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1·························································································································································································································································································································································································································································································································································································································································································································································································································1·1979·16441623-1687-.AdamSmith,1723-1790.AlfredMarshell,1842-1924..JohnStuartMill,1806-1873.2.—350··“”TheodoreW.Schultz1979412534“”6“78910??????111213141516??????17181920212223242526272829303132333435363738394041424344454647481231AbstractThearticleestablishCompetencyModelofkeyemployeesinChineseHighTechnologycompanybasedon“quality”factorofHumancapital.AccordingtotheoryofDr.Miclleland,CompetencyModelincludeknowledge,skills,societyorientation,valueandmotivation,whichknowledgeandskillareeasytobemeasuredandeasytobeimprovedbytraining,whilesocietyorientationandvalueandmotivationaredifficulttobechangedandacquired.Inmyarticle,Competencymodelmainlyincludeattitudeandmotivation.ForthelargedifferencebetweenChinesecultureandWesternculture,WeshouldestablishCompetencyModelforR&D,marketing&sales,andtechnicalsupportemployeesmatchChineseculture.RefertoCompetencyresearchdocumentsofMCBER&HAYconsultingpublishedin1993Spencer&Spencer,1993,Wecollectedalotofbehaviorinformationaboutoutstandingemployees(sampleone)andpoorperformanceemployees’(sampletwo)byusingcriticalbehavioreventinterview(BEI)technology.Nextweanalysedandcodedattitudeandmotivationrelatedtohighperformanceemployees,comparedwithpoorperformanceones.InthearticleweestablishedChineseCompetencyModelforR&D,marketing&sales,andtechnicalsupportemployees.Inordertoimproverecruitingefficiency,Wedesignedcompetencyscalecovers185questionswhicheasytousebycompany,andestablishedtheChinesenormbasedontheCompetencyModel,whichwecalledsiftmodelwhichthespecificlevelcandidatespasscanbehired.CompetencyModelandsiftmodelweresuccessfullyusedinrecruitingbyHuaweiTechnologyCompanyfrom1999to2000..ItwastestedthatCompetencyModelandsiftmodelcandifferentiatehighperformanceemployeesandfairperformanceones.Efficiently.Inadditionwefoundthatmarketingandsalespositionneedmore2comprehensivemotivation.Andnormforsiftmodelcanbeadjustedflexibleaccordingtohiredstandardofcompany.SiftmodelwaswidelyusedincampusrecruitingbyHuaweiTechnologycompanyin2000,whichhelpHuaweiinterview30,000studentsandfinallyhire8000students.Comparedwithlastyear,usingsiftmodelnotonlyhelpsavetimeandreduceworkloadforinterview,butalsoimproveinterviewefficiencyandquality.InHuaweiTechnologycompany,Competencymodelisaddedtotrainingcoursestotraininternalemployeeshowtoimprovecompetenciesthemselves.Humanresourceiscriticalandpriorityresourceamongallcompanyresources.Enterprisehaschangedmaterialexploittohumanresourceexploit,andlookhumanresourceexploitaslifesourceandprioritystrategytopushenterprise’sdeveloping.Humanresourceisthemostactiveproductfactor.Capitalresourceandinformationresourcecan’tproduceefficacyiftherearenotsufficienthumanresource.Soenterpriseshoulddevelophumanresourcerelatedtoproductivity,careerqualityandprofitinfiercecompetition.WithChinajoiningWTO,Chineseenterpriseshouldimprovecorecompetencytomeetoutsidefiercecompetition.ThemostimportanttaskforChineseenterpriseistoimproveallemployees’competencyandstrengthenkeyemployeestofulfillstrategy.TheresearchonChineseCompetencymodelforkeyemployeesofChineseHighTechnologycompanyissuccessfullyfinishedandwidelyappliedtoHuaweiTechnologycompanywhichistypicalChineseHighTechnologycompany.OtherChinesecompanycanusetheCompetencyModelandrevisedaccordingtoownsituation.