All services are free to operate flexibly, and there are days and land management and control. Decentralization is not suitable for Huawei in the short term. That is to say, the principles of tree and tree are not shared, and they do their own, so that they do not interact with each other. Containment and management are also simplistic. The platform for corporate governance is one, the platforms for separation and control are their own, and they will be shared after they are divided. If the representative office implements the subsidiary company's board of directors to represent the company, as a platform, it is All business services.
The company's basic platform (such as technology platform and organizational platform) is very important to build, and it should be stable. The company's basic platform is open source to our application platform, and supports the rapid development of application platform. Each year, the common code and procedures are precipitated from various application platforms. Reducing the burden on the application platform, increasing his operating speed, and responding quickly to business needs. The application platform does not seek for the U.S. for beauty. There are shortcomings that can be used for the time being. No, it can be eliminated. Whoever dances on the platform does not care, and you sing I was on stage because the actor's life was limited and he jumped and died. However, the platform became thicker and thicker and became a foundation for supporting the company's long-term development. It must have a strong competitive edge to dominate the party. The Great Wall of China is still here today. , In the absence of Emperor Qin Shihuang, the most important thing for the company was to seize the construction of the platform and improve its competitiveness. If the platform is built well enough, our business can also be better developed. The platform is always young.
In the past, the company was unstable. It was in the process of organizational reform that we broke up old platforms, regrouped and recombined, and constantly formed new platforms. This was not conducive to the continuous accumulation of business capabilities, nor could we quickly gather development power after a breakthrough. The business support role and leverage cannot be fully realized. In the future, the company should be allowed to have a full-time platform, and the platforms should be weakly coupled. Each of the reforms could not cause confusion. If we establish two platforms, a basic research Technology platform, a basic management platform. The big tree of different business can fully exert its own vitality, operate according to its own business rules, and develop. The basic research technology platform will be done slowly and steadily. Precipitation, enriching the base of the “Great Wall”; application platform allows mistakes, actively serve customers, and precipitate 5%~10% from the application platform every year to the basic platform. Then the combat team of the application platform can be younger It is also a module to be wrong. If you are wrong, it is only a module. In the combat platform of the market, there must be a strong staff team. It is the key backbone of elite combat operations. Their stable and high-efficiency work can not only simplify process management, but also help the front line to move quickly.
Third, human resources management should make good use of both spiritual and material driving forces. Spiritual motivation should lead to continuous struggle, and material incentives should be based on value creation.
In terms of spiritual incentives, the emphasis is placed on upholding the core values and combining the company’s visionary mission with the individual work motivation of employees. This is the individualism underlying collectivism. The results of morality and responsibility are the two pedestals for the selection of officers. The small trees on the development team must compare the quality and speed of growth. To build an organizational climate of trust, cooperation, and struggle, and gradually implement trust-based management, and continue to inspire the active motivation of organizations and employees.
Each employee has his or her own values and sense of mission. Grassroots employees also have a sense of mission, but they don't have to carry too much. Senior leaders mainly have policies, rules, and a strong sense of mission. Different levels cannot use the same standard. The sense of mission is very strong, and everyone's motivation is not allowed to be different, at least not the same weight. We assume that a small group of people are ambitious, but can not call all the second-class soldiers must be turned into the commander. Most people are dry-line, love one line , Special line, the company's core values are unified, but can be classified in the dissemination, sub-regional use different requirements standards.
For excellent talents, super talents are inclined to give opportunities to the battlefield, not immediately to upgrade the ranks. After the achievements are made, the ranks can be upgraded. We must focus on the rules rather than the rule of people. The understanding of the results of the responsibility is not necessarily to hold 4. A golden doll can hold a clay doll.
From the aspect of material incentives, we still emphasize that the concept of material reward is more work and more. In terms of the distribution of material rewards, more work and more is the idea, and the sharing mechanism is the means. There can be an internal distribution and a secondary distribution, and sharing can be achieved. The system must be extended to the entire value chain. This allows all internal and external talents to participate in the process of value creation and value distribution, thereby realizing the rationalization of value creation.
