【观点】从任正非“用人选才”九大观点看华为“三定”

企业进行定岗、定编和定员是实现规范化管理、提高运营效率和降低成本的重要步骤，同时也是促进员工个人发展和实现企业战略目标的基础性工作。可以更好地进行人力资源配置。定岗和定编的过程可以帮助企业了解每个岗位所需的技能和职责，从而更好地选拔和培养员工，使他们能够更好地适应并胜任各自的工作。

华为目前来看是一家成功走出去了的中国公司，作为很多企业的标杆，华为的用人选才一直为人们所学习和敬仰的地方，通过以下任正非“用人选才”九大观点，一起来看华为是如何做到定岗、定编、定员的。

一、从有成功实践经验的人中选拔干部

华为的定岗中，干部的定岗最高标准是实践。华为强调要从有成功经验的人中选拔、培养，反对纸上空谈。有成功经验，就表明管理者有一定的方法论，以及领导能力，经过培养，这些管理者容易吸收公司的管理方法。

致力于提升组织活力，未来华为最大的危机还是干部员工队伍的惰性。内部合理化的目标，就是激发组织的活力，让队伍去冲锋、增长；猛将必发于卒伍，宰相必取于州郡，干部一定要有成功实践经验。 CXO UNION-CXO联盟（cxounion.cn）

二、先从成功团队中选拔干部

华为的干部，定员都是从成功团队中选拔出来。强调在英勇善战、不畏工作艰苦的员工中选拔后备干部，但并不意味着上甘岭会自然产生将军，意味着我们排斥领导人必须具备的素质。一屋不扫，何以扫天下，一个人领导一个小团队不能成功，如何领导一个大团队？华为不以成败论英雄是指整个大势来说的，而对基层干部，在本职范围内，不能与团队一起成功，是不能被肯定的。

三、全球化的视野选拔干部

公司需要的管理干部是对市场有深刻体验和宽文化背景的人，宽文化背景怎么理解，大杂烩，什么都懂一点。要成为高级干部都要有宽文化背景，干部进行必要的循环，是对宽文化学习的好机会。这是很重要的，是非常有意义的，是对大家的培养和关怀。 CXO UNION-CXO联盟（cxounion.cn）

华为的基本策略是通过引进少量高成本的明白人，带起来一批低成本的聪明人。招进来的明白人，要利用其经验和方法，把自己的队伍带起来。华为自己的年轻人其实悟性好，激情也高，就是没经验，没方法，有个明白人带一带，他们就能做得好。让有为的员工走上合适的管理与专家岗位。

四、机关干部必须到海外去锻炼

机关干部必须到海外去锻炼，要长期身先士卒待在国外，完成全项目的工作。一定要在监控有效的条件下，尽力精简机关。在同等条件下，机关干部是越少越好，当然不能少得一个也没有。因此，一定坚定不移地要把一部分机关干部派到直接产生增值的岗位上去。

不懂战争的人指挥战争，这一定是高成本。总部机关的干部一定要对自己服务的业务有成功的实践经验，并具有快速准确、任劳任怨的服务精神与服务能力。机关的职员也一定要有服务业务的实践经验。

五、赛马文化，选拔干部要重实绩，竞争择优

在华为对人才的管理中，公平的竞争机制，是人才定编中重要的一个环节。选拔人才要重实绩，竞争择优，做不好本职工作的，就做不好更重要的工作。是千里马都拉出来赛，跑得最快的前25% 留下来交给有关部门去考察素质。有关部门选谁就选谁，但必须在跑得快的马里面选。 CXO UNION-CXO联盟（cxounion.cn）

华为的文化是一个赛马文化，在地区部专业业务骨干的选拔上，给“小马”一些机会。当然包括代表处的存量维护的专家队伍，也可以通过赛马来产生。

六、大仗、恶仗、苦仗出干部

华为强调在一些艰苦地区和国家工作的干部，如果这个干部在市场做了也称职，不要虚位以待，就让他上。要从那些愿意干的人中选拔，所以对不同地区工作的干部要有不同的认识、选拔、甄别，要让他们上岗，可以当代表、副代表，可以把工资涨起来，有需要就要有导向。

发达地区培养出来的干部更要注意职业化，竞争对手及客户比你自身的水平高得多。员工如果愿意到艰苦地区来工作，做新方法的种子，则十分欢迎。大仗、恶仗、苦仗一定能出干部。总部机关、产品体系都要派后备干部到艰苦地区锻炼，在艰苦环境中成长，培养和选拔干部。

七、优先从影响公司长远发展的关键事件中考察和选拔干部

华为要选拔培养的是对公司忠诚、艰苦奋斗、绩效结果和在关键事件考核中突出的优秀骨干。在选拔后备干部时，也要看其在关键事件、突发事件、组织利益与个人利益冲突时的立场与行为。

