Text: Teacher Hu
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When talking about Huawei, people never forget its attractive salary and "wolf culture". Some time ago, a HR posted a content on the Internet. The company said that it found the resumes of Huawei executives in the recruitment resume. The level of the resume is 21 and the monthly salary is 270,000. This is really surprising.
HR Exposure
Huawei’s level is estimated to be unclear to many readers. Huawei’s grades range from low to high. The higher the number, the greater the grade. The average freshman enters 13, and the normal development speed is to upgrade to one level in 3 years. If there is a special or significant contribution, it may be in a short time. It is possible to advance a few levels within. Level 21 is a very high level of Huawei, which is equivalent to the leader of a second-level department. No wonder this person can get a monthly salary of 270,000.
Huawei CEO Ren Zhengfei
First of all, the salary of Huawei employees mainly includes three parts: basic salary, performance bonus and stock dividend. There are also subsidies for overseas assignments. Generally, if you have the opportunity to be assigned overseas after working at Huawei for a period of time, it means you will be promoted.
In terms of basic salary, Huawei has also designed a set of "fixed posts and fixed salaries, changing posts and easy salaries", which means that salary and salary are set according to the position, and set 13 to 23 levels. The first level has three levels: A, B, and C, and the basic salary for different levels may vary between 4,000 yuan and 5,000 yuan. For example, the entry for a fresh bachelor’s degree is usually 13 and a doctoral degree is 14. Social recruitment depends on the number of years of work and the importance of the required position. It is generally between 15 and 19, and the 18th level belongs to the management. At present, among Huawei's 170,000 employees, about 10,000 are core, middle-level and above cadres.
According to the previous media's statement, after 10 years of employment, the rank is above 18, the evaluation is above average, the pre-tax annual salary is over 1 million, and the number is thousands of people, plus the expatriate allowance for overseas permanent personnel, before the annual salary and tax The number of people exceeding one million is estimated to exceed 10,000.
Huawei year-end awards are heavily tilted towards older employees. The longer you work at Huawei, the better your performance. Your department is also important, and the year-end awards are higher.
That is to say, although the senior talents digging from multinational companies have higher salaries, if they work for less than 3 years, the final year-end bonus will be far behind the low-level employees of Huawei.
Huawei’s total global revenue last year was 521.6 billion yuan, an increase of 32% year-on-year, and its net profit was RMB 37.1 billion, an increase of 0.4% year-on-year.
Huawei may be the private enterprise with the most research and development in China, with a cost of 76.4 billion yuan, accounting for 14.6% of total revenue. This is why Huawei's technology is getting better and better.
According to the budget, the average salary of Huawei’s 180,000 employees is 523,200 yuan, which is close to 600,000 yuan, an increase of over 13%. It is no wonder that this job is the result of many years of Qing Shenchi. The reason is that one is high, but the salary is high. In addition, there is no upper limit on the salary of a talented person. You only need to be able to join Huawei. The worst will not be worse. However, you can't mix things up with Huawei. You have money to work, and you have no money if you don't work.
The annual salary reaches tens of thousands of millions of people
The bulk of Huawei’s revenue lies in stock dividends. Every year, most of Huawei’s profits are returned to employees in the form of dividends and appreciation. Generally, shares are only available after two years of coming to Huawei, but now, stocks are no longer issued for employees below the 15th level. TUPs are issued instead. Similar to stocks, don’t use money to buy them, but they only have a 5-year validity period and the penny per share is the same. .
In 2015, Huawei’s virtual stock dividends were 1.95 yuan per share, an appreciation of 0.91 yuan, for a total of 2.86 yuan. The number of employee stocks is strongly related to the number of years in Huawei, if it is 17-18Employees at the senior level who joined Huawei in 2003-04 are generally small in a few hundred thousand shares, and the pre-tax dividend is about 600-700,000. If
came before 2000, the dividend can exceed 1 million. Approximately 2-3 thousand people above level 20 will have a dividend of 2 to 2.5 million this year. For ranks 21-22, the pre-tax dividend + appreciation exceeds 5 million.
bonus is also a considerable piece, but this part of the different systems is very different, and it is also strongly related to performance, and it is also strongly related to the strong position of different departments in the company. The year-end awards of different departments vary greatly.
Generally speaking, the year-end bonus for Huawei 3 years after graduation is generally around 150,000. After 10 years of employment, the performance is above average, the rank is 16-17, and the annual salary is 500,000-1 million. The rank is above 18, and the evaluation is above average. The annual salary and tax are over 1 million, and the number is thousands. With the allowance of overseas permanent staff, the number of annual salary and tax is estimated to exceed one million.
as powerful as Huawei, in terms of employee compensation performance and personnel motivation, it is still constantly criticizing and self-criticizing. The problem of traditional enterprises is more serious:
1. Traditional salary structure: basic salary + job salary + performance salary. If performance pay is a fixed quota, no matter how much the employee puts out or how much the company invests, the employee will think it is the income they deserve. Of course, the boss will think that the deduction is okay, because the deduction is mainly for you. The employees did not agree.
deduction, deduction, deduction!