In the future, the long-term incentive mechanism and short-term incentive mechanism will be further reformed. The long-term incentive mechanism will continue to work hard, and the short-term incentive mechanism will lead to more productive food. The long-term incentive mechanism is now saturated, but after saturation, it will not lead to long-term struggle, so we will pilot now. In a lower-level employee, 20% of the total income is used to buy stocks. If you do well, you should take more money and get more bonuses. With part of the total income, you can buy more shares. If your total income is lower than the same year. After a certain level of average rank, you don't want to buy stocks and give up one year. Without the saturation line, you can keep charging. This is the long-term incentive mechanism. The distribution of long-term incentives should be focused on middle-level employees. The part of the people who have continued to have excellent sense of mission. These people are the foundation of the future chief executives, senior experts, and senior staff. We want to encourage this group of people, not to spread the pepper. Short-term incentive mechanism We now say 3: 1 short-term Incentives are too strong. 3:1 is based on experience. In the future, we can correct a coefficient that may be more reasonable. To target the grassroots, middle, high-level, market, The nature of contributions, incentives, and demands of different groups of people in the development, functions, operations, and support to differentiate the proportions of the long-term and short-term components of the compensation structure. The structural management of compensation can not be a model, implementation can not be implemented across the board, and support must be explored. That is, the ''Crowdfunding Flash'' employment model of salary incentive model.
In the distribution, strategic problem companies make strategic arrangements, non-strategic things must be centered on contributions, some businesses are good for you, and there is no profit sharing without profits. There will be a scientific method.
For the company's business boundaries, the sharing system for mature businesses should be optimized, and incremental incentives, strategic incentives, and other measures should be gradually introduced to not only make current jobs for 'dozens of foods' pay, but also make reasonable efforts to increase land fertility. Earnings. Additional incentives are also an incentive. On the other hand, multiple dozens of foods cannot be at the expense of 'overdrawing worsening' land fertility. For the rapid and immediate actions that worsen land fertility, we all know that it is more important to establish a scientific development concept. It is to establish a scientific view of history.
4. Adhere to the selection of cadres from successful practices, build a sense of mission with a high sense of mission and responsibility, possess strategic insight and decision-making capabilities, control and control capabilities of the campaign, advocating combat will, self-sacrifice, and a team of cadres with a spirit of seeking truth and being pragmatic. Dare to choose outstanding ones Low-level employees also dared to eliminate the senior officials who did not act as senior officials.
It is necessary to distinguish the different roles of the leader group, the main government group, and the general cadre group. 'Looking up at the starry sky, seeing changes, and grasping the macro strategic direction of the company' is a requirement for company leaders, not a requirement for the main officials. It is to focus on strategic execution and operational success. The requirements must not be too macro.
Every cadre must dare to take the blame, and he does not dare to blame. The non-executive cadres must be accountable and replaced. The cadre's exercise of power is actually his greatest opportunity. He gave up the opportunity to give up. The cadres must yell and the company has hope. Cadres also cannot take the company as human beings. For those who fail to achieve results, the officials who dare not knock out and downgrade the unqualified employees must adhere to the elimination of the last 10% of each year. We do not work hard, and we have trouble with the dynasty. What is the difference? The cadre is not directly dismissed when it is replaced, but it is necessary to go to the strategic reserve or the internal talent market first to allow them to look for jobs and compete with young people! It is necessary for the cadres who do not know that it is difficult to re-engage the road. This is the biggest opportunity. The elimination rate of the main officials is high, but their promotion is also fast. An important purpose of the Human Resources Programme 2.0 is to eliminate 30 years of accumulated problems and help organizations rejuvenate their youth.