对公司忠诚主要体现在战胜敌人、守住家业的关键事件表现上。公司重视员工在关键事件（如当公司经营出现危机时等）上的态度和言行，公司核心员工必须在关键事件中表现出鲜明的立场、敢于为公司利益而坚持原则。核心员工选拔，首先考察关键事件中表现出的忠诚。核心员工的忠诚必须经得起长时间的考验，具备一定的业务能力，能在公司发展面临重大机遇或风险时，发挥一定的业务骨干作用。 CXO UNION-CXO联盟（cxounion.cn）

八、用人所长，不求全责备

如果华为通过任职资格审查选拔出来的干部是一种非常完美的人，这种人叫圣人，或叫和尚，外国人叫教父。这不是公司所希望的，华为希望选出来的是一支军队，是一支战斗力很强的军队。通过这次任职资格审查，华为要用科学的评价体系，大幅度提升以前感情化的管理。但感情化管理也有一个非常典型的特征，就是不求全责备，不要求每个人都成为完美的人。

干部队伍建设中，对干部要多一点宽容。要理解一些员工，只要他思想、道德没有问题，则要用宽容的精神对待他们。要看新干部的优点，不要老看缺点，不要求全责备，这个世界上没有完人。当然，道德品质上是一票否决。

九、不拘一格降人才

为什么不敢破格使用？为什么不学习美国军队？诺曼底登陆的时候，李奇微还是个少校，到朝鲜战场的时候，已经成了“联合国军”总司令；后来他接替艾森豪威尔任北约组织武装部队最高司令。短短八年时间就能这么大的提升。为什么华为就不能这么选干部？华为还是要选一些战略狂人上来，才能有占领战略要地。发现谁是千里马，就把谁用起来。公司已经没有什么秘密可保了，这个人靠得住、那个人靠不住的时代已经过去了。现在就是谁品德好，谁有能力，谁上去。当然你能力好但品德不好，我也不用你。 CXO UNION-CXO联盟（cxounion.cn）

对优秀干部要敢于破格提拔。华为过去太强调公平了，现在已经有公平的基础了，接下来就是要敢于破格。“不拘一格降人才”，创造条件使优秀干部和专家快速成长，承担更大的责任是在当前经营环境下激发组织活力，加快干部与专家队伍建设，保证公司持续有效增长的重要战略性举措。为此，公司已有的干部任用和个人职级管理规则和程序的基础上，建立针对优秀人员的破格升级制度。

翻译：

Huawei’s “three decisions” from the nine points of view of Ren Zhengfei’s “Use of candidates”

It is an important step for enterprises to achieve standardized management, improve operational efficiency and reduce costs, and it is also a basic work to promote the personal development of employees and achieve the strategic goals of enterprises. Human resources can be better allocated. The process of job setting and assignment can help enterprises understand the skills and responsibilities required for each position, so as to better select and train employees, so that they can better adapt to and be competent for their respective jobs. CXO UNION-CXO联盟（cxounion.cn）

At present, Huawei is a successful Chinese company that has gone out, as a benchmark for many enterprises, Huawei’s candidate has been a place for people to learn and admire, through the following nine points of view of Ren Zhengfei’s “use of candidates”, look at how Huawei is to fix posts, fix appointments, and fix staff.

1. Select cadres from those with successful practical experience

In the appointment of Huawei, the highest standard for the appointment of cadres is practice. Huawei emphasizes the need to select and cultivate people with successful experience, and opposes empty talk on paper. Successful experience shows that managers have a certain methodology and leadership ability, and after training, these managers are easy to absorb the management methods of the company.

Committed to improving organizational vitality, Huawei’s biggest crisis in the future is the inertia of the cadre and staff. The goal of internal rationalization is to stimulate the vitality of the organization, so that the team can charge and grow; A strong general must be born among the soldiers, a prime minister must be chosen from the prefecture, and a cadre must have successful practical experience.

2. Select cadres from successful teams first

Huawei’s cadres and personnel are selected from successful teams. The emphasis on the selection of reserve cadres among employees who are brave and good at fighting and are not afraid of hard work does not mean that Shangganling will naturally produce generals, which means that we reject the qualities that leaders must have. A house does not sweep, how can sweep the world, a person leading a small team can not succeed, how to lead a large team? Huawei does not rely on the success or failure of the hero refers to the overall trend, and grass-roots cadres, within their own scope, can not succeed with the team, is not affirmed. CXO UNION-CXO联盟（cxounion.cn）

3. Select cadres from a global perspective

The company needs management cadres who have deep experience of the market and broad cultural background, how to understand the broad cultural background, a hodgepodge, know a little bit of everything. To become a senior cadre must have a wide cultural background, cadres to carry out the necessary cycle, is a good opportunity for wide cultural learning. This is very important, very meaningful, is to cultivate and care for everyone.

Huawei’s basic strategy is to bring in a small number of high-cost smart people and bring in a group of low-cost smart people. The wise people recruited should make use of their experience and methods to bring their own team up. Huawei’s own young people are actually savvy and passionate, but they have no experience and no method, and they can do well with an understanding person. Put promising employees into suitable managerial and specialist positions.

