Article 55 The sustainable development of Huawei fundamentally depends on organizational construction and cultural construction. Therefore, the basic purpose of human resource management is to establish a grand team with high quality, high realm and high unity, create a mechanism of self-motivation, self-restraint and promotion of outstanding talents, and provide guarantee for the rapid growth and efficient operation of the company.
(Basic principles)
Article 56 All employees of Huawei are equal in personality regardless of their positions. The basic principles of human resource management are justice, fairness and openness.
(judicial)
Article 57 The values of * * * are the standards for our fair evaluation of employees; Putting forward clear and challenging goals and tasks for each employee is the basis for us to make a fair evaluation of employee performance improvement; The ability and potential shown by employees in completing their work is a more important fair standard than education.
(Fairness)
Article 58 Huawei adheres to the principle of giving priority to efficiency and giving consideration to fairness. We encourage every employee to compete on the basis of sincere cooperation and responsibility; And provide fair opportunities and conditions for the development of employees. Every employee must rely on his own efforts and talents to strive for the opportunities provided by the company; Relying on work and self-study to improve their own quality and ability; Satisfy your desire for achievement by creatively completing and improving your work. We fundamentally deny short-sightedness, comparison and egalitarianism in evaluation and value distribution.
(open)
Article 59 We believe that following the principle of openness is a necessary condition to ensure the fairness and fairness of human resource management. The formulation of important policies and systems of the company should be fully consulted. Restrain fluky psychology, publicly praise and criticize, and improve the transparency of system implementation. We fundamentally deny anarchy, disorganization and undisciplined individualism.
(Human Resource Management System)
Article 60 We don't engage in tenure, but that doesn't mean we can't work in Huawei for life. We advocate a free employment system, but this is not divorced from the reality of China.
(Internal labor market)
Article 61 By establishing an internal labor market, competition and selection mechanisms will be introduced into human resource management. Through the replacement of internal labor market and external labor market, we can promote outstanding talents to stand out, realize the rational allocation of human resources and activate the precipitation layer. It also makes people fit for the post and makes the post fit for people.
(Person in charge of human resource management)
Article 62 Human resource management is not only the work of the human resource management department, but also the responsibility of all managers. Managers of all departments have the responsibility to record, guide, support, motivate and reasonably evaluate the work of their subordinates and help them grow. Giving full play to the talents of subordinates and recommending outstanding talents are important factors that determine managers' promotion and personnel treatment. (Obligations of employees)
Article 63 We encourage employees to have a sense of ownership and behavior about the company's goals and work.
Each employee mainly contributes to the company's goals by being a good employee. Employees should strive to broaden their work horizons, deeply understand the requirements of the company's goals for themselves, develop a way of thinking to contribute to others, and improve their cooperation level and skills. On the other hand, employees should abide by the restrictive relationship between their duties, avoid exceeding their authority and appropriately expose management loopholes and problems covered by unclear duties.
Employees are obliged to report the hidden shortcomings and mistakes in management realistically. Let employees act cheaply in an emergency, and make contributions to the company to seize opportunities, avoid risks and mitigate disasters. However, in this case, journalists who exceed the level or act cheaply must be responsible for their actions and their consequences.
Employees must keep company secrets.
(Rights of employees)
Article 64 Employees shall enjoy the following basic rights, namely, the right to consult, make suggestions, appeal and reserve opinions.
On the premise of ensuring the smooth development of work or business, employees have the right to consult their superiors, who have the responsibility to make reasonable explanations and explanations.
Employees have the right to put forward reasonable suggestions to improve business management.
Employees have the right to complain about unfair treatment to their immediate superior's boss. Complaints must be realistic and made in writing, and shall not affect their work or interfere with the normal operation of the organization. Supervisors at all levels must make clear their complaints to subordinates as soon as possible.
Employees have the right to reserve opinions, but they cannot affect their work. The boss can't discriminate against his subordinates because they have different opinions.
Third, evaluation and evaluation.
(Basic assumptions)
Article 65 The establishment of Huawei's employee appraisal system is based on the following assumptions:
1, the vast majority of Huawei employees are willing to be responsible, willing to cooperate, with strong self-esteem and strong desire for achievement.
