Huawei Teamwork Method: Huawei's talent management rules for 190,000 employees скачать в хорошем качестве

Huawei Teamwork Method: Huawei's talent management rules for 190,000 employees

Hello, welcome to the A-BOOK-A-DAY channel. In this video, I will be interpreting the book "Huawei Teamwork Method." In simple terms, this book uses Huawei as an example to explain how to effectively manage talent at a high level of quality. The author of this book is Wu Jianguo, who joined Huawei in 1996 and served as the Vice President of Human Resources at Huawei. Those familiar with Huawei know that in the second year, 1997, Huawei initiated a continuous management reform that lasted for 17 years, with talent management reform being a top priority. Wu Jianguo was appointed as the Vice President of Human Resources at Huawei and was a core member in building Huawei's talent management system. Later, Wu Jianguo left Huawei but continued to focus on management consulting services in the field of human resources, and he also served as a distinguished professor at Hupan University, founded by Jack Ma, another well-known Chinese internet company founder. In the knowledge economy era, many entrepreneurs are saying that talent is the core competitiveness of a company. However, Ren Zhengfei, the founder of Huawei, says, "Talent is not Huawei's core competitiveness; the ability to effectively manage talent is the core competitiveness of a company." You see, this statement gets to the root of the problem. Many companies don't lack talent; they lack the ability to use talent effectively, which means they cannot transform their human resources into a powerful value-creating capability. This is what is often referred to as "not using talent well, not growing it quickly, and not being able to adapt." Some companies initially have a highly effective and cohesive team, but over time, team morale erodes, or the organization becomes rigid and loses its ability to continuously evolve, which can be fatal. So, it's not just talent but effective talent management that is a company's core competitiveness. However, how to effectively manage talent is a significant challenge, and many entrepreneurs find it daunting. They invest a lot of money in recruiting talent, providing training, and offering incentives, but it's often unclear whether these actions have a good effect and whether the return on investment is high. Of course, this is related to the high complexity of human capital, and there is no one-size-fits-all solution. Effective talent management is a dynamic and ongoing process. Wu Jianguo said that in recent years, his work in human resources management consulting is like a doctor in a clinic, and there are so many patients coming for consultation that almost every company has made significant mistakes in talent management. As a "doctor," he can only attend to a small fraction of them. Therefore, Wu Jianguo decided to document the methodology he has developed in talent management so that more entrepreneurs can understand how benchmark companies are currently operating and identify areas for improvement in their own organizations. In this book, Wu Jianguo summarizes Huawei's talent management approach into three core actions: precise selection, accelerated growth, and effective motivation. These three points may sound like common knowledge, but in practice, you will find that there are many challenges, and it's very difficult to implement them effectively. The difference between benchmark companies and regular companies lies in how well they execute these core actions. In the following, I will provide a detailed explanation of how to effectively implement these three core actions and the key techniques involved.