The managers here basically know this management style, and they also know the advantages and disadvantages of it.

Someone immediately stood up against it, Xie Wujin said: "It is okay to set a hard elimination rate and put it in other departments, but I don't think it is really necessary to put it in the technical department." Because our technicians are already working hard, and putting pressure on them, I think it's counterproductive. ”

Fu Lei said: "There are pros and cons to formulating the elimination rate, the benefits do not need to be said, and the disadvantages are reverse elimination and risk avoidance. ”

Reverse elimination is that Wu Dalang opens a store and only picks those who are shorter than himself.

After the first batch of unqualified employees are eliminated, when new hires are hired, the survivors in each department will keep an eye on them. You must not hire someone better than yourself to surpass you, otherwise you will become the bottom by the second year of assessment.

The level of the new hires should not be too bad, but they must not be outstanding. When this kind of psychological popularization of Wu Dalang's store has become a corporate culture, reverse elimination has developed to the end, and hard work has become an inferior chess.

Because since everything depends on the peer evaluation score, then you work hard, and the outstanding performance is easy to threaten the survival of other colleagues in the department who are not outstanding, and the only way is to kill the hard-working, and finally everyone achieves a "maintenance situation" that is not bad or bad.

Another type of reverse elimination occurs in the 20% of top performers, who are reluctant to move up the ladder in order to maintain their winning position and take risks to take on new challenges.

Because dividends and salaries are linked to performance appraisal results, not to risks, there are many mistakes to do.

How to establish a flexible and diversified talent reward and incentive mechanism is an eternal problem in the management industry.

Desperately advocating employee competition, in the case of a bad economic environment, or the workload of work quota has been overloaded, it is easy to falsify performance. The most famous case of performance fraud is Enron, which was sued for bankruptcy in 2001 for false accounting, and the vicious competition within "Enron" is also famous.

"I mean we don't have to set such a high elimination rate, even if it's symbolic, we have to set a little elimination rate, and a little pressure shouldn't crush our technicians. With this elimination rate, we can justifiably eliminate those employees who have an extremely bad work attitude. Hang Yu said.

"I don't know how much elimination rate the chairman thinks is appropriate?" Hong Yan asked.

"Huawei is 5 percent, we reduce it to 3 percent, and technology companies 1 percent. A 1% elimination rate isn't too high, right?" Hang Yu said

"There are more than 3,000 people in the hardware department, and a 1% elimination rate means that we have to eliminate more than 30 people every year. It's not much, but it's a lot, and I think this elimination rate is quite appropriate. Xie Wujin said.

"Isn't the elimination rate of other departments a bit high, although technology companies are more important, but I think the treatment gap is too big, I am afraid that it will cause dissatisfaction among employees in other departments. Fu Lei said.

"Then how much do you think the elimination rate of other departments is better?" Hang Yu didn't expect Fu Lei to care about other departments, it is rare to have such a big picture, Hang Yu couldn't help but look up to him.

"It's better to do what I say, and with such a hard and fast rule, fairness is the most important thing. Fu Lei said.

"Makes sense, so be it. Hang Yu said.

Fu Lei reminded him that he always treats the technical department differently from other departments, which does not have a good impact on the internal atmosphere of the entire group.

"Don't you think the 1% elimination rate is too gentle? I'm afraid no one will take such a small elimination rate to heart. More than 30 people were eliminated in the entire hardware department and divided into various groups, and each group had only one or two people. This society is very cruel, most people can't afford to buy a house, and the treatment of our company is good enough, and we can't let those bastards enjoy such good treatment, which is unfair to the hard workers. Xia Cheng said.

"You can't say that, in a profession that usually doesn't perform well, those who are fired still have to be fired. In addition, there are those who can't stand to resign, and this 1% elimination rate is a hard indicator, and I think it's enough. Xie Wujin said.

Xia Cheng wanted to say something, but Hang Yu interrupted him: "The elimination rate is set at 1%, as for employees over 40 years old, the work energy and enthusiasm are not as good as those of young staff, I don't think it can be one-size-fits-all." Although Fu Yunze is very old, he is enthusiastic about his work, and he is not inferior to young staff at all. There are also older staff who may have less enthusiasm and energy to work, but are highly skilled, experienced, focused, and persistent. Such staff must be treated differently, and such staff are not suitable for hard indicators. First, we have to look at their work performance that year, and eliminate those with low performance. Second, it is necessary for the superior leaders to have a keen vision and a selfless work style. ”

"The crux of the problem is here, the performance of scientific research is difficult to judge, there is no data and no indicators, it does not mean that the results will be produced by the end of the year, in general, the rule of man is greater than the rule of law, and people are precisely the most difficult to manage. Fu Lei said.

The problem goes back to the beginning, the reason why scientific research funds are not well managed is also due to the poor judgment of scientific research performance.

"I still stick to my previous point of view, instead of putting our hopes on the vision of management, we should give full play to the role of the system and use pressure and motivation to stimulate the enthusiasm of researchers. Xia Cheng said.

"Of course, the system is very important, and after listening to you talk so much, I have some new ideas. Previously, we have been emphasizing how to manage researchers, but we have ignored one problem, that is, how to manage the technical management. Hang Yu said.

When everyone heard this, they were immediately awe-inspired, aren't the technical management them, Hang Yu is going to take care of them.

"Because the technical department attaches great importance to the rule of man, the operation space of the management personnel is relatively large, and to manage the researchers well, the management must first be managed. First, the headquarters will issue task indicators to evaluate according to the degree of task completion, and second, technology research and development is full of uncertainties, and if the department or group has unexpected discoveries or unexpected losses, it should be rewarded and punished according to new technologies and losses. Hang Yu said.

"Who sets the task indicators? The top management of the headquarters does not seem to be good at this. Xie Wujin said.

"Who said that the top management of the headquarters is not good at these, our newly built think tank has talents in this area. Of course, we won't set you too hard, and you can also participate in the development of mission indicators. Hang Yu said,

"That's no problem, and we'll do our best for our own performance. Xie Wujin said.

"We will discuss the specific operation method in detail later, and on the issue of funding application, at present, only qualified researchers can create a group and apply for R&D funding. I don't think this approach is necessarily good, it's not conducive to developing new talents, and it's easy to ignore some young talents. In the future, we will give new people some opportunities, such as talents like Xu Shuang, and if he has an idea, give him the opportunity to create a research group. Other newcomers can also be supported according to the situation if they have special contributions and develop patents. And those old qualifications who fill their pockets and have poor research efficiency don't need to give them too much face. Our company can't make face, talk about human feelings, no matter what he has to do with it, where he has done it before, he must be ruthlessly cleared. Hang Yu said.

Hang Yu likes seniority and level of old staff, but he is not the kind of seniority-only person.

In fact, there are often some senior staff members who rely on their seniority to engage in things and things.