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近日，任正非出席了2018年华为四季度工作会议。其中，说到华为公司现状时，任正非一改往日自信，称华为内部现在已经有点泡沫化了。值得一提的是，任正非对内部员工是出了名的好，但同时也是非常严苛的。正因为任正非这样的爱恨分明，才让华为发展至今。

薪酬表面的繁荣会导致员工懒怠

据了解，任正非表示华为待遇的确很不错，特别是员工薪资方面，但表面的繁荣会带来内心的自豪，导致员工懒怠，从而降低工作效率。这种现象在华为是有的，所以任正非才说华为有点泡沫化了。

其实，这并非任正非第一次这样说华为员工。

早在2007年，任正非就表示，华为是一群从青纱帐里出来的土八路，还习惯于埋个地雷、端个炮楼的工作方法，还不习惯于职业化、表格化、模板化、规范化的管理，重复劳动、重叠的管理还十分多，这就是效率不高的根源。在引进新管理体系时，要先僵化，后优化，再固化。

如今过去十几年，任正非再次自省。虽然华为一路走来注入不少新鲜血液，思想相对之前更前沿，管理也规范，创新力度提高不少，但是人性有时候还是会贪婪，富足的物质条件极可能磨灭一个人向上的意志。幸运的是，任正非时刻盯着华为内部的一切，及时发现在问题所在。

既然任正非发现了华为现在的问题，就一定想好了解决的方法。

任正非强调，华为要加强内功修炼，提高自己内在的力量，如果销售收入确实做不上去，可以减少人员编制，调整资源，把成本降下来，通过这些方法提高实际运作效率，应对这个社会和未来时代的发展。同时，任正非还表示；“我们对未来的发展空间有信心”。

薪酬要与以贡献为准绳

对于员工待遇，任正非一直强调，“我们的待遇体系，是基于贡献为准绳的。我们说的贡献和目标结果，并不完全是可视的，它有长期的、短期的，有直接的、间接的，也包括战略、虚的、无形的结果。

因为只有以责任结果为导向才是公平的，关键过程行为考核机制，与此没有任何矛盾。关键过程行为与成功的实践经验，有价值的结果，是一致的。

任正非提出将华为的员工分为三类

一类是普通劳动者，第二类是一般奋斗者，第三类是有成效的奋斗者。

关于“奋斗者”，任正非指出，华为要将公司的剩余价值与有成效的奋斗者分享，因为他们才是华为事业的中坚力量。

“我们在报酬方面从不羞羞答答，坚决向优秀员工倾斜“，任正非如此说。

他表示，工资分配实行基于能力主义的职能工资制；奖金的分配与部门和个人的绩效改进挂钩；安全退休金等福利的分配，依据工作态度的考评结果；医疗保险按贡献大小，对高级管理和资深专业人员与一般员工实行差别待遇。”

华为员工收入到底多高？

那么，华为员工收入到底多高呢？2017年，华为在去年的全球总收入5216亿元，同比添加32%，净利润371亿元人民币，同比添加0.4%。华为可能是中国研发最多的民营企业，费用达764亿元人民币，占总营收14.6%，

据预算，华为18万员工的均匀薪酬52.32万元，也就是接近60万元，涨幅超13%，

华为收入的大头在于股票分红，每年华为利润的大部分都会以分红和升值形式返还给员工。一般来华为2年后才有股票，不过现在针对15级以下员工已经不发股票了，改为发TUP，类似于股票，不要用钱买，但只有5年有效期，每股分钱是一样的。

2015年，华为的虚拟股票分红，每股分1.95元，升值0.91元，合计2.86元。员工股票数量和来华为的年限强相关，如果是17-18级的员工，03-04年左右进华为的，配股普遍小几十万股，税前分红大约60-70万。

如果是2000年前来的，分红能过1百万。20级以上的大约2-3千人，今年光分红有200-250万。职级21-22级的，税前分红+升值超过500万。

附华为薪酬主要原则：

1、华为在薪资分配上坚定不移地向优秀员工倾斜。

2、华为的薪酬机制明确定岗定责、定人定酬，

3、华为对员工岗位的分配是严格按照岗位说明书进行的，以确保人岗匹配；

4、工资分配采用基于能力的职能工资制，对岗不对人，支付与员工岗位价值相当的薪水；

5、奖金的发放分配与部门和个人的绩效改进挂钩，多劳多得，以此来调动员工的积极性和主动性。

Recently, Ren Zhengfei attended the four quarter work conference of HUAWEI in 2018. Among them, when it comes to the current situation of HUAWEI, Ren Zhengfei once changed her past confidence, saying that HUAWEI has become a bit of a bubble inside. It is worth mentioning that Ren Zhengfei is well known for his internal staff, but it is also very harsh. It is because of Ren Zhengfei's love and hate that HUAWEI has developed so far.

