Qualification Management Is Not An Armchair Strategist.

When a company has reached a certain scale, it is necessary to establish a talent training mechanism to solve the bottleneck of talents in organizational development.

In the mid 90s of last century, HUAWEI also faced the same problem, mainly through the establishment of qualification system to solve.

At present, HUAWEI's qualification management system has become the object of learning for large enterprises.

However, in practical work, we should pay attention to several problems: first, we need unified planning and system design.

The establishment of qualification system is a complex task. It is necessary to carry out unified planning and system design.

Moreover, with the establishment of the qualification system, the corresponding incentive system should also be established, and may even involve restructuring of the organization and redistribution of work contents, which are often unable to be completed independently at the departmental level.

Therefore, the establishment of qualification system is a work at the company level, and unified planning is needed.

Otherwise, it will lead to differences in thinking, different methods and scattered powers, resulting in the result of half the effort.

There is often a set of qualification system in the company and a set of qualification system in the dark.

At the company level, a set of qualification management system has been established. All departments have set up a set of qualification management system in their own departments at the same time of executing the qualification management system at the company level, which has caused confusion in management and waste of resources.

For example, the qualification level of the R & D center is divided into 6 levels, the 6 level is the lowest level, while the engineering branch only has 4 levels, and the 1 level is the lowest level.

The consequences of such division will cause two classes of staff to flow with each other, and the corresponding levels will be difficult, which will bring unnecessary trouble to management.

In addition, there are two sets of "team" for the qualification assessment organization. The companies and departments have established their own qualification evaluation organizations respectively, and the result is repeated evaluation and conflict.

Two, the qualification criteria are not static.

Although maintaining the relative stability of qualification is prerequisite, no matter what type of talent qualification is established, it is not static.

The center for qualification certification of enterprises should also identify a relatively stable interval for updating qualifications, such as updating the eligibility criteria every two years or five years.

Three, job classification must have corresponding guiding principles.

The stratification of the posts should first consider the requirements of strategy for talents, and make strategic planning to identify which talents and the level of talents they need.

The division of posts is a very important task in the establishment of the qualification system, which will directly affect the effectiveness and adaptability of the qualification system.

The classification of job families includes two aspects: job classification and job stratification.

Job classification refers to identifying and classifying different jobs with similar jobs and similar competency.

Job stratification refers to the classification of different job categories according to the requirements of talents in the enterprise strategy and the complexity of job requirements and job requirements.

The classification of job classification must follow six principles: the principle of close integration with work, the principles of corporate development, the principle of uniform classification, the principle of distinction, the principle of two-way development of vertical and horizontal flows, and the principle of focusing on key areas.