The eight cadres are in essence a sentence. Honestly, honestly. We still maintain the eight, not to mention too elaborate. Eight cadres can use some posting methods to do some pretty posters, brochures, etc. Moral compliance The committee will form a kind of feather duster that will alert the officers after violating the eight rules. For example, where do the cadres violate the eight rules? Do not remove your position first, nor will you dispose of you. Just put your name on a public platform. Violation. At this year's market conference, thousands of senior officials solemnly solemnly swore to faithfully implement the eight articles. After the oath was just completed, no one should be allowed to provoke the eight, and openly or touted the leader in person. The brilliantness of the leader is naturally formed, not the flattery of the aunt. Stacked up. To aggressively provoke eight authoritative political speculations, it must not be allowed to spread. The more it is to be dazzled by victory, the more vigilant it is. The supervisors and the department at all levels must see some hardships. Back view of dried man.
5. Adhering to the outstanding talents striving hard is the source of the company's value creation. The internal talents are multiplied, the external talents converge, the matching business is built, the structure is rational, the professional is profound, and the creative professional team is full of vitality.
'Excellent talents striving hard is the source of company's value creation'. In fact, the outstanding talents striving hard are the main source of company value creation, but we should not neglect other value creation factors, so mention of 'source' is possible. In terms of management mechanism, we want external talents to converge and internal talents to multiply. Through the establishment of the entire talent team mechanism, we form a professional team that supports the development of the company.
One of our main problems is that the R&D team needs to be younger. The second is that the senior talents must have strategic insights. A large number of graduates of science and engineering should enter the GTS through R&D, and then go to the GTS for a period of practice. Then, two more R&D jobs for three years. After completing some projects and gaining some successful experiences, they will be diverted to various positions. Even if those who continue to engage in R&D, the second cycle, the profits will be quite good. Yu Chengdong, Wang Tao is not successful in completing a research and development project and taking to the market. Is there an insight into technology? Only knowing the technology can provide strategic insight. If you don't understand technology, you cannot have strategic insight. You must get a group of people from research and development to a variety of positions in a timely manner, and strategic reserve positions.
The company must have differentiated management policies and mechanisms for different types of talents. For external high-end specialists, there must be a “crowdfunding” type of management approach. There is no need to bundle a scientist for 20 years, and there is no need to always ask him to be loyal to the company. It doesn't matter if he comes in for only three years and five years. If you reach the goal, you can get as much as you can. It may not be less than what you would expect to spend for 20 years under the ordinary mechanism.
The family of employees is the basis for the company to consolidate its deterministic and efficient operations. It is hoped that the team will be stable and the operations should be timely and accurate. The staff members can work hard as long as they are 5 and 60 years old.
In the face of the uncertainty of the chief Guantao, it is imperative to implement Ebb Tide.
For experts in the related professional fields, vertical circulation, horizontal circulation, three, five years and one cycle, it will take some time to go to the front to participate in operations, establish theory and practice. If a stable and strong staff team is established, the solution is In fact, 95% of the bids were not changed. Only 5% of the MSG was thrown in. Experts only managed the issue of how 5% of MSG was spilled. The main officials only focused on the direction and success of the operations, and organized the resources properly. .
Our company must have a stable family of employees. The staff is responsible for the professional operation and operation. It is the basis for the stable development of the company. What is a staff? The military officer is called the staff. He is responsible for the deterministic business. The expert is to solve the problem. Certainty and difficult issues. In the past, the day-to-day management of the bank was mainly staff, and the management was the staff; the back-office manager was an expert, but also some staff and administrators; the president was mainly social, public relations and politicians, and business architects. Employees and experts must have professional skills but face different scenarios. Experts deal with uncertainties and changes, and deal with special situations that arise. Employees are constantly fighting against defined standards, but rules do not mean that things are simple. For example, to do bids, and to do bids can also be higher-level staff. The US military is responsible for the entire military oil is a non-commissioned officer, the US military believes that fighting oil is a definite thing. But all the generals go to the Pentagon Salute this NCO. Because the Navy, the Air Force, and the Army have to divide the oil. According to Japanese policy, the salary of a noncommissioned officer for 33 years is equal to Of course, the 33-year experience is not a simple place to sit there, but after 33 years of hard work and contribution, it has been admitted that it is a general. Why is the operation of the US government so stable? For the first-in-a-half, the leader is following the president's unclear decision. He said today that he wants to do this, everyone will listen and follow him, but there is a stable staff to perform the operation. The future rank of the project manager can be high, 21 levels. Project managers above and above should be in basic condition. We should be a low-level staff, middle-level staff, senior staff, low-level staff first, to be familiar with their own business, and secondly, to know the status of grass-roots practice; middle-level staff must have grassroots The successful experience of the practice; The senior staff has a high level of understanding and maturity in practice, not only the longitude of their own business experience, but also the latitude of the relevant business. Senior staff is allowed to return, allowing further study After the other junior and middle-level staff came up from the grassroots level, in principle, they did not change their positions, did their work, loved one line, and had a special line. Moving up is not necessary.
