BYD is coming to Huawei! Introduce new assessment to improve efficiency, and all employees "start the exam"

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2024-04-10 19:04Posted on the official account of Beijing Daily People Society

In three years, BYD has rapidly expanded from 280,000 people to a super factory with 700,000 people.

Huge manpower, assisted by BYD's rapid growth, annual sales jumped from 740,000 to 3.02 million units. But at the same time, the problem of human efficiency is also becoming more and more apparent. In order to make good use of every penny of manpower, BYD learned from Huawei and introduced a new management system. This old car company, which has risen with the help of a new track, is sprouting new changes.

Text | Wei Bing

Edit | Li Huanhuan

Operations | potato

Learning from Huawei, Implementing the "Discipline System"

In order to efficiently manage the increasingly large organization, BYD is working hard to learn the "art of controlling people".

Recently, Auto exclusively learned from a number of people familiar with the matter that BYD Planning Institute has introduced a Huawei HR talent to join the management of the human resources department of the Planning Institute. Within BYD, the new HR leader is very secretive, almost no one knows his real name, and some people close to BYD speculate that this may be related to the non-compete agreement.

According to the above-mentioned people familiar with the matter, the HR leader from Huawei has begun to implement Huawei's discipline system in the BYD Planning Institute. The so-called discipline system, that is, a kind of employee qualification certification system, BYD's discipline system is divided into a class of disciplines and two types of disciplines, a type of discipline is divided into operations, sales, research and development and other jobs, the second type of discipline is to set up a more subdivided content under a class of disciplines, after dividing the discipline label, according to different ranks, all employees are qualified, all employees need to pass the assessment, in order to continue to carry out their work.

In order to implement the discipline system, BYD organized a group of relevant experts to formulate assessment rules for different departments. It is understood that the discipline system is being implemented by the Planning Institute by department, and at present, the list of the first batch of qualified personnel has been announced.

▲ Department assessment. Photo / Visual China

At the same time, the slogan of the BYD Planning Institute has changed from "learning to help out" to "learning to help win", and some BYD employees explained to each Auto that the "win" here is the "win" of "survival of the fittest". After all, in the new energy track, BYD has stood at the height of the world's first.

In addition to the introduction of the discipline system, the Planning Institute has recently become more stringent in the assessment of discipline. A person close to BYD revealed to each Auto that at present, each department will produce a list of "people to be improved" every month to urge employees to improve. Previously, "to be improved" was generally carried by the employees who left the month or department employees in turn, but now, BYD has made it clear that departing employees are not allowed to carry the "to be improved" quota.

Behaviors such as playing with mobile phones during working hours, not clocking in at the specified time, and not wearing work uniforms are being "monitored all the time", and some netizens have said that "more than 20 cameras are installed in the workstations of more than 100 people". According to the above-mentioned people familiar with the matter, if any employee is monitored for the above situation, he will be punished by internal notification and deducted the corresponding performance bonus.

While strengthening management, BYD's publicity frequency of corporate culture has increased significantly. According to the above-mentioned people, BYD has often organized employees to learn corporate culture and share their learning feelings.

▲ Employees share their learning feelings. Photo / Visual China

In fact, in the automotive circle, BYD is not the first car company to follow Huawei's example. In 2021, Ideal introduced Huawei's IPD system (Integrated Product Development, a product innovation and R&D management system) to link every aspect of product production by establishing a product business group, so that each single product can operate as an independent system.

In January 2022, Li Xiang, CEO of Li Auto, shared internally, explaining why he learned from Huawei and why he used IPD. At the end of 2022, Li Xiang reaffirmed the value of introducing IPD in an internal letter, "If the success of Ideal ONE is an accident, IPD has helped our second, third, and fourth products become explosives."

According to a report by Later Auto, in order to learn from Huawei, Li Xiang asked executives in various departments to read more than ten books about Huawei each.

Hu Hanjie, who served as the chairman of FAW Jiefang, also revealed that from 2015 to 2016, FAW Jiefang organized on-site benchmarking exchanges with managers three times to learn from Huawei about process-based organization construction.

Managing 700,000 people is a challenge

BYD is becoming a super powerhouse.

An employee who joined BYD around 2020 told everyone that 2021 is a very clear time node, and from that year, it can be clearly felt that there are more and more people in BYD, "The size of our team has roughly doubled, and the number of people has doubled in 2022." In three years, the employee's department swelled from single digits to dozens, a sevenfold expansion.

The expansion of individual divisions is just a microcosm. According to BYD's 2023 financial report, by the end of 2023, BYD's total number of employees has reached 700,000, and 133,000 new hires will be added in 2023.

▲ BYD battery production base. Photo / Visual China

As a comparison, Great Wall Motor, which is also in the top echelon of independent car companies, will have a total of 82,000 employees in 2023, about one-ninth of BYD. During the same period, NIO has 27,000 people, Xpeng has 13,000 people, and the ideal of crazy enrollment expansion in 2023 is only 31,000. Wei Xiaoli is only one-tenth of BYD's.

As sales continue to rise, BYD has gradually become a favorite in the minds of fresh graduates. It is reported that in an autumn recruitment last year, BYD received 120,000 resumes in one day.

This year, BYD also recruited a large number of fresh graduates, but troubles also followed. A R&D staff complained, "Looking at the large number of people, in fact, they are all fresh graduates, and there is a lack of technical masters recruited by the society, so the output of many people is not high."

The scale has swelled dramatically, especially the influx of a large number of fresh graduates like "blank paper", how to manage 700,000 people and make efficient use of every penny of manpower has become a new issue for BYD.

▲ Fresh graduates are pouring into the workplace. Photo / Visual China

For a long time, BYD has believed in "crowd tactics". In the early days, there was a "301" concept in BYD, that is, 300% of engineers were used to gain 1% technological leadership. This concept helped BYD accumulate a certain scale of technical fish ponds in the early days.

With the continuous expansion of sales scale, the drawbacks of "crowd tactics" have gradually emerged, and more and more people have questioned that BYD's human efficiency is too low.

According to Tesla's annual report, by the end of 2023, its total global employees were about 140,000 and its annual output was 1.809 million vehicles, with an average of 13 vehicles per person, while BYD produced 3.02 million vehicles with 700,000 people last year, with an average of only 4 vehicles per person. The efficiency gap between the two sides is indeed not small.

▲ BYD factory production line. Photo / BYD Auto official

Nowadays, BYD's thinking has also undergone some changes, following Huawei's example and introducing the discipline system, precisely to improve "human efficiency".

Some changes at the management level can also be seen that BYD is trying to improve employees' sense of identity with the company, after all, only with unified cognition can we maximize people's subjective initiative and create greater value.

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