华为是如何激励员工的.docx
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华为是如何激励员工的.docx
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华为是如何激励员工的
HowdoesHuaweitomotivateemployees
Avalueoftheenterprise,oneisitsownfixedassetsandtechnologicalachievements.Butanoutstandingtalentorganizationhasbecomeanimportantaspectofmeasuringthevalueoftheenterprise.Enterprisessuccess,relysolelyonthebrandisnotenough.Employeeloyalty,likeaninvisiblehand,promotethecompany'sperformance.Howtogenerateemployeeloyalty,verysimple:
Morereasonableandhumaneallocation,awardssystem.Eachcompanyhasonlytoaddressthisproblem,bebettermotivateemployees,itwillnotbeatadisadvantageinthemarketcompetition.Staffmotivationanddevelopmentcompaniesarecloselyrelated.Employeesarethesoulforanenterprises.Effectiveemployeeincentivemechanismcanimprovestaffmotivation.Sothatemployeesrealizetheirfullpotentialindifferentcorporatecultures,differentorganizational,differentbusinessenvironment.Thisisthereasonforemployeeincentive.
Let'slookthataChinesecompanyHuawei
“HuaweiTechnologiesCo.Ltd.isaChinesemultinationalnetworkingandtelecommunicationsequipmentandservicescompanyheadquarteredinShenzhen,Guangdong.Itisthelargesttelecommunicationsequipmentmakerintheworld,havingovertakenEricssonin2012.AboutathirdoftheworlduseHuaweiTechnologies.”Huaweistaffhave23Levels,hasover140,000employees,around46%ofwhomareengagedinresearchanddevelopment.Usuallytechnicalworkersstartfrom13;under13aresecretariesjob.HuaweisetuplotofresearchinstitutesinIndia,theUnitedStates,Sweden,RussiaandChinaareBeijing,ShanghaiandNanjing.AndHuaweihasestablishedmorethan100branches,marketingandservicenetworksthroughouttheworld.
“RenZhengfeiisthepresidentofHuaweiandhasheldthetitlesince1987.Huaweidiscloseditslistofboardofdirectorsforthefirsttimein2010.Ms.SunYafangisboardchair.Asof2011,themembersoftheboardareMs.SunYafang,GuoPing,XuZhijun,HuHoukun,[48]RenZhengfei,XuWenwei,LiJie,DingYun,MengWanzhou,ChenLifang,WanBiao,ZhangPingan,andYuChengdong.ThemembersoftheSupervisoryBoardareLiangHua,PengZhiping,RenShulu,TianFeng,andDengBiao.RichardYuChengdongistheChairmanofHuaweiDevice,itsmobilephonedivision.On1July2013,HuaweiDeviceannouncedformerheadofNokiaColinGilesjoinedthecompanyasExecutiveVicePresidentofConsumerBusiness.”
Huawei'sculturesources
TherearethreesourcesofHuawei'sculture:
1.domesticandforewing’sfamousenterprisesadvancedmanagementexperience.2.TheessenceofChinesetraditionalculture.3.Huaweimanager’screativethinking.ThethirdisthemainstreamsourceofHuawei’sculture.Innovationsmakeculturehasgrowing.Also,Huaweihas3features.High-wage,high-pressure,high-efficiency.Withthisthreepoints,Huaweicontinuestomoveforward,Nowbecometheindustryleader.
Huawei'srewardsystem
1.Culturalincentives
Cultureisthesoul,culturehasastrongcohesion.CulturalincentiveshadplayedamajorroleintheearlydaysofHuawei.TheCEOofHuawei-RenZhengfei,hefeelthatbusinessoperationsnotonlyabattle,italsoaculturalrevolution.Heusedistinguishedspeechandwriting,creatinghispersonalauthority.Renmadeagoal:
Oneday,Huaweiwillbecomeaworld-classenterprise,Huaweiwillworkhardtoachievethisgoal.Excellentspeechislikebrainwashing,makeyouremployeesthinkyou'recorrect.Thisspiritualencouragementintheearlydevelopmentofenterprisesisveryimportant.Afteryearsofaccumulation,Huaweihasestablishedacorporateculturecompliancewithitsowncharacteristics.First,the"wolf"culture.Huaweiisadvocating"Wolf",appreciateitscharacteristics.Goodolfactory,quickreactionandteamwork.Thecoreismutualaid,solidarityandcollectivestruggle.Victoryarecelebratetogether,Failedaredesperatelytosave.Huaweihasbeenfullyreflectedthespiritofunityandcooperation.Huaweibelievesthatthewolfistherolemodelenterpriseshouldtolearning,wolf'scharacternevergetsold.Thesecondisthe"home"atmosphere.Huaweihasalwaysstressedthatenterpriseishome.Makeemployeesfeelworkisserviceformyhome.Makecultureintothedailymanagementoftheenterprise.Intheoffhours,Huaweialsostrivetoenrichthecorporatecultureandlife,makememberspromoteeachother'semotions.Thusfurtherenhanceemployees’spiritofcollaborationandinnovation.
