Cultural construction has always been the top priority of Alibaba's development. It can be said that corporate culture has caused Ali to set off an Internet revolution. In the process of Alibaba's corporate culture construction, the effective use of incentive measures, especially soft incentives, has played an important role.

Respect the wishes of employees and provide space for expression.

"Ali Taste" is a position for Alibaba to strengthen corporate culture. In this regard, employees can bluntly say that the treatment of department heads is unfair, they can question a certain policy of the company, and even the group executives will oppose "siege" as soon as they take office. In the words of an employee of Ali, you can discuss anything regardless of rank, and you can express any opinions regardless of right or wrong; Even the views of executives are often "belittled" by employees. ("Reducing sesame seeds" indicates disagreement)

Such examples can be seen anytime and anywhere. In the history of Ali, an employee who was dismissed by an executive posted a story about the unfairness of the former. After the post was published, a large number of colleagues expressed "one-sided" support, but then the executives responded in time, explaining the reasons and opinions, and were also supported by the post. Finally, in the case of "tit-for-tat" between the two sides, the CEO came forward and called the HR person in charge, the employees involved and the supervisor to discuss openly, and the on-site situation was broadcast live to all employees simultaneously.

Ali adheres to the principle that "even poisonous weeds should be placed in the sun". It is in this subtle cultivation that every employee can participate in the discussion and implementation of the work equally and objectively. It is these practices that make Ali's open and transparent corporate culture truly accepted and absorbed by employees, effectively mobilizing the initiative and creativity of employees.

Implementing horse racing mechanism to stimulate innovation impulse

Ali fully satisfies employees' display space and innovation impulse. "Horse racing" is a good example. As long as employees have good ideas and creativity, they can submit them to Ali's project Committee. After approval, employees can play freely, and the group will provide them with manpower, funds and even options. Many good projects in Ali are established through "horse racing". In Ali's history, the projects submitted by employees who just turned positive stood out, and then expanded to a team of 50 or 60 people, breaking into the first echelon in the country in this field.

The result of "laissez-faire" often brings unexpected surprises, and some cases even make Ali's internal employees a little unbelievable. For example, a newly hired employee "has nothing to do" and spent eight months clinging to technical problems that have little to do with his business, and the department head also readily accepted it, which is an "adventure" for both sides: the employees did not make a breakthrough, and the executives were hard to blame. But in the end, employees' technical solutions were incorporated into global technical standards.

Free promotion and job transfer, not stick to one pattern.

Ali also pursues the principle of "freedom" in the mechanism of post promotion and adjustment. For example, the promotion of Ali employees is not decided by the supervisor, but by their own judgment based on the work situation of one year. If they think they have reached a certain level, they will apply for promotion, which will be assessed by senior colleagues in various departments, and the staff will make a debriefing report and the judges will vote. For another example, employees do not need to obtain the consent of the department head when they change jobs. As long as the recipient agrees, the head of the original department will release it unconditionally. This is the most direct embodiment of Ali's tolerant spirit.

Of course, freedom is not unprincipled indulgence. In order to bring free and active "molecules" into the organism of the whole organization and make employees' autonomy match the needs of enterprises, Ali set certain restrictions. For example, the promotion requirements are put forward by themselves, but the criteria for judgment are transparent, open, specific and subtle; There is no supervisor restriction on job transfer, but there are some hard conditions: one is to stay in the existing department for at least one year, and the other is to achieve a certain level of performance appraisal. This can prevent employees from jumping ship because of escape and ensure the reasonable flow of outstanding talents.

It can be seen that the focus of Alibaba's incentive mechanism is to fully respect employees' willingness to develop and provide employees with a platform for free development. This "soft incentive" is a true portrayal of Ali's "open and innovative" culture and an important driving factor for Ali's continuous reform and innovation.

Dual incentives for Huawei to build a diligent team

At present, Huawei is the world's leading provider of information and communication solutions. In Huawei, there are many cultural slogans, such as "the winner raises a glass to celebrate, and the loser rescues to death", "the brave wins in the narrow road", "the bird that can't burn is the phoenix" and "customer-oriented, struggler-oriented" ... but the core concept of efforts has never changed. Huawei's core values are the core beliefs rooted in the hearts of every Huawei person, the internal driving force for Huawei to come today, and Huawei's commitment to the future.

Material incentives: enhancing employees' sense of belonging

Huawei adopts a combination of salary incentive and equity incentive in material incentives, and the income composition of employees includes basic salary, bonus and stock dividend. At present, Huawei is one of the highest paid companies in China. On the one hand, it has gathered outstanding talents, on the other hand, it has mobilized the enthusiasm of talents.

Huawei's full shareholding system is an effective way to motivate employees for a long time. The implementation of all-staff joint-stock system has fundamentally changed the relationship between enterprises and employees, from the original employment relationship to the partnership relationship. The development of the company is closely related to its own interests, and employees' sense of belonging to the company is further enhanced, and their work enthusiasm is further improved.

Over the years, Huawei has established a basic and reasonable evaluation mechanism based on the concept of "striving for the upper reaches and not letting Lei Feng suffer", and rewarded according to the evaluation. The company regards employees as valuable assets and tries its best to provide employees with excellent working, living, insurance, medical care and other conditions, and provide employees with competitive salaries in the industry. As long as employees make progress in some aspects, they will be rewarded and realize "internal and external fairness".

Spiritual motivation: the source of employees' motivation

Huawei's spiritual incentives mainly include honor incentives and work incentives. Huawei once set up a special honor department, which was responsible for assessing and rewarding employees and rewarding them for their progress bit by bit. In addition, the employee promotion system is also very attractive. Promotion depends on ability, not seniority. As long as you have the ability, it is possible to show your talents in Huawei. Li Yinan is a good example. Two weeks after joining Huawei, he became a senior engineer. Six months later, he was promoted to deputy general manager of the Central Research Department. Two years later, he was promoted to chief engineer and president of the Central Research Department of Huawei, and at the age of 27, he served as vice president of Huawei. Spiritual encouragement satisfies the internal factors of employees and provides them with a real source of motivation, because Huawei brings them not only high salaries, but also a broader stage for development and space for free play. And these are exactly what aspiring young people who have just graduated from college need. They need a stage to prove that they can be selfless and fearless in order to prove themselves.

Both material incentives and spiritual incentives have stimulated the entrepreneurial enthusiasm of employees, provided a guarantee for Huawei to build a United, efficient and hard-working team, and also played a key role in the formation of Huawei's "wolf culture".

In the process of corporate culture landing, it is necessary to use incentive mechanism to mobilize employees' independent consciousness, stimulate employees' endogenous motivation, and make employees consciously embark on the track of corporate culture. Both Alibaba's soft incentives and Huawei's material and spiritual incentives are based on giving full play to employees' sense of ownership and creative spirit, which plays a key role in the implementation of corporate culture. Of course, the role of a single incentive method is limited. Only by comprehensively using material incentives and non-material incentives (such as work incentives, honor incentives, emotional incentives and example incentives) can we better play the role of the incentive mechanism and promote the effective landing of corporate culture.