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Shared by: Huawei Ren Zhengfei, Huawei Voice Community
"We reserve talents, not dollars, and ultimately reserve our own talent pool."
On September 4, the Huawei Xinsheng community published Huawei President Ren Zhengfei’s latest internal speech. The date and venue of the speech was the “High-end Technical Talent Utilization Working Group Benchmarking Meeting” on July 28.
Ren Zhengfei pointed out at the meeting that Huawei will establish its own high-end talent pool. As long as outstanding talents can come in, including non-border professional talents who are willing to work within the border, Huawei is willing to take them. "We continue to explore and reserve in the direction of hypotheses."
"Of course, high-end talents all refer to technical aspects, not management or other industries. Managerial cadres follow the path of vertical circulation and gradual growth in practice. Without the accumulation of successful practical experience at all levels, it is difficult to make exceptional promotions. possible," he said.
Ren Zhengfei also said that the most important thing to motivate outstanding talents is to enable them to find jobs they love. "I think material incentives are not the most important thing. The first point should be that he can find a position he loves. When he loves it, he will work hard. If his interests and hobbies are combined with job opportunities, he will No regrets.”
He pointed out that generalists emerge from specialists, and leaders grow naturally. A generalist must first be a specialist, and generalists grow from specialists. He studies one subject very thoroughly and understands others. If there are no specialists, it is impossible to become an all-rounder. A "all-rounder" without a specialist may not have the ability to break through. If you go around the city wall, you can't find a place to put the "explosive package".
"Children like to step in small puddles when walking. Only when he falls twice does he know not to step in puddles and can he have the ability to make independent decisions. Therefore, we emphasize the need for successful practical experience. If a small project is successful, he will know what to do. It's called decision-making; if he has never succeeded in anything, his decision-making when he was a senior cadre was nonsense," Ren Zhengfei said.
According to Huawei's annual report, as of the end of 2022, Huawei has more than 114,000 R&D employees, accounting for 55.4% of the total number of employees. In 2022, Huawei's R&D expenses will be approximately 161.5 billion yuan, accounting for 25.1% of its annual revenue. The cumulative investment in research and development expenses in the past ten years has exceeded 977.3 billion yuan.
Huawei President Ren Zhengfei
The following is the original text of Ren Zhengfei’s speech:
1. We need to build our own high-end talent pool to acquire outstanding talents, but when recruiting, we must clarify the company's business boundaries and allow research and exploration within the boundaries.
The company has made it clear that we must strive to lead the world within a limited scope of business, not in all aspects. Therefore, the boundaries of our products are shrinking, and the boundaries of research can be appropriately wider, but not infinitely wide. So, when recruiting, we must first draw a business boundary and make it clear what our ideals are and what the boundaries are. Are professionals who are not within our boundaries willing to engage in work within our boundaries? It's okay to switch careers if he wants to. For example, Sun Yat-sen originally studied medicine, first he healed people, and later he healed the country. The main force of Mobeck Power Supply Company sold by our company was once a dentist, because the technology is interlinked. Although he studied neurology, protein biology, etc., he also has strong computing skills. So, let's not have a fixed view of talent.
We want to build our own high-end talent pool. As long as outstanding talents can come in, including non-border professional talents who are willing to work within the border, we are willing to have them. We continue to explore and reserve in the direction of hypotheses. We reserve talents, not dollars, and ultimately reserve our own talent pool. Of course, high-end talents all refer to technical aspects, not management or other industries. Management cadres follow the path of vertical circulation and gradual growth in practice. Without the accumulation of successful practical experience at all levels, it is difficult to be promoted beyond the norm. possible.
2. To motivate outstanding talents, the most important thing is to enable them to find jobs they love.
How to retain good talents? I think material incentives are not the most important thing. The first point should be that he can find a position he loves. When he loves it, he will work hard. If his hobbies are combined with job opportunities, he will have no regrets. Therefore, we must pay attention to the performance of these talents in their jobs, and at the same time evaluate them in terms of their contributions.
The company has designated a group of senior experts and trusts them to identify and evaluate talents to find suitable people among new employees. The expert first posts some questions on the Internet. If someone replies, the expert will go to him for coffee and communication to determine whether the person understands the topic and has the ability to solve the problem. In which department he is suitable to work and what level he is assigned, the expert only needs to sign. New employees can be differentiated when they join the company, so why do their classmates have to move forward uniformly? We don't have to worry about setting the wrong grade, even if the grade is wrong, it will only be a short-term problem. If he really has no ability, he will be eliminated naturally after a while, and he will only get a high salary for a short period of time; if he really has the ability, he will continue to rise and will soon exceed your standard line. If you are worried about the grading, you can have a main negotiator and a reviewer, and the two people will sign and it will be confirmed. There is no need to emphasize that it is 100% accurate, and it can be appropriately vague.
