The One Behind It All Chapter 62

For Huawei, how to educate these only children of the post-80s generation who have not received strict professional quality training and have strong personal values is indeed a new problem. When answering questions, Aiden's advice to new employees was: "Self-criticism, reinvention, a new life, and a down-to-earth person."

In our country, there is a very special phenomenon, which is nepotism. It is said that "one person becomes an immortal, and chickens and dogs ascend to heaven." However, this phenomenon is absolutely not allowed to occur at Huawei. When Huawei was developing rapidly, many people hoped to recruit relatives and friends into Huawei through connections. When Aiden spoke to the head of the Human Resources Department, he said that Huawei must resolutely put an end to nepotism. It is entirely up to you to decide whether to hire someone. If there is a problem, it must be in the Human Resources Department. With such clear instructions, the human resources department dared to strictly control the company. As a result, many people recommended by leaders were blocked from Huawei because they failed to pass the interview. The Shenzhen Municipal Government once hoped that Huawei would recruit more graduates from Shenzhen University, but Huawei has always adhered to its principle of merit-based admissions. Huawei focuses on human resource reserves and its strategy of "catching all top domestic students in one fell swoop" has resulted in strong human and intellectual support behind Huawei's steady progress.

The first thing new employees have to do after reporting to Huawei is to enter "Huawei University" to study, which lasts for 5 months. It is not limited to corporate culture training, but is divided into military training, corporate culture, workshop internship, technical training, Market exercises and other five parts. Life in these five months is like purgatory, and those who "survive" will feel "reborn". First, we conduct 2 weeks of military training and corporate culture training. We get up at 6:30 in the morning to run exercises. Points will be deducted for being late, and points will be deducted for employees in the same dormitory. This is to cultivate team spirit and not allow new employees to work independently like in college. . After that, another 3 to 4 weeks of labor production internship will be carried out, and the internship content will be set according to different positions. There are 6 to 7 exams during this period of study. Students who come last in two consecutive exams will be postponed to the next period of study. If they fail again, they are likely to be dismissed. After leaving the camp, new employees are first sent to Huawei's offices to understand the front-line sales situation and become familiar with the market, and then are transferred to their respective departments. If you have a problem and need help, people throughout the company are available to help.

Only those who have entered Huawei can realize how much this training has brought them. Looking at all the international and domestic telecommunications equipment manufacturers, none can provide free professional training for a new employee for several months, and at the same time pay the salary of a regular employee, but Huawei can do it. Huawei dares to invest in people's training, and the rewards are fruitful. In such a high-tech enterprise, people surpass other resources and become the company's most important asset.

Huawei is a high-tech enterprise. More than 85% of its employees have higher academic qualifications or professional titles and are knowledge workers. The company continues to pursue and explore appropriate incentive measures for employees, and has achieved many results with Huawei characteristics. New employees often have work enthusiasm but insufficient skills. In order for them to integrate into the team and recognize Huawei's culture, the first thing new employees do when they report to the department is to have a focused conversation to help them establish a sense of pride and responsibility in their work, and establish common goals and Vision. Based on the products and services they provide, each department publicizes its department's performance and future development prospects to new employees through regular meetings, study sessions, bulletin boards, etc., so that they realize that they are engaged in a meaningful career that generates pride and pride. When Huawei's new employees communicate with their friends, they often mention the significance of their work and feel filled with a sense of accomplishment.