HUAWEI Career Management: Starting From Secretary

The NVQ management system is not only a set of professional qualification certification tools, but also better because it can regulate the company's human resources system and help employees establish their own career development path.

In Shenzhen, the climate of late autumn always seems so bleak.

In contrast, the cold wind of public opinion is blowing the banner of HUAWEI.

On the eve of the implementation of the new labor contract law, HUAWEI issued a new regulation on labor contracts: employees of HUAWEI company, who worked for 8 years, had to take the initiative to handle the resignation procedures before the new year's day in 2008 (i.e., "voluntarily resign" after "New Year's competition"), and then sign a 1~3 year labor contract with the company. "HUAWEI"

This rule was immediately bombarded by the media, condemned by all sides, and even fiercely argued that this is a disguised form of evasion of corporate social responsibility and a challenge to the new labor contract law.

But in Longgang's HUAWEI base headquarters, it remained as calm and busy as ever. No one protested because of "resignation" and no one petitioning for it.

The rapid pace of enterprise has not been disturbed.

In the case of encouraging employees to resign and re compete for posts, the compensation scheme for HUAWEI's employees is far higher than the standard stipulated in the labor law: a HUAWEI employee who has worked for 12 years can get a compensation of 160 thousand yuan.

Even the lowest paid clerk in HUAWEI can get more than 20 thousand yuan of compensation in 8 years of service.

Compared with the laid-off workers of 20 years' working age, the buyout age is generally only 20 thousand yuan.

Besides, HUAWEI did not push its employees to the society. Instead, they resigned and re employed.

Employees who are willing to stay at HUAWEI will be able to re apply. Most of the employees who have worked for 8 years are resigned and have signed a new labor contract, and the staff will take this opportunity to choose their own direction again.

Why is HUAWEI so stable?

The answer is that this is closely related to the human resource management framework promoted by HUAWEI in recent years.

The development of HUAWEI in HUAWEI's NVQ is a parabola rising rapidly.

In 1996 or so, with the development of the C&, C08 switch market position, HUAWEI's annual sales reached 1 billion 500 million yuan, marking the end of HUAWEI's sales business as the main profit mode, and entered a high-speed development stage.

In 2003, sales volume was 32 billion 700 million yuan, and sales volume was 46 billion 200 million yuan in 2004.

But with the rapid expansion of production scale and staff, HUAWEI's management level is increasing, of which only 500 are secretaries.

These secretaries work at all levels of management and intersections at the company level and play an important role in promoting the management and development of the company.

HUAWEI's secretary's academic background is generally high, basically a university graduate. Most of the people who enter HUAWEI mostly pay high salaries and say they can do anything, so they become secretaries.

But a few months later, I found that I was mainly doing some document delivery, data entry, conference convening and so on. After a long time, I felt that the Secretary seemed to be an odd guy, and I didn't want to do it.

In 1998, HUAWEI sent Zhang Jianguo, vice president of the time, to Europe to investigate. During the inspection, Zhang Jianguo found that the prestigious British NVQ enterprise's administrative qualification certification is not empty. In the European giants, NVQ management system covers all occupations. All the skills and knowledge levels required from the office clerks to the president and managers of the company are specified in detail. Each level reflects the knowledge and ability required in the actual work, and the responsibilities and rights in the work.

More importantly, NVQ management system has been recognized by the international community. Through this system, we can completely solve the problem of employee's career development, and greatly promote the enthusiasm of employees.

Qualified employees can be awarded the international vocational qualification certificate jointly issued by Chinese and British organizations. This certificate can be recognized by the society, and for employees, it is recognition of their own value.

Therefore, Zhang Jianguo decided to pfer the foreign NVQ management system to HUAWEI.

In the beginning, Cheng Fangyuan did not conform to the rules, but the secretaries did not adapt to the NVQ administration qualification.

Li Yuan, who is secretary of the general manager, is also very simple and doesn't know what the purpose of the assessment is.

"For some ordinary work indicators, I feel that there is little improvement in work."

With the deepening of learning, Li Yuan and other talents have gradually realized that the improvement of work efficiency is based on orderly work. The qualification certification helps to establish work order, thereby improving work efficiency. To deal with the work outside routine work, we need to have a train of thought. Qualification authentication is to provide a train of thought and an idea to help you find out the commonalities of handling problems, and establish a logical thinking order, so as to improve work efficiency.

For the secretarial work, it is the establishment of a code of conduct for secretaries and the mechanism to achieve this standard.

In the pilot work of introducing NVQ system, HUAWEI organized secretarial staff and relevant management personnel to conscientiously study the standards of international enterprise administration, and compared with standard requirements to assess the work, so that employees clearly defined the goal of work improvement and the career development of secretaries.

In the beginning, at the same time, the Ministry of human resources has repeatedly explored the qualifications of the secretary. In accordance with the platform of personnel management and personnel training in the British NVQ enterprise administration standard system, HUAWEI established the goal of standardization and professionalization of secretarial work, and revised and refined the standards of secretarial qualifications according to the actual situation of the company, and established a set of qualification evaluation systems that meet HUAWEI's actual level.

Under the guidance of this principle, typing speed, meeting notice, stationery used in conference, conference process management, meeting minutes, office information management, and process connection among departments are all the qualifications of HUAWEI secretary.

For example, half an hour before the start of the meeting, telephone is implemented. The level of professionalism is reflected in such details.

After the completion of the qualification system, the secretaries finally understood the direction of their development.

