How Huawei selects outstanding managers

A large number of managers are required for the company's development. There are three criteria for measuring outstanding managers: 1. Are you sure you are professional? Are you sure you want to improve your work? Are you sure you want to improve it? Can it be improved? 2. You are dedicated to yourself and cannot care about it. 3. Have a sense of responsibility and mission. This will determine whether managers can fully accept the corporate culture and shoulder the burden of enterprise development.

In the process of selecting managers, enterprises must adhere to the following principles:

First, managers must have a strong sense of service and social responsibility, and be able to continuously improve their own control and management capabilities.

Huawei requires every manager to be able to do specific things in person. Managers who cannot find things and do not know how to do things will face the fate of being streamlined, we will adjust cadres with no practical experience to the posts below section. If you do not do a good job at the grass-roots level and do not have professionalism, you will not be promoted. Any cadres who falsely report figures or boast a great style of work will be demoted and paid.

At Huawei, we require middle and high-level managers to be able to improve themselves and quickly adapt to the development requirements of society and enterprises. At the same time, managers must fully understand the company's core values and be able to criticize themselves. We need to care about our subordinates, be good at listening to different opinions, be able to make friends with people who hold different opinions, analyze their problems, and help them. It is very important for managers to be sincere friends of employees. In this way, they can talk to you and make up for the defects of managers in their work.

Second, managers must have the art of leadership and a good working style. At Huawei, we emphasize the work style of criticism and self-criticism, from top management to the most basic level. In the company, employees are allowed to criticize their superiors and subordinates. Otherwise, everyone will take into account the impact and make good & ldquo & rdquo. The progress of enterprise management will not start.

Third, we should comprehensively select managers from the standpoint of the company, rather than from the standpoint of small groups and small gangs. Whether a person has the potential to become a qualified manager depends on the foundation, quality, and ability of the person. At the same time, people with different opinions must be allowed to exist. Huawei implements the Cadre responsibility system rather than the Cadre responsibility system. The human responsibility system will generate some bad ethos, which will cause many people to say false things, block official wishes, defend themselves, and strip people. Huawei has several disciplines for managers: managers can only express their opinions in their personal names and cannot use the combined signature method. The Administrator's personal views on the problem can only be sent to a dedicated email to reflect the problem, rather than sending the email to the bulletin board without approval. When the company thinks that the opinions can be made public, the opinions can be published. Both positive and negative opinions are wrong at Huawei without approval.

Fourth, managers must be able to cultivate a sense of surpassing their successors and be able to withstand the changing qualities, which is the driving force for continuous enterprise development.

The resistance to enterprise change generally comes from the management layer, and managers must face the change with a correct attitude. The old balance of interest distribution changes from the old balance to the new balance of interest distribution. This round-robin process promotes the improvement of enterprises' core competitiveness and the increase of benefits. In this process, the manager's interests may be damaged, and the great Abbot may become a small Abbot, and the original temple may be demolished, managers should take the right attitude from the perspective of enterprise development. Like Huawei, which is in a period of organizational change, the roles of many senior and intermediate cadres will change. The company will hear from the management, but it also requires obedience. Otherwise, the change will not be able to proceed. Only when changes enter the normal order can the company accept their desire to adjust according to their Cadres' Wishes and job requirements.

Fifth, enterprises should have in-depth understanding and communication with candidate managers. Huawei requires the manager's personal experience to be more transparent. He can also choose to give up the transparency of the company. In this way, the company will also give up the right to choose him as a cadre. Understanding the personal status of managers helps solve the corruption problem of management.

Huawei also has the principle of selecting managers: Any person who has no experience in grass-roots management, no worker, no grass-roots secretary or general salesman cannot be promoted to the management level, even a doctor. If you have no practical experience, you cannot become a qualified manager.