This year, we will continue to make unconventional promotions. In the 15th and 16th levels, we will promote 3,000 people, 17, 1800, 19 2,000 people, and other 1,000 people at other levels. This is to open the gap between talents and let these negative entropy factors activate the organization. The locomotive is filled with oil, which is in line with the goal of 'all guns'. The purpose is to lay down the 'aircraft'. The standing board must bring up particularly good experts. Many of our scientists and business experts are excellent. They can Higher than our chief executive, even if the annual salary system is implemented, we can raise it. We must raise the number of experts and hold up the roof of the company's professional technology, so that many experts feel a sense of accomplishment. The number of experts at senior levels is only the same as last year. One-tenth of our managerial level, this aspect is still not enough. For the outstanding talents in the fresh graduates, can we give a 2%-5% indicator to set a higher salary, like Google, Samsung? , Apple's interview will be directly set a salary, to increase the attraction of the best talents; For external high-end experts, to introduce a differentiated management mechanism, using special methods of management; Strategic reserve team members can be a little bigger, focus on training can be To exercise in difficult positions and challenging positions, to allow new seedlings to grow faster, when he no longer stopped the seedlings on a certain level, and a new group of seedlings entered the company's field of vision.
In addition to improving material incentives for operational employees, it is necessary to further add spiritual incentives. Some small red flowers can be distributed, and small red flowers can be exchanged for a big red flower, etc. Both material incentives and spiritual incentives are equally important. For operators, it is necessary to Many evaluations have been converted to quantification, rapid decision evaluation and incentives, and wages can be used in a small and fast manner. Grassroots employees must gradually develop 'all-round employees' learning and activities. They should not only perform one line, love one line, one line, but also have appropriate With a reasonable professional span, each character of the production line understands to solve the current narrow skills span of the grassroots employees. The actual operation of the clerk is very complicated and we must care for their reasonable treatment.
As our production process becomes more intelligent, our basic team is no longer a worker. Some Ph.Ds and Masters have also entered. We must redefine this artisan expert and a team of scientists.
6. Insist that the business decides to organize, adapt to different business characteristics, give play to the advantages of a large platform, and build an organization that focuses on customers, is flexible and agile, and cooperates with each other.
It is necessary to stress that the business determines the organization and adapts the organization to the characteristics of the business. At the same time, it exerts the advantages of a large platform. The company's platform is layered and is mainly divided into two categories, including the platform of the entire group and the platform of each business, and it is flexible. The organization is structured to meet three requirements: Build focus customers, be flexible and agile, and collaborate together. The business organization must have a certain management span, not to be too detailed. The company has entered a stable management state, the departments are small, and the first-line interference excessive.
On the whole, the organization and operation of the company must shift from a controlled to a supportive operational type. Organizations operate for operations, not for control, management and control are issues of control, and how can their operations be controlled and controlled? The trust-based management is to reduce Necessary reporting, unnecessary PPT, unnecessary organizational hierarchy. In terms of operation, we need to gradually promote the 'platform + business team' approach. This is an idea but there are many ways to achieve it. We hope that the functional departments will be platformed. The platform must be service-oriented and the service must be market-oriented. The platform cannot become bulky. The thickness of the platform must be determined according to the first-line call, and in turn, the cost of the platform can be squeezed. Finally, the platform and the front line are a hole. One hole.
