华为是如何激励员工的.docx

How does Huawei to motivate employeesA value of the enterprise, one is its own fixed assets and technological achievements. But an outstanding talent organization has become an important aspect of measuring the value of the enterprise. Enterprises success, rely solely on the brand is not enough. Employee loyalty, like an invisible hand, promote the companys performance. How to generate employee loyalty, very simple: More reasonable and humane allocation, awards system. Each company has only to address this problem, be better motivate employees, it will not be at a disadvantage in the market competition. Staff motivation and development companies are closely related. Employees are the soul for an enterprises. Effective employee incentive mechanism can improve staff motivation. So that employees realize their full potential in different corporate cultures, different organizational, different business environment. This is the reason for employee incentive.Lets look that a Chinese company Huawei“Huawei Technologies Co. Ltd. is a Chinese multinational networking and telecommunications equipment and services company headquartered in Shenzhen, Guangdong. It is the largest telecommunications equipment maker in the world, having overtaken Ericsson in 2012. About a third of the world use Huawei Technologies.” Huawei staff have 23 Levels, has over 140,000 employees, around 46% of whom are engaged in research and development. Usually technical workers start from 13; under 13 are secretaries job. Huawei set up lot of research institutes in India, the United States, Sweden, Russia and China are Beijing, Shanghai and Nanjing. And Huawei has established more than 100 branches, marketing and service networks throughout the world.“Ren Zhengfei is the president of Huawei and has held the title since 1987. Huawei disclosed its list of board of directors for the first time in 2010. Ms. Sun Yafang is board chair. As of 2011, the members of the board are Ms. Sun Yafang, Guo Ping, Xu Zhijun, Hu Houkun,48 Ren Zhengfei, Xu Wenwei, Li Jie, Ding Yun, Meng Wanzhou, Chen Lifang, Wan Biao, Zhang Pingan, and Yu Chengdong. The members of the Supervisory Board are Liang Hua, Peng Zhiping, Ren Shulu, Tian Feng, and Deng Biao. Richard Yu Chengdong is the Chairman of Huawei Device, its mobile phone division. On 1 July 2013, Huawei Device announced former head of Nokia Colin Giles joined the company as Executive Vice President of Consumer Business.”Huaweis culture sourcesThere are three sources of Huaweis culture: 1. domestic and forewings famous enterprises advanced management experience. 2. The essence of Chinese traditional culture. 3. Huawei managers creative thinking. The third is the mainstream source of Huaweis culture. Innovations make culture has growing. Also, Huawei has 3 features. High-wage, high-pressure, high-efficiency. With this three points, Huawei continues to move forward, Now become the industry leader.Huaweis reward system1. Cultural incentivesCulture is the soul, culture has a strong cohesion. Cultural incentives had played a major role in the early days of Huawei. The CEO of Huawei- Ren Zhengfei, he feel that business operations not only a battle, it also a cultural revolution. He use distinguished speech and writing, creating his personal authority. Ren made a goal: One day, Huawei will become a world-class enterprise, Huawei will work hard to achieve this goal. Excellent speech is like brainwashing, make your employees think youre correct. This spiritual encouragement in the early development of enterprises is very important. After years of accumulation, Huawei has established a corporate culture compliance with its own characteristics. First, the wolf culture. Huawei is advocating Wolf, appreciate its characteristics. Good olfactory, quick reaction and teamwork. The core is mutual aid, solidarity and collective struggle. Victory are celebrate together, Failed are desperately to save. Huawei has been fully reflected the spirit of unity and cooperation. Huawei believes that the wolf is the role model enterprise should to learning, wolfs character never gets old. The second is the home atmosphere. Huawei has always stressed that enterprise is home. Make employees feel work is service for my home. Make culture into the daily management of the enterprise. In the off hours, Huawei also strive to enrich the corporate culture and life, make members promote each others emotions. Thus further enhance employees spirit of collaboration and innovation.2. Material incentivesFirst, High wages. Huawei has Chinas highest paid. Rumors that Middle-level cadres can afford a cruise ship who work in Huawei 5 years. Huaweis high-paying makes outstanding talent aggregation Huawei, On the other hand also spurred enthusiasm of employees. Many companies is very demanding to internship staff, Low-wage, overtime, but Huawei is different. When new employees at internal training, Huawei also pay wages and