4. Government officials must go overseas to exercise

Cadres must go overseas to exercise, to take the lead in staying abroad for a long time, to complete the work of the whole project. We must do our best to streamline the organization under the condition of effective monitoring. Under the same conditions, the fewer government officials, the better, of course, can not be less than none. Therefore, we must unswervingly assign a portion of government officials to posts that directly generate added value.

It must be costly for people who don’t understand war to conduct war. The cadres of the headquarters organs must have successful practical experience in the business they serve, and have the service spirit and service ability of being fast, accurate and hard working. The staff of the agency must also have practical experience in the service business.

5. Horse racing culture, the selection of cadres to focus on performance, competition

In Huawei’s talent management, a fair competition mechanism is an important link in talent selection. The selection of talents should focus on performance, competition and merit, and those who can’t do their own work can’t do more important work. The top 25% of the fastest runners are left to the relevant departments to examine their quality. The authorities can pick whoever they want, but it has to be among the fastest horses. CXO UNION-CXO联盟（cxounion.cn）

Huawei’s culture is a racehorse culture, giving “small horses” some opportunities in the selection of professional business backbones in the regional department. Of course, the expert team, including the maintenance of the inventory on behalf of the table, can also be generated through horse racing.

6. Big wars, bad wars, hard battles out of cadres

Huawei emphasizes that cadres working in some difficult regions and countries, if this cadre is also competent in the market, do not wait for a vacant position, let him on. We must select from those who are willing to work, so we must have a different understanding of, selection and screening of cadres working in different regions, and let them take up posts, so that they can serve as deputies and deputy deputies, and so that their salaries can be raised.

Cadres trained in developed areas should pay more attention to professionalism, and competitors and customers are much higher than your own level. Employees willing to work in tough areas are welcome to seed new methods. Great wars, bad wars and bitter wars will surely produce cadres. Headquarters organs and product systems should send reserve cadres to exercise in tough areas, grow up in tough environments, train and select cadres. CXO UNION-CXO联盟（cxounion.cn）

7. Prioritize the inspection and selection of cadres from key events that affect the long-term development of the company

Huawei needs to select and train excellent cadres who are loyal to the company, work hard, achieve performance results, and stand out in the assessment of key events. In the selection of reserve cadres, we should also look at their positions and behaviors in key events, emergencies, and conflicts between organizational interests and personal interests.

Loyalty to the company is mainly reflected in the key events of defeating the enemy and keeping the family business. The company attaches great importance to the attitude, words and deeds of employees in key events (such as when the company’s operation crisis, etc.). The company’s core employees must show a clear stance in key events and dare to adhere to principles for the company’s interests. Core staff selection, first of all to examine the loyalty shown in key events. The loyalty of core employees must stand the test of a long time, have a certain business ability, and can play a certain role as the backbone of the business when the company is facing major opportunities or risks.

8. Employing strengths, not seeking perfection blame

If the cadre selected by Huawei through the qualification examination is a very perfect person, this person is called a saint, or a monk, and foreigners are called godfathers. This is not what the company hopes, Huawei hopes to elect an army, is a strong military. Through this qualification examination, Huawei should use a scientific evaluation system to greatly improve the previous emotional management. But there is also a very typical characteristic of emotional management, that is, it does not seek perfection and blame, and it does not require everyone to be perfect.

In building the ranks of cadres, we must be more tolerant of them. To understand some employees, as long as he has no ideological and moral problems, you should treat them with a tolerant spirit. Look at the advantages of new cadres, do not always look at shortcomings, do not seek perfection and blame, there is no perfect person in this world. Of course, moral character is a no vote. CXO UNION-CXO联盟（cxounion.cn）

9. Eclectic talent

Why dare not use it differently? Why not learn from the US Army? Ridgway was a major at the time of the Normandy landings, and by the time he arrived in Korea he was commander in chief of the United Nations Army. He later succeeded Eisenhower as Supreme Commander of NATO’s armed forces. That’s a huge improvement in just eight years. Why can’t Huawei choose its cadres this way? Huawei still has to choose some strategic maniacs to come up in order to occupy strategic areas. Find out who is the horse, use who. Companies no longer have any secrets to keep, and the days when you can count on this person and that person are over. Now it’s about who has good character, who has ability, who goes up. Of course you have good abilities but bad morals, so I don’t need you. CXO UNION-CXO联盟（cxounion.cn）

We must dare to promote outstanding cadres beyond the norm. Huawei has emphasized fairness too much in the past, and now it has a fair basis, and the next step is to dare to break. “Eclectic talent”, creating conditions for the rapid growth of outstanding cadres and experts, and assuming greater responsibility are important strategic measures to stimulate organizational vitality under the current business environment, accelerate the construction of cadres and experts, and ensure the sustainable and effective growth of the company. To this end, the company’s existing cadre appointment and personal rank management rules and procedures on the basis of the establishment of exceptional upgrade system for outstanding personnel.

本文由CXO UNION-CXO联盟（cxounion.cn）转载而成，来源于优曼商研院；编辑/翻译：CXO UNIONCXO联盟小U。

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