The company still needs to build a process organization. Otherwise, how large-arms regiment operations will be achieved in the future, but the cumbersome process is not science, but it must be broken first. The Cobra Swing is the best KPI operation. The Cobra snake heads over and the joints follow. The body was put on, but there was no change in the connection between the joints. The U.S. military performed well in the Iraq war. In fact, it is a very well-organized operation. Our company is now discussing the right side of the meeting, but the organization is operating in a rigid manner. Inflexibility, it still needs a lot of approvals, which is not as good as the high-speed railway operation and management of the state-owned China Railways. But now the process is poor, it does not mean that the process organization is not established. Although the process has a lot of problems, it also supports the operation of such a large company. Although there are problems, but we still have to inherit and optimize, abandon the process of operation, we are the guerrillas. To gradually change the process of decision-making mechanism, the uncertainty of the affairs is the main decision-making team, the decisive affairs is senior staff The head of the center is responsible for the system. We have 200,000 meetings a year, and the small meetings opened in the coffee shop have not yet been counted. There are too many guilds, there are too many ATs, and the power is too big. The collective decision of the high-level committee is very important, and it is not anxious to get slowly. However, the day-to-day operation of the Chinese grass-roots level cannot fully apply this system. Certainty The implementation of the chief executive responsibility system, the speed of decision-making should be rather than on a monthly meeting to make decisions. The change steering committee itself should aim at prolific food, rather than the process of perfect self-appreciation. To promote grass-roots processes can be The use of reductions, the sunset of process documentation, and the implementation of optimization activities for scientific documents. To see which places are suitable for the implementation of the chief responsibility system? If the cancellation of ST, it is also necessary to come up with an alternative management mechanism to achieve a soft landing. The reform committee must take the initiative to improve The driving force is to produce more food. All the big officials don't push forward. It's better to come in for some outstanding privates who are willing to promote improvement.
7. The focus of human resource work is business-oriented. Everything is for the business.
The focus of human resource work is similar to that of finance. The requirement for finance is 'business-oriented, financial supervision'; but human resources are not called supervision, and human resources are all services for business.
Human resources cannot always follow the business ass. The human resources staff system cannot be satisfied with professional operations. It is necessary to understand the actual needs of the frontline business; the human resources manager must come from the business field, from some successful project managers, successful chief officials. The head of human resources must be the pioneer of the business. Only in this way can they understand what is being managed, but also find someone who knows. Otherwise, how do you identify talented people? Human resources personnel who do not have such business experience must first start with the general staff and not be too powerful. , The power is in the hands of the chief officer. He begins by doing a good job of supporting work.
The human resources team can exceed some establishments and allow personnel to jump out of the self-contained system of human resources. The human resources team includes personnel of the cadre system. It is necessary to maintain one-third of the teams participating in the combat team and be mixed in the combat team. Continuous cycle of reincarnation. If circulation is not known to the business, there is no common language with the business, and talents and insights cannot be well identified, they can only serve as secretaries. Of course, there are a few secretarial personnel in the team. It is also possible not to include the combat cycle. In this cycle of the cadres, it is not Yi Gang. It is only a cycle. Do not lower the wages for him. The cadres who are on the way down do not emphasize that they are coming to exercise. They must stress that they are coming. Those who participated in the war were sacrificed and eliminated in the war. We did not exercise the term. We are going to explore and solve the reasonable cadre and staff cycle.
The policy management of human resources is aimed at adapting to business and enabling development. Different businesses have different operational characteristics and different stages of development. For example, the internal and external resources required by each business are different, and the needs of new and old employees in the team are different. The role of collectives and individuals in value creation is different, and the mode of operation of organizations is different. Therefore, the full-fledged elements of past habits and the one-size-fits-all policy control model will inevitably bring about constraints in the implementation of human resources policies and make things difficult for them. Human resources policies The management and control should firmly grasp the core values and cultural heritage, key high-level cadres and structural incentive framework management, etc., and a series of key core of the group's coherence management, and related organizations in the business, deployment, assessment, specific allocation and other issues At the same time, we will open up a certain space for differentiated policy development and encourage business units to actively seek out management methods that can adapt to their own businesses and stimulate their vitality. Do not simply say NO.