HUAWEI secretary's professional ability has improved rapidly, such as computer management, document management, telephone processing, and other units have to recruit three people to do, HUAWEI alone is enough.

It saves wages, management fees, office space and efficiency.

HUAWEI has also established the Qualification Certification Department, organized and trained specialized personnel for the evaluation work, and also promoted the training of the company staff.

After solving the secretary problem, the Ministry of human resources set up two qualification research teams, three in each group, and began to work out the qualification system for other personnel.

For example, HUAWEI conducts qualification certification activities for senior managers, on the one hand, through the summary and evaluation of the work of cadres at all levels, explores effective ways of qualification authentication, so as to play a pioneering role for the next step to carry out certification work at all levels and all posts. On the other hand, it also makes a thorough exploration of the comprehensive quality of senior managers, and distinguishes the different professional qualities and characteristics of managers from the central area, so as to further optimize the allocation of talents.

The establishment of the qualification criteria for salesmen was first selected by 20 excellent salesmen from different parts of the country. The team members ran to the offices to see how these excellent salesmen visited the customers, how to negotiate, and finally set a qualification level of one to five.

Immediately after that, HUAWEI set up the qualification management department and set up corresponding qualification standards for each post.

In order to make employees continuously improve their work ability and value, there is a larger and wider space for development. The Department of qualification management has designed a dual career development channel for management and professional technology.

At HUAWEI, the 6 training centers are all under the qualification management department.

The invalidation of training for many enterprises is often due to lack of qualification system, and the gap between "existing" and "due" can not be known.

In the HUAWEI, with the qualification system, from a certain level to the next level, the ability to improve is clear at a glance, and training is targeted.

The qualification standard is traction driven, the training system supports cooperation, emphasizes the development function, and really solves the problem of employee career development.

Employees can design their own career development channels according to their own characteristics and business development.

Taking Li Yuan as an example, he has two choices: one is to take management posts and enter the human resources system, and the other is to take human resources managers as the career goal; two, to take the technical post channel, to persist in doing human resources technical work, and to become an internal human resource technology expert.

In order to help employees achieve their goals quickly, HUAWEI has made an evaluation system for promoting the NVQ system.

The difference between NVQ and other evaluation is that the evaluation is not to evaluate the work, but to help the staff. The relationship between the staff and the staff is a process of mutual help and mutual improvement, which helps employees to reach the target at an early date, so that employees can perform their abilities more freely and normally in the process of evaluation.

After months of unit appraisal, Li Yuan felt as if he were guided by a good secretary with comprehensive quality. In the examination, he compared his secretarial standards to examine his work. He felt self reproach or suddenly felt at a distance. When he met the standard requirements, he felt a satisfaction.

In order to ensure the quality of the evaluation work, HUAWEI implemented the internal and external admissions system in the pilot work according to the requirements of the British NVQ system.

Through the supervision work, the company aims to promote employee compliance, and promotes the improvement of the relationship between the management levels of HUAWEI, as well as between the upper and lower levels.

In principle, HUAWEI conducts a job qualification every two years. According to the result of the certification, the company decides whether the employee is going to remain in office, promoted or downgraded.

A year later, the HUAWEI secretaries who participated in the examination at the general examination stage reached more than 300 people. The number of people who completed the 1 level appraisal reached 180, and the excellent secretaries could go to the market department for training and gradually improve.

Drawing on the British NVQ Business Administration qualification certification, the company established a code of conduct for secretaries, improved work efficiency, solved the problem of secretary's career development path, and greatly promoted the enthusiasm of the secretary.

Since then, the career path of every employee in HUAWEI has been opened under the planning of NVQ system.

HUAWEI's human resource management framework is basically formed by introducing the NVQ system.

In 1999, HUAWEI's performance management system, salary distribution system and qualification evaluation system have been very perfect.

The three systems are mutually supportive and dynamic.

Take HUAWEI's salary system as an example, HUAWEI's salary varies greatly according to the level, the treatment of new employees is equal to the market price, the current undergraduate is about 3500 yuan, and the master's salary is about 4000 yuan.

After the correction, there will be an opportunity to raise salary, which will not exceed 500 yuan.

Every six months or a year, there will be a salary adjustment index of less than 1000 yuan.

In 1999, the old employees share dividends from 100 thousand to hundreds of thousands a year, and no stock came in after 2001.

HUAWEI implements the policy of welfare monetization.

There is no housing provident fund, but the monthly allowance of 800~1000 yuan (1000 yuan in Shenzhen headquarters) is sent to kkali, which can be consumed in the company's canteens and supermarkets. If you want to convert into cash, you will have to pay 20% tax.

The year-end bonus is 30 thousand yuan, 20 thousand yuan and 10 thousand yuan, depending on the size of the product.

15% of the monthly basic salary is the retirement fund, which includes social security. The remaining part is extracted at the time of departure, but it also needs to deduct 20% of the tax.

In addition to enjoying basic protection, the overseas employees also have high subsidies.

This kind of pricing and floating system according to the market reflects the idea of reducing costs and improving efficiency, which has further promoted a large number of personnel changes.

The superiority of this set of standards is that HUAWEI's evaluation, treatment and position are not necessarily related. After getting rid of the nepotism, the position is just a simple sign of doing things in the enterprise.

After the official position is removed, the employee's rising channel will naturally open.

"In 2002, I pferred to the post of human resources from the post of secretary, and the process of pformation is basically logical, because all the achievements of the qualification certification are clear at a glance."

Li Yuan said.

The process of qualification certification of HUAWEI has fully manifested the relative fairness compared with objective criteria, and the qualification system.