First, the distribution principle of "one hole for strength" and "one hole for benefit"
When Huawei was first established, it only had 20,000 yuan, 35 guns and a few rented houses, so Huawei started. In Shenzhen, where profiteering prevailed in those years, there were many similar enterprises. Now, however, such enterprises and bosses have long since disappeared without a trace.
What made Huawei not only fail, but also achieve rapid growth and become a world telecom giant? Quite simply, Ren is not greedy for money. He distributed almost all the shares of the enterprise to the employees, leaving only 1.4% for himself. Huawei employees invested in GSP system, which made all employees become "strugglers", thus making Huawei great.
And how much did these "strugglers" who followed closely take in Huawei? Not to mention the annual salary of executives, nor the annual salary of R&D personnel and marketing personnel. Anyway, in the past few years, Huawei ranked first in the country in terms of per capita tax payment.
The distribution principle of "spare no effort" and "spare no effort" and the establishment of benefit sharing mechanism reflect Ren's basic attitude towards employees' interests and show Ren's real respect for employees, because the most basic demand of people is to obtain benefits first.
Second, the market concept of holding hands with competitors.
There are no eternal enemies and friends in the world, only eternal interests. This sentence applies not only to politics, but also to business. For enterprises, this kind of interest is not only for internal employees, but also reflected in the distribution of interests between enterprises and customers.
At the turn of the century, Ren put forward the concept of "being friends with business" and advocated that "competitors should also join hands to cooperate". Since then, a new situation of competition and cooperation between Huawei and international telecom giants has begun, and cooperation in competition and growth in cooperation have laid the foundation for Huawei's internationalization.
In the early days of Huawei's establishment, Ren particularly emphasized the benefit sharing with customers. In order to open the domestic market, Huawei has established joint ventures with telecommunications departments in many parts of the country. What are the advantages of the joint venture company? First, the telecom workers take shares, and the business is certainly much better; Second, the payment is recovered in time, because it has the interests of your telecom workers. Since then, Huawei has realized the transformation from the strategy of "encircling cities from rural areas" and consolidated its position in the domestic market.
In today's view, such an approach will not work, but don't forget that it was an era of "southern tour" speech. Do you remember an image metaphor at that time? It's called "One billion people, 900 million people, and the remaining 100 million people are thinking". Under such circumstances, we can only say that Ren has extraordinary market control ability. It is Ren's genius to buy and sell without a hammer, not to eat all the profits of upstream and downstream, and to cooperate with customers for a win-win situation.
Third: a platform to provide support for every struggler.
Ren divides employees into three categories: ordinary workers, ordinary strugglers and valuable strugglers. According to three different groups, different management requirements are put forward and different salaries are given. Ren clearly pointed out that Huawei attaches importance to those valuable strugglers and thinks that they are the driving force of Huawei's cause.
However, Ren does not exclude the existence of the first two types of personnel in Huawei, and this positioning is rational. For a production-oriented enterprise, it involves people, finance, production, supply and sales, and needs all kinds of personnel to complete different tasks. Some positions require high investment, high education and high wisdom, so people who want to struggle are arranged to do it; And some simple service posts, ordinary workers can be fully qualified.
For the first two types of personnel, the salary paid by Huawei is slightly higher than the local level. For the third type of personnel, Huawei not only pays a high salary, but also gives Huawei internal equity and shares the benefits brought by enterprise development.
The significance of Huawei's differentiated employee management lies in breaking the traditional practice of dividing employees by post nature, but judging employees' value to the enterprise by their personal ability, professional attitude and professional accomplishment, driving away the unreasonable practices of identity, position and level in the traditional sense and providing employees with broad platform support. Not playing this year does not mean not playing next year; People who struggle this year do not mean to continue to struggle next year.
This concept is indeed worth learning from many enterprises, and it is also a mirror for state-owned enterprises to carry out human resource management reform. Rigid dogmatic personnel management will inevitably stifle employees' creative passion and ability. If the enterprise is not good, the core problem is the management of people.
Fourth, strive to build a passionate team.
There is no doubt that Huawei's success has benefited from its appointment as Zheng Fei. Without Ren, there would be no Huawei. Without Ren, there would be no Huawei today. In recent decades, there have been many bosses in China, but not many entrepreneurs, especially Ren. The boss is a money-making machine, and the entrepreneur manages someone.
Studying Huawei and Ren doesn't need to go deep into Huawei or meet Ren. From Ren's widely circulated speeches on the Internet, we can clearly understand Ren's management thoughts. We know that under the guidance of any management idea, Huawei10.5 million employees are a passionate team, and their outstanding characteristics are hard work and ideals.
In the early days of exploring the international market, Ren issued the call of "brave, spiritual and transnational Pacific". Ren said that at the historical moment at the turn of the century, we should choose to actively integrate into the mainstream of the world. This is undoubtedly a step without hesitation, but isn't it our mission and responsibility to realize our customers' dreams and become a world-class equipment supplier? Isn't it a very correct and meaningful step for our enterprise, our nation, our country and even our individuals?
1997, Huawei was still very small at that time, with sales of only RMB 4 billion. However, Ren released his words: in the future, the communication market will be divided into three parts, and Huawei will occupy a seat. 18 years later, Huawei's sales have reached 280 billion yuan, making it a veritable world communication leader.
Ren once told employees that everyone must buy a house with a big balcony, because in the future, you should always take out your money to bask in the sun and don't let it get moldy, so Ren introduced the salary policy of "high salary is the first driving force". Ren asked that in order to establish Huawei's position in the domestic market, nothing should be done except breaking the law and discipline. Huawei held a meeting of thousands of employees. After the meeting, there was not even a piece of paper on the ground. Can your enterprise do this? From this, we can know what kind of team Ren leads.
From Ren's speech, we can not only feel Ren's ideal and passion, but also learn the basic logic and common sense of management. Because of such a boss and such a team, how can Huawei not succeed step by step?