In fact, collective reviews often bury talents. There are many problems. Our experts only need to identify his special abilities, and there is no need to comprehensively evaluate a person and "reward talents according to one type". For example, Xiong Qinglai, the director of the Department of Mathematics at Tsinghua University, allowed Hua Luogeng, who only had a junior high school degree, to enter Tsinghua University, starting Hua Luogeng's research career in high-level mathematics; A literary master. The initial rank can be set once during campus recruitment and again when having coffee with outstanding new employees. We directly authorize these experts.
3. All-rounders emerge from specialists, and leaders grow naturally.
First, all-rounders must first be specialists, and all-rounders grow from specialists. He studies one subject very thoroughly and understands others. If there are no specialists, it is impossible to become an all-rounder. A "all-rounder" without a specialist may not have the ability to break through. If you go around the city wall, you can't find a place to put the "explosive package". The combination of systematic, explanatory and constructive experts is not enough. Just like preserved egg porridge, preserved eggs are still preserved eggs, porridge is still porridge, and no physical and chemical changes have occurred.
Leaders grow up naturally, not for us to find them. As you can see, why are most of the great leaders and commanders born in small towns? Because big cities attach great importance to rules and have many restrictions, not just parents, society, the environment, and children of the same generation, they produce a large number of engineers and artists; small towns do not have so many rules and regulations, and children do not understand much of the world. , it is easy for them to grasp the main contradiction and the main aspect of a contradiction in a certain matter, and it is easy to grow up and make historical contributions. For example, Mao Zedong, Su Yu... They must have the ability to solve problems in order to know how to solve the problem. Children like to step on small puddles when walking. Only when he falls twice by himself can he know that puddles cannot be stepped on, and he has the ability to make independent decisions. Therefore, we emphasize the need for successful practical experience. If a small project is successful, he will know what decision-making is; if he has never succeeded in anything, his decision-making when he was a senior cadre was nonsense. When we select cadres, we implement no assessment for no contribution to save human resources.
The Department of Finance and Economics has recruited many people from world-famous universities in the past few years, and they were first sent to Africa to work on PFC. To do accounting, PFC must understand the business, and must see what base stations, panels, etc. are, so that they have a little understanding of the business; financial personnel who do not understand the business can only do accounting. After getting to know him for two years, he slowly rose through the ranks from grassroots CFO to actuary, and finally came to the agency. The agency no longer had an "air force commander" but a manager who knew the project. Therefore, the system engineering scientists and Ph.D.s we are now recruiting first come to the product line, from product to development... and then upgrade bit by bit. We cannot make plans right away.
Second, we want to build a high-level expert communication platform to facilitate cross-border communication. For example, optical experts go to exchange, hardware to software, software to hardware... There is such a cross-border platform beyond the existing professional. The vertical specialty is the chimney, and the cross-border expert exchange platform is to build a cloud on the chimney, so that everyone knows that cross-border communication and integration and innovation are also a good way out.
4. Our company should create a soil and a tolerant environment for the growth of talents, so that everyone can speak freely and "explode" their thoughts, so that outstanding talents can emerge and heroes can emerge.
Huawei has always implemented a selection system, because talents do not rely on training, but self-growth. We must create soil for talents to grow, just like "a cup of coffee absorbs the energy of the universe." We should not give senior experts too much responsibility for managing talents, and we should not engage in "coordinating" them. We should give them freedom and use their energy as much as they have.
First, high-end technical talents will definitely show their value in suitable jobs, and then evaluate them based on the value system. We can set up a high-end complaint platform. If you have any problems, you can write emails to this platform, and the human resources will listen to him, and make a summary and report it to the relevant department to help him make adjustments. We can arrange some veteran employees who have strong interpersonal understanding, are familiar with Huawei's processes, are good at communicating, and are good at uniting people to go to the mentor department to listen to the voices of the masses and adjust conflicts.
Second, in the process of talent growth, we need to create a tolerant environment, so that everyone is willing to speak freely, inspire each other, and blow up their minds. First, drinking coffee is a form, and online chatting is also "drinking coffee". For example, the discussions in the 2012 laboratory in the group were very intense. There were more than 1,500 replies on the software breakthrough direction in the Xinsheng community. Don't look at this piece of scolding. Sound, this is the heavenly book given by the nobleman, consecrated by the eminent monk, and obtained by Zhang Liang at the bridgehead in the Western Han Dynasty... What a great guide for new employees. Why am I not willing to chat online and prefer to drink coffee? I think speech interaction is more efficient and clearer than text interaction. The second is that senior experts should spend more energy on reading literature instead of burying their heads in work. For example, spend half of your time reading literature and writing your thoughts. The third is that our "Huang Danian Chasiwu" should call on all employees to repost the literature that he thinks is good. If it involves intellectual property issues, just post the index, and everyone can go to that website to check it. This is also a way of communication. .
After listening to the report today, the basic ideas of your work are clear. As history rolls forward, there will be metabolism, and if someone chooses to leave, there will be successors. However, we must form a good mechanism to allow outstanding talents to emerge and heroes to multiply.
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