The One Behind It All Chapter 57

Huawei's performance management emphasizes taking responsibility results as the value orientation, and strives to establish a self-motivation, self-management, and self-discipline mechanism. Through continuous goal setting, coaching, evaluation, and feedback between managers and employees, performance improvement and employee ability improvement are achieved.

By evaluating and processing the assessment results, both employees and the company can discover many problems and directions for future efforts, which can also give employees more motivation to achieve the company's goals. As long as we persist, Huawei's entire human resources management system will be able to operate satisfactorily and achieve success.

In management, there is a "barrel theory", the core content of which is: the amount of water a barrel can hold does not depend on the tallest piece of wood on the barrel wall, but exactly on the shortest piece of wood on the barrel wall. That piece.

An enterprise is like a big wooden barrel, and every employee in the enterprise is an indispensable piece of wood that makes up this big wooden barrel. By the same token, the success of an enterprise often depends not only on the excellence and prominence of a few individuals, but also on its overall condition and whether it has any outstanding weak links. The "barrel theory" shows that for an enterprise, the "shortest board" means the disadvantage of the enterprise. Therefore, the disadvantage determines the advantage, and the disadvantage determines life and death.

In the "Ten Key Points of Management in 2001" proposed by Aiden in 2000, he emphasized "balanced development" as the first key point of Huawei's management tasks. Aiden pointed out that the company must achieve balanced development, which means grasping the shortest plank of the enterprise.