Ren Zhengfei's pain has been that HUAWEI has already frothy: too much money will generate bubbles, resulting in laziness.

The prosperity of remuneration will lead to lazy employees.

It is understood that Ren Zhengfei said that Huawei's treatment is really good, especially in terms of employees'salaries, but the superficial prosperity will bring inner pride, leading to employees' laziness, thereby reducing work efficiency. This phenomenon exists in HUAWEI, so Ren Zhengfei said HUAWEI was a little frothy.

In fact, this is not the first time that Ren Zhengfei has said HUAWEI employees.

As early as 2007, Ren Zhengfei said that Huawei is a group of eight roads out of the green yarn tent. It is also accustomed to the working methods of burying mines and carrying out artillery buildings. It is not accustomed to professional, tabular, template and standardized management. There are still many duplicate and overlapping management, which is the root cause of inefficiency. When introducing the new management system, we must first fossilized, then optimize, and then solidify.

Now, over the past decade, Ren Zhengfei has again reflected on himself. Although Huawei has injected a lot of fresh blood along the way, its ideology is more advanced than before, its management is standardized and its innovation is improved a lot, sometimes human nature is greedy, and abundant material conditions are likely to erode a person's upward will. Luckily, Ren Zhengfei kept an eye on everything inside HUAWEI, and found the problem in time.

Now that Ren Zhengfei has discovered the problem of HUAWEI, he must have thought of a solution.

Ren Zhengfei stressed that Huawei should strengthen its internal training and improve its internal strength. If sales revenue can not be achieved, it can reduce staffing, adjust resources and reduce costs. Through these methods, it can improve the actual operation efficiency and cope with the development of this society and the future era.  At the same time, Ren Zhengfei also said, "we have confidence in the future development space".

Salary should be based on contribution.

Regarding employee treatment, Ren Zhengfei has always stressed that "our treatment system is based on contribution as the criterion. Our contribution and goal results are not entirely visible. They are long-term, short-term, direct and indirect. They also include strategic, virtual and intangible results.

Because it is only fair to take the responsibility result as the orientation, and there is no contradiction with the critical process behavior assessment mechanism. The key process behavior is consistent with the successful experience and valuable results.

Ren Zhengfei proposed to divide HUAWEI employees into three categories.

One is the ordinary worker, the second is the general striving, and the third is the effective striving.

Regarding the "strugglers", Ren Zhengfei pointed out that Huawei should share the surplus value of the company with the effective strugglers, because they are the backbone of Huawei's cause.

"We are not shy about remuneration, and we must tilt towards excellent employees," Ren Zhengfei said.

He said that wage distribution is based on competency-based functional wage system; bonus distribution is linked to department and individual performance improvement; security pension and other benefits are allocated according to the evaluation results of work attitude; medical insurance differentiates senior management and senior professionals from general employees according to their contribution. "."

How high is the income of HUAWEI employees?

So, how high is the income of HUAWEI employees? In 2017, Huawei's global total revenue was 521.6 billion yuan last year, an increase of 32% over the previous year, and its net profit was 37.1 billion yuan, an increase of 0.4% over the previous year. Huawei is probably the most developed private enterprise in China, with a cost of 76.4 billion yuan, accounting for 14.6% of total revenue.

According to the budget, the average salary of HUAWEI 180 thousand employees is 523 thousand and 200 yuan, that is, close to 600 thousand yuan, or over 13%.

Huawei earns most of its earnings from stock dividends, and most of its profits are returned to employees in the form of dividends and appreciation every year. Usually there are stocks in China after 2 years, but now for employees below 15 level, they have stopped issuing stocks, instead issuing TUP, similar to stocks, do not use money to buy, but only for 5 years, the share is the same.

In 2015, HUAWEI's virtual share dividend was 1.95 yuan per share, an appreciation of 0.91 yuan, totaling 2.86 yuan. The number of employees'stocks is strongly related to the years they come to Huawei. If they are 17-18 employees, they will go to Huawei around 03-04. The allotment is generally small in the hundreds of thousands of shares, with a pre-tax dividend of about 600-700,000.

If it comes in 2000, dividends can exceed 1 million. There are about 2-3 people in grade 20 or above, and this year, there are 200-250 light dividends. Grade 21-22, pre tax bonus + appreciation of more than 5 million.

The main principles of HUAWEI compensation are:

1, HUAWEI is unswervingly inclined to excellent employees in terms of salary distribution.

2, HUAWEI's remuneration mechanism is clearly defined, fixed and fixed.

3, HUAWEI's allocation of staff posts is strictly carried out according to the job descriptions, so as to ensure the match between people and posts.

4. Competence-based functional wage system is adopted in wage distribution, which pays the salary equivalent to the value of the employee's post.

5. Distribution of bonuses is linked to the improvement of performance of departments and individuals, so as to mobilize the enthusiasm and initiative of employees.

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