In the context of the decline in the growth rate of the industry, the IT giants who have been thriving in the past have been “swelling and relieving pain†this year. According to public information, in 2015, the number of layoffs such as Microsoft, IBM, and Samsung reached more than 10,000. In October, there were rumors that Huawei will start a layoff plan and control the number of people in 150,000 according to the elimination mechanism.
Recently, Lin Ruiqi, vice president of Huawei, responsible for Huawei's global government affairs and corporate communications, said in an interview that Huawei has no layoff plan. The so-called demarcation ratio and the total number of companies are not correct.
Huawei is not bloated
It is reported that Huawei currently has about 170,000 employees, R&D employees account for about 45% of the total number of employees, more than 35,000 employees are employed overseas, and the localization rate of overseas employees reaches 75%. In September, it was reported that Huawei was to start large-scale layoffs, and the total number of people to be controlled would be 150,000. Therefore, it will be compiled by non-main channel organizations. In this regard, Lin Ruiqi said that the rumors were not true. "The total number of people is not known. Regarding the layoff plan and the internal elimination rate, today I can say responsibly that there is no such thing."
Lin Ruiqi said, "At present, Huawei has 170,000 employees. If there is still room for improvement in management efficiency, the number of Huawei employees and the future of the industry we face, the word bloated is not talkable. The future market is very broad. Huawei's large-scale layoffs are still very early. Huawei's management activities will focus on the market and customer needs. Huawei has its own insight and judgment in adjusting talent strategy.
Lin Ruiqi said that after Huawei became a leading company, it will be easier to acquire talents than ever before. Huawei currently has 14 company-level academicians, more than 2,000 experts in various fields, and more than 700 world-class experts. "We used to be an engineer culture company. After becoming an industry leader, we must increase our investment in the field. The results that have an impact on the future of mankind must have theoretical breakthroughs. We have hired a large number of experts in Russia, Japan and Europe, and have made a lot of investment and funding in American universities. I hope more scientists will come in and become fellow travelers. Huawei is willing to develop By investing in it, scientists can also achieve personal accomplishments and form synergies with each other.
Fill the locomotive with oil
Recently, Chen Lifang, a director and senior vice president of Huawei, said in his speech at Peking University that the longer he struggled in Huawei, the wages became pocket money, which triggered curiosity about Huawei's talent incentive system.
Lin Ruiqi said, "Huawei is relatively simple in terms of distribution, focusing on value creation and focusing on value distribution. We have a saying called 'Let the locomotives fill up with oil'. First of all, we will emphasize long-term persistence and hard work from the core cultural values. In fact, this is The story behind Silicon Valley Changming Lantern and Ballet Shoes is the same. Huawei's philosophy is to be based on the struggle. This sharing system has been from the first day of establishment to the present.
This year's Mid-Autumn Festival, because Huawei has saved a large amount of operating costs and expenses through various management activities, including product cost management savings of 328 million US dollars, risk recovery to avoid avoiding losses of about 300 million US dollars, so take out A total of $177 million was used to reward Huawei's current employees, $1,000 per person.
In Lin Ruiqi's view, there are fewer players in the industry. For a prepared company, this is an opportunity. Huawei's market situation is very good this year. Therefore, based on the sharing mechanism, the profits obtained will be shared with all employees to retain talents.
“Employees from different countries choose Huawei to be very optimistic about Huawei's future. First, there is a stable and competitive source of income. Second, Huawei's work is a glorious thing in all countries. Ultimately, it must be a two-way choice for realizing value and contribution. In Singapore, the localization rate is over 90%; in Russia it is about 85%, and in Europe it is also very high, with an average of 70% globally.†Lin Ruiqi said.
Huawei must do its part
Huawei's first-half operating results announced in 2015 showed that sales revenue was 175.9 billion yuan, a year-on-year increase of 30%, and operating profit margin was 18%. In another global communications equipment manufacturer, Ericsson's sales revenue in the first half of the year was approximately 114.2 billion Swedish kronor (about 81.9 billion yuan), which is a big gap compared with Huawei.
On November 9 this year, Ericsson and Cisco announced a strategic alliance to focus on building a next-generation mobile communication network through strong alliances. It is expected to generate $1 billion in revenue for each of the two parties by 2018. In this regard, the industry believes that it is a prelude to the merger. For Huawei, the combination of Ericsson and Cisco will bring tremendous competitive pressure.
Lin Ruiqi said that changes in competitors mean that Huawei's external environment has changed. However, for Huawei, which has grown up in a high-tech environment and won the market, this change will be concerned, but the most fundamental thing is to do it yourself. "This kind of industry cooperation is very normal. With the progress of informationization, intelligence, and the biological revolution, the boundaries of the industry are becoming more and more blurred. The mutual cooperation between enterprises will become more and more normal and normal. Huawei continues to cooperate. Open and win-win strategy." Lin Ruiqi said.
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