On October 24, according to the Beijing Youth Daily, the recent resolution on implementing the company's talent supply strategy issued by Huawei stated that 'Huawei Company stopped the general social recruitment in principle', not in the excellent previous students, key scarce talents and All departments within the company's special recruitment scope shall not issue offers, and special circumstances shall be subject to approval by the rotating chairman.
In response, Huawei responded to the 21st Century Business Herald reporter, saying that this is a false report, 'We will continue to open up, attract talents from all over the world, and promote business development under the new vision of the company.'
However, Huawei internal staff told the 21st Century Business Herald: 'Only recruiting experts above level 19, special areas are not affected, the company officially issued a document.'
Social recruiting experts above level 19
Under 'Winter', Huawei seems to be starting to streamline personnel costs.
According to the reporter's understanding, Huawei does not completely stop social recruitment, but the target of recruitment will only target 'key scarce talents above level 19.' These key scarce talent areas include: IT, public cloud services, artificial intelligence, video surveillance, Internet ecology and Operations and other fields. For Huawei's already superior wireless technology, access network technology and other fields, there is no need to supplement external middle-level (15-18) personnel.
The talents above the 19th level are called technical bulls. The above-mentioned internal staff told reporters that it is equivalent to A5's P9 level. In Huawei, it is probably the minister of the fourth and fifth departments.
In addition to screening in the social recruitment target, in fact, Huawei also employs a lot of outsourced employees. Compared with the social recruitment, the basic salary of outsourcing is lower.
According to Huawei's 2017 financial report, Huawei's sales revenue was 603.6 billion yuan, with a profit of 47.5 billion yuan. Huawei paid employees' salaries, salaries and other benefits totaling 140.285 billion yuan, calculated based on Huawei's 180,000 employees. The annual salary per employee was 779,400. yuan.
Huawei's talent management advancement
Regarding Huawei's management, the most famous sentence is Ren Zhengfei's 'Fang Zheng has no technology to manage, Lenovo has no management, and Huawei has neither management nor technology'. This sentence is said to have been said in 1993. It is difficult to verify the specific occasions. From this point in time, it seems that this sentence has a historically witty taste. After all, Founder and Lenovo are now mediocre, Huawei is already a big tree.
Huawei's senior management consultant, Huang Weiwei, a professor at Renmin University of China's School of Business, said in an interview with 21st Century Business Herald reporters: 'Huawei began to spend a lot of effort to introduce the Western process management system in 1999. The introduction of this system is based on Distrust, improve the process based on distrust, and make the whole enterprise run and manage to get rid of people's dependence. But after decades of construction, this system has gone through some areas and feels a little passed. Why is this never? Trust management goes to a big background of trust management. The entrepreneurial stage is trust management. At that time, there is no process, because the organization size is not very large, but after the organization is large, it can't be controlled by this management method. When the process introduces the western management system through a dozen After the year is perfected, there is actually a return to this time, that is, the negation of negation. Under such a system, it is more suitable for a kind of trust management, because it is not afraid of losing control.
According to the reporter's review, this means that Huawei's talent management has gone through three stages. Talent management 1.0 is the initial stage. The business is mainly based on the switch business, supported by the enthusiasm of business and technical personnel, and more by recruiting. Young people with an energetic spirit to expand their business.
When the talent management version 2.0 was reached, the company gradually expanded, not only the product line management became more difficult, but also the management of talents became extremely challenging. Therefore, it took a lot of money to introduce the IBM management model, realize the process management, and influence the management. To the lowest, this is the traditional Western-style management, which was very advanced at the time, even in the present, there are still a large number of enterprises that have not achieved this stage.
Next is the talent management 3.0 stage. At this time, the consumer business share is expanding, especially the artificial intelligence business is facing challenges. At this time, if it relies entirely on process management, it will be difficult to make breakthroughs in specific business points.
Huawei's Talent View in the AI Era: Pyramid Structure to Pareto Curve
Huawei released a high-profile AI strategy and reviewed the AI talent concept.
Huang Weiwei said that the biggest subversion of AI to enterprise talent management is the revaluation of talent value. In the industrial economy era, the distribution of talent value presents a pyramid structure, and the greatest value creation comes from grassroots employees and middle managers, who have a large number of people and create value. It is also big; but in the AI era, talent value creation shows the Pareto curve characteristics, 20% or even less of the top talents, contributing 80% or even 90% of the industry value, which makes the talent competition in the AI era more intense, especially Focus on the competition of the top talents.
When talking about whether Huawei is facing the problem of overcapacity in the AI era, Huang Weiwei said: 'Ren Zhengfei’s AI, he said that don’t make big architecture first, let single-point breakthroughs in various fields, intelligent network diagnosis and maintenance, and fault interception. It is judged from small changes whether it will affect the whole network or a big fault. A single breakthrough is sure that talents have a sense of repetition, but there is no certain overlap, there is no certain repetition, no certain competition depends on planning, it seems economical, personnel Input, resource investment is very economical, but it may not be good in terms of efficiency. The market mechanism and planning mechanism should be combined. After the direction is clear, AI is in the early stage, and it may need more market mechanism to plan these top-level designs. On the contrary, it is easy to look biased, but it is easy to mislead.
In comparison with big international companies, Huang Weiwei said, 'Now try to be roughly correct in terms of direction, there is border, unlike Google, Google in addition to traditional search, video, maps, advertising, now cash flow is mainly These businesses, there are seven major businesses, this model must be cleaned once a year, not optimistic, not profitable (business) to be cut off, cut off a group of people, the business cut down the internal transformation is not very Easy. '
Although Huawei is now very profitable, the business lines are expanding very well, but its background is still hard work and hard work. This is very different from the rapid financing of Internet companies from the capital market. Domestic Internet companies The more features are the complete light asset model, relying on the low-cost technology of the open source world to quickly build new business. This feature is that it must be quickly listed for financing, and it is difficult to make long-term investment in technology for a long time.
Inside like an apple, like Samsung
Huawei's current investment in the field of technology is obvious to all, but it still emphasizes customer-centric and demand-centered. On the one hand, this is because long-term earning is hard money, eating technology but not getting users, so stressing to make money On the other hand, more importantly, Huawei's heart is like Apple, and its shape is like Samsung.
The type of enterprise determines the talent concept of the enterprise. Huawei is like Apple because Huawei emphasizes that technology is to serve users. Under this model, talents must be both self-disciplined and innovative. Technical management We must have the ability to innovate, have the ability to break through the business, and find the breakthrough goal of the operation. The grassroots employees must have self-discipline and dare to rush. The stage of talent management 3.0, especially in the field of artificial intelligence, is like a guerrilla team, which needs to be on a single point of business. To make a breakthrough, we also need to obey the command in the overall concept.
This is totally different from Google. Google is more emphasizing that it has to enter a new field. Even if there is no real demand in this field, but exploring in multiple directions, it can also break through the need to discover, which means everyone is To explore the heroes of the new world, we need to maximize the creativity of everyone.