2.Materialincentives
First,Highwages.HuaweihasChina'shighestpaid.RumorsthatMiddle-levelcadrescanaffordacruiseshipwhoworkinHuawei5years.Huawei'shigh-payingmakesoutstandingtalentaggregationHuawei,Ontheotherhandalsospurredenthusiasmofemployees.Manycompaniesisverydemandingtointernshipstaff,Low-wage,overtime,butHuaweiisdifferent.Whennewemployeesatinternaltraining,Huaweialsopaywagesandbenefits,samewithfull-timeemployees.WecanseethatHuaweiisverygeneroustoemployees.Becausethewagecostsfornewemployeesandtrainingteachers;Trainingvenuesconstructionandmaintenanceallneedalotofmoney.Trainingamatureemployeeswhocanworkindependentlyin,researchanddevelopment,Huaweiinvestedalotofmoney.Second,theshareincentive.Huaweihasbeenconvincedthathighwagesisthefirstimpetus.Birdsdeadforfood,mendeadforwealth.Meanwhile,Huaweiimplementationfullemployee’sshareholdingsystem.Itbeenaneffectivewaytolong-termincentivesemployees.EmployeeStockOwnershipmakeemployeesarefilledwithpassionrushedtofrontline.Athighpressure,high-wage,highload,Huaweistaffimmersedinthebeautifulfuture.Renguideagroupofferocious“wolves”,erodingtheopponent'sterritory.Occupytheselands,haveyourshare--ThisisHuawei'sinitialdrivingforcefortheimplementationofESOP.ESOPmakestherelationshiphasbeenafundamentalchangebetweenenterprisesandemployees.Employeesandenterprisesbyemploymentrelationshipbecomepartnership-basedpartnership.Thisgreatlyenhancedthesenseofbelongingtothestaffoftheenterprise,seethemselvesasmastersoftheirenterprises.ThissystemcreatedaprecedentforChineseprivateenterprise.
3.Spiritualencouragement
Huawei'smainSpiritualencouragementhasHonorAward,positions.Huaweihasavarietyofrewards.Thecompanyalsosetupaspecialhonordepartment,responsibleforstaffassessmentandawards.Aslongasemployeeshasadvancesincertainarea,theycangetsomereward,evenifonlyasmalladvance.HuaweiHonorAwardhastwocharacteristics.Firstoneiswiderange.Employeescaneasilygetcompany'sreward.Sometimesgetawardunknowingly.Aslongasyouhaveyourowncharacteristics,workhasefficiently,youcangetanhonoraryaward.NewemployeeshaveProgressAward,completedprojectshaveProjectAward.Second,thematerialincentivesandspiritualincentivestiedtogether.Aslongasyougetanyofhonorablemention,youcangetcertainmaterialrewards.Usuallyiscash,andnoupperlimitforHonorAward.PositionsincentiveisveryimportantforHuaweiretaintalent,playedaverybigrole.MostofHuawei'semployeesarehighlyeducatedandhighlyqualified.Theyareveryconcernedabouttoachievetheirownvalueandstronglydesiredtogetrecognitionofandrespectfortheorganizationorsociety.SoHuaweigivethemsufficientauthority,displaytrustandrespectthem.Huawei’sincentiveapproachmakesemployeesfeelhappy.Thismakesthemmorewillingtocontributetheirwisdom,bythecompany'saffairshaveastrongersenseofparticipationandmoreautonomy.
4.Freeenvironment
BaicaiyuanisHuaweiEmployeeswarmhome.Insidehavesupermarkets,activitycenters,restaurants,hairsalons…Laundryroomon-siteserviceatanytime.Mattereatfoodorshopping,employeesjustusetheirworkcards.Thisisveryconvenientforthosetechnicians.Thecompanyalsoregularlyorganizesgroupactivitiessuchassoccerorfootball.Relaxedenvironmentmakestaffmorecomfortable.Tosomeextent,spurredemployeestoworkhard.
5.InnovativeEmployeeTrainingMode
InHuaweieachpersonhastheirownmentor.Tutorswithstudentstodeveloptrainingprogramstogether.Tutorshelpandguidancetostudentslearntechnology,businesscapabilities,andmoralcharacter.Huaweiuseafriendstyletutorialsystem,tutorsandstudentshasasimilarage.Studentscangetsomeknowledgeandexperienceinthechat,eatorentertainment.Practicehasprovedthattutorialsystemachieveagoodresults.Withtutor’shelp,studentgrowthquickly,newemployeestoquicklyadapttotheworkingenvironment,alsoestablishedagoodrelationshipwithtutors.Thisinnovativetrainingmodelalsoplayedacertaindegreeofemployeeincentive.
6.Equitableassessment
InHuawei,thebeginningofeachyear,everyemployeewillneedtodevelopperformancegoals.Superiorsconductunscheduledtoadjustandcounselingsubordinates.Eachyear,inJunereviewandfeedbacktheassessment.Finally,attheendofyearassessmentexamination.Performanceresultslinkedincentivemechanisms.Afteralltheassessmentresultsintothemanagers.Managementwillbecarriedoutallkindsofcomparison,obtainedexaminationresultsbymulti-directionalcommunicationandfeedback.Thisassessmentresultsismoreequitable.Everyonelovesafaircompetitiveenvironment.
Huaweihasgivenmealotofinspiration.IwaslearnedalotofexperiencefromHuaweimotivatestaff.
Establishpersonalizedcorporateculture.Huawei'swolfcultureundoubtedlymadegreatsuccess.Distinctpersonalitycorporatecultureisthefoundationofhispersonalityproducts.PersonalizedStrengthenthecorecompetitiveness.Corporatecultureiscloselyrelatedwithentrepreneurs,ifentrepreneurscanc
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