2, gold is not enough, no one is perfect; People with outstanding advantages often have obvious shortcomings.
3. Work attitude and work ability should be reflected in the improvement of work performance.
4. Failure paves the way for success, but it should not be repeated.
5. It is also the responsibility of managers that employees fail to meet the requirements of evaluation standards. The achievements of employees are the achievements of managers.
(Evaluation method)
Article 66 Establishing an objective and fair value evaluation system is a long-term task of Huawei's human resource management.
The assessment of employees and cadres is a routine assessment and evaluation of the work performance, work attitude and work ability of each employee and cadre according to clear objectives and requirements. The evaluation of work performance focuses on the improvement of performance, and should be detailed rather than coarse; The evaluation of work attitude and work ability focuses on long-term performance, and should be coarse rather than fine. The evaluation results should be recorded, and the evaluation elements should be focused with the growth requirements of the company in different periods.
A regular debriefing system should be established between supervisors at all levels. There must be good communication between supervisors and subordinates at all levels to strengthen mutual understanding and trust. Communication will be included in the assessment of supervisors at all levels.
The assessment of employees and cadres is carried out in an all-round way through vertical and horizontal interaction. At the same time, the assessed has the right to appeal.
Four, the main norms of human resource management
(Recruitment and Employment)
Article 67 Huawei attracts and recruits world-class talents by relying on its own purpose and culture, achievements and opportunities, as well as policies and treatment. We pay attention to people's quality, potential, personality, education and experience in recruitment and employment. According to the principle of two-way selection, we will provide objective and equal commitments in the use, training and development of talents.
We will determine the reasonable talent structure according to the company's strategies and goals in different periods.
(dismissal and dismissal)
Article 68 We make use of the competition and elimination mechanism in the internal labor market to establish a routine employee dismissal and dismissal procedure. Employees who violate the company's discipline and cause serious damage to the company for personal gain shall be forcibly dismissed according to the relevant system.
(remuneration and treatment)
Article 69 In terms of salary and treatment, we are firmly inclined to excellent employees.
The salary distribution is based on the functional salary system based on ability; The distribution of bonuses is linked to the performance improvement of departments and individuals; The distribution of pension and other benefits is based on the evaluation results of work attitude; Medical insurance is different from ordinary employees in terms of contribution to senior managers and senior professionals. In addition to medical insurance, senior managers and senior professionals also enjoy medical and other health benefits.
We will not sacrifice the company's long-term interests to maximize the distribution of employees' short-term interests, but the company guarantees that in the good stage of economic prosperity and career development, the per capita annual income of employees is higher than the corresponding highest level in regional industries.
(automatic salary reduction)
Article 70 In the period of economic depression, career growth is temporarily frustrated, or according to the needs of career development, the company will start an automatic salary reduction system to avoid excessive layoffs and brain drain and ensure the company to tide over the difficulties.
(Promotion and demotion)
Article 7 1 Every employee can get the promotion of his position or qualification through hard work and his talents in his work. Accordingly, it is necessary to retain the mechanism of fair competition in posts and resolutely implement the cadre promotion and demotion system. Companies follow the law of talent growth, according to the objective and fair evaluation results, so that the most responsible people bear important responsibilities. We don't stick to qualifications and achievements. According to the requirements of the company's organizational goals and career opportunities, the personnel with outstanding talents and contributions will be promoted according to the system screening procedures. However, we advocate gradual progress.
(job rotation and professional training)
Article 72 We implement a rotation system for middle and senior supervisors. People who have no peripheral work experience can't be department heads. Without grassroots work experience, people can't be cadres at or above the department level. We implement the policy of relative posts for grass-roots supervisors, professionals and operators, and advocate love and dedication; Do one line, specialize in one line. The foundation of loving the bank is to pass the recruitment examination, and the condition for employees who have already taken up their posts to continue to love the bank is to be screened through post assessment.
(Human resource development and training)
Article 73 We regard the sustainable development of human resources as an important condition to realize the value-added goal of human resources. Implement the development form of combining on-the-job training with off-the-job training and combining self-development with educational development.
In order to evaluate the effect of human resources development, it is necessary to establish an input-output evaluation system of human resources development.