benefits, same with full-time employees. We can see that Huawei is very generous to employees. Because the wage costs for new employees and training teachers; Training venues construction and maintenance all need a lot of money. Training a mature employees who can work independently in, research and development, Huawei invested a lot of money. Second, the share incentive. Huawei has been convinced that high wages is the first impetus. Birds dead for food, men dead for wealth. Meanwhile, Huawei implementation full employees shareholding system. It been an effective way to long-term incentives employees. Employee Stock Ownership make employees are filled with passion rushed to front line. At high pressure, high-wage, high load, Huawei staff immersed in the beautiful future. Ren guide a group of ferocious “wolves”, eroding the opponents territory. Occupy these lands, have your share- This is Huaweis initial driving force for the implementation of ESOP. ESOP makes the relationship has been a fundamental change between enterprises and employees. Employees and enterprises by employment relationship become partnership-based partnership. This greatly enhanced the sense of belonging to the staff of the enterprise, see themselves as masters of their enterprises. This system created a precedent for Chinese private enterprise. 3. Spiritual encouragementHuaweis main Spiritual encouragement has Honor Award, positions. Huawei has a variety of rewards. The company also set up a special honor department, responsible for staff assessment and awards. As long as employees has advances in certain area, they can get some reward, even if only a small advance. Huawei Honor Award has two characteristics. First one is wide range. Employees can easily get companys reward. Sometimes get award unknowingly. As long as you have your own characteristics, work has efficiently, you can get an honorary award. New employees have Progress Award, completed projects have Project Award. Second, the material incentives and spiritual incentives tied together. As long as you get any of honorable mention, you can get certain material rewards. Usually is cash, and no upper limit for Honor Award. Positions incentive is very important for Huawei retain talent, played a very big role. Most of Huaweis employees are highly educated and highly qualified. They are very concerned about to achieve their own value and strongly desired to get recognition of and respect for the organization or society. So Huawei give them sufficient authority, display trust and respect them. Huaweis incentive approach makes employees feel happy. This makes them more willing to contribute their wisdom, by the companys affairs have a stronger sense of participation and more autonomy.4. Free environmentBaicaiyuan is Huawei Employees warm home. Inside have supermarkets, activity centers, restaurants, hair salonsLaundry room on-site service at any time. Matter eat food or shopping, employees just use their work cards. This is very convenient for those technicians. The company also regularly organizes group activities such as soccer or football. Relaxed environment make staff more comfortable. To some extent, spurred employees to work hard.5. Innovative Employee Training ModeIn Huawei each person has their own mentor. Tutors with students to develop training programs together. Tutors help and guidance to students learn technology, business capabilities, and moral character. Huawei use a friend style tutorial system, tutors and students has a similar age. Students can get some knowledge and experience in the chat, eat or entertainment. Practice has proved that tutorial system achieve a good results. With tutors help, student growth quickly, new employees to quickly adapt to the working environment, also established a good relationship with tutors. This innovative training model also played a certain degree of employee incentive.6. Equitable assessmentIn Huawei, the beginning of each year, every employee will need to develop performance goals. Superiors conduct unscheduled to adjust and counseling subordinates. Each year, in June review and feedback the assessment. Finally, at the end of year assessment examination. Performance results linked incentive mechanisms. After all the assessment results into the managers. Management will be carried out all kinds of comparison, obtained examination results by multi-directional communication and feedback. This assessment results is more equitable. Everyone loves a fair competitive environment.Huawei has given me a lot of inspiration. I was learned a lot of experience from Huawei motivate staff. Establish personalized corporate culture. Huaweis wolf culture undoubtedly made great success. Distinct personality corporate culture is the foundation of his personality products. Personalized Strengthen the core competitiveness. Corporate culture is closely related with entrepreneurs, if entrepreneurs can correct understanding of the