2. Traditional design routines: processing capital + setting high goals + raising management standards. The design routine of this method is to first process the employees' salary, then set the target at a high position, strengthen the pressure incentive, and do subtraction. If the employee fails to reach the high target or standard, they will not get the good The salary level of the company, or any deduction from it. This design will make employees feel disgusted and resisted. And because employees feel that high goals are impossible to accomplish from the beginning, they are less likely to be achieved.
Leave? The perfect attendance award is gone!
3. Traditional way of thinking: the contradiction between assessment and incentives, profit and wages. The boss, paid a high salary, of course, must pass the assessment to ensure that better results are achieved. Employees, who have invested time, undertook work and pressure, certainly hope to get better and better income. Therefore, the boss likes to do appraisal, and the employees like to motivate. In fact, this is where the human nature lies. Just like the boss wants higher profits and the employees want more wages, the relationship between the two cannot be achieved through assessment. The balance and convergence of interests must first be resolved.
Only give so much cake, you can share it yourself!
Comment: What are the loopholes and problems in this design?
1. In order to obtain a high commission for the month, some salespersons put their performance on other salespersons to achieve the apparently high performance.
2, some salespersons found that the performance of the current month did not reach the high commission target, and pushed the performance to the next month.
3. There are still many salespersons who are unable to achieve high performance, but because of the low commission points for low performance, there are many dissatisfaction in their hearts.
4. In order to reach a higher level of sales, some salespersons do not make fuss on performance, but take advantage of loopholes and engage in relationships.
Description: In the design of the distribution mechanism, it is necessary to avoid the impact on the corporate culture, lose the basis of fair distribution, and prevent frequent loopholes.
The era of more work for those able to work is outdated, and more work is the kingly way!
For small and medium-sized enterprises, what kind of compensation model can best meet human nature, motivate employees, and realize the convergence of employee value and corporate interests?
1. Different products and services have different commission points. High commissions for high gross profit, high commissions for difficult development, high commissions for high development technology.
2. For the same product and service, new customers are higher than old customers. (Special rewards for new customer development can also be given)
3, the same product and service, the first time the transaction is high. (Special rewards can also be given to the first transaction)
4. Design rich target incentives for the high and low sales performance:
1) Gambling incentives: For example, a special reward of 500 yuan for reaching a certain target in the month , If the donation is not reached 100 yuan (usually 3-5 times, according to the difficulty of setting the target)
2) PK incentive: for example, each person in the sales team sets a target separately, and the donation is lower than the target , The company conducts a 1:1 follow-up vote based on the donation amount, and rewards those who achieve the goal or rank high.
3) Ranking incentives: The salesperson’s performance is ranked, but the salesperson’s performance level should be divided into several groups for ranking to ensure the fairness and motivation of PK. Special rewards will be given to those who reach the top and achieve the goal.
4) Pressure incentive: If the salesperson fails to reach the monthly bottom line target, the commission will be discounted. However, if the quarterly or annual cumulative target is reached, the discounted part will be returned to the salesperson.
5) Welfare incentives: Give high-performing salespeople more benefits, such as travel, study, internal rankings, special offers, etc. You can also use employee points management to give excellent salespeople more rich incentives.
6) Honorary incentive: In addition to money and material, spiritual and honorary incentives must also be designed. For example, the title-sales champion, sales little prince, on the wall-heroes, pennants or certificates.
7) Developmental incentives: Prioritize excellent salespeople to bring new salespeople, and even allow key salespeople to build their own cell organizations to become future sales leaders.
5. Carry out special management and incentives on performance to strengthen employees’ performance outlook:
- 1) Announce salesperson performance rankings every month and give corresponding rewards (see item 4). 2) Quarterly and annual statistics on salesperson performance rankings, and special rewards for top-ranked salespersons. 3) Perform bottom-line target management for new salespersons. If the bottom-line target is not reached within the specified time, they can be dismissed or transferred, and they are not allowed to become regular employees. 4) Design multi-line and multi-objective management
KSF salary full performance model: to achieve convergence of interests and unified thinking.
On the one hand, it allows employees to have a sense of security and income guarantee, and the salary is constantly increasing; on the other hand, it helps the boss to retain excellent talents with low cost and high return.
One sentence: Let employees raise their salaries and increase profits for the company!
1) What companies should buy is the obvious value created by employees, not the education, qualifications, diplomas, education, physical strength, time, etc.
2) Employees’ Salary should be fully integrated with the value of employees
3) Open value channels for employees and also channels for salary increase
4) Employees achieve self-increased salary and achieve monthly incentives
5) Transform managers into operators, highly unified with the thinking and interests of the boss.
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