value of personalized corporate culture is the key of build personalized corporate culture. Many enterprises in the course of business tend to focus more on obtained corporate profits, ignoring building the enterprise culture. And very few to education staff learn values, corporate culture and company management philosophy. Lack corporate culture, often resulting in personal values and business philosophy dislocation, lack of cohesion between departments. Healthy development of enterprises need a cultural, spiritual and moral. So, need to strengthen the corporate culture construction. Combined with the characteristics of work, establish a set of our enterprises corporate culture. And make core values embodied in the employees actions.There are three parts of the corporate culture encourages: outlook of value, Spirit of enterprise and corporate image. The role of corporate values, unified corporate members objectives. After employees into the enterprise, enterprise values began to affect them. Agree with Enterprise values employees, will work with passion; if disagree, will be marginalized with other people. Huaweis core values is “Customer service is the only reason for Huawei survival”. A lofty values, so that Huawei will be recognized by employees and customers. Spirit of enterprise strengthen the employees sense of mission. Spirit of enterprise enables employees to produce a willpower, encouraging employees to spare no effort to against all odds. Fight for final victory. Corporate image make employees to be recognized, understood, respected by social. Good corporate image means enterprise members have good reputation and high social status. Thereby strengthening corporate members to enhance the corporate image. This is a win-win. Huaweis reputation is good, so employees are more united, more work hard. These are intended to maintain the corporate image, that they will be respected.Implementation of a variety of incentivesWe can see that Huawei used a lot of different ways to encourage employees. Spiritual encouragement and material encouragement combining. Thats so good. How to make employees get a reasonable return is important issue. Diversified salary mode can motivate employees. Huawei has launched the industrys first high-wage, at the same time implementation of ESOP system. Employee stock ownership make Huawei Pay lot of dividend to staffs, CEO Ren have a great determination to winning employee loyalty and enthusiasm. Combined indemnificatory salary and risk salary. Combination of Short-term incentives and long-term incentive, maximize the incentive effect. In addition, Huawei did a very good spiritual incentive of the staff. There are a variety of awards. For any progress, Huawei will give employees reward. Material and moral incentives to ensure that Huaweis staff is always energetic, filled with combat. In reality, many companies attach importance material incentives but despise spiritual rewards. Meanwhile, some companies in the process of incentives for employees, often without considering the employees feeling, personal development and inner needs. When incentive employees, regardless of the level, regardless of the period, only give material rewards. Lack of effective humanized spiritual incentive. If a company only know use money to encourage employees, employees only a little bit loyalty, they are work for money, not work for enterprises. So, spiritual encouragement is to increase employees sense of belonging and loyalty. We should also pay attention some of the issues on awards. First is fairness and accuracy of the awards System. First of all, according to the actual situation of the company, develop an award system which is most people approbate. And strictly enforce by the long-term. Combine the reward system and assessment systems, stimulate employees sense of competition. Huawei enforced this strategy. Secondly, in developing the system should reflect the scientific. Comprehensive understanding of the employee needs and the quality of the work environment. Huaweis Baicaoyuan, demonstrated the humanized. Staff very pleasant living inside. Achievement motivation of employees is particularly important. As I mentioned before, employees want to be recognized. As I mentioned before, employees want to be recognized, respected. So, companies should establish an effective authorization, decentralization mechanism. Enable employees to participate in various decision-making. Meet the special needs of employees, thereby improving efficiency and achieve organizational goals. Scientific career planning is also essential link for employee motivation. It helps to increase employee sense of achievement, satisfaction and loyalty to the organization. It also makes the employees individual need and the enterprise development need consistent, thereby enhancing the autonomy and creatively. Attention to the emotional incentive of employees. In the rapid development of modern economi