Huawei Human Resource Management (HRM)

Huawei benevolent Resource Management (HRM)The Human Resources Challenge of Huawei - Cultural clash excogitationBackgroundof HuaweiIn 1987, Ren Zhengfei, whence 44 years old, founded a telecom equipment-trading pissed in Shenzhen, China, with startup capital of CNY 21,000. By the end of 2014, Huawei had 170,000 employees in to a greater extent than 170 countries and regions, serving more than than one-third of the worlds population, and preeminent the world in world-wideistic patent applications. Over 30 years, it has grown to become the largest telecom company in the world. As comfortably as that, it has operations and representative offices in more than 100 countries and serves all over 1 billion users worldwide. Huaweis success boils down to two fundamental elements the changing technology environment and the creativity of its mess, so we bottom discharge that employees receive a very important role in Huawei and the gentle resources counselling is very crucial to HuaweiHumanresources contends of HuaweiAccording to Fang Lee Cooke (TheInternational diary of Human Resource Management, 2012, p.1845), there areseveral challenge to HRM in host countries and circumspection responses of Huawei. First,because salaries are based on performance levels, callow local anaesthetic anaesthetic anesthetic anesthetic new hiresmay move over lower wages. Second, unlike local battle laws, as foreigncompanies, they need to comply more rigorously with these laws than China. Third,how to strike a balance amidst employee instruction and cost-effectiveemployee expenditure is sometimes a dilemma because HCN employees need formulation and development opportunities and then leave more famous Western multinationals. Fourth, multi heathenism and diversity prudence is another(prenominal)issue. Huawei may be one of the few Chinese companies that actively encounter theconcept of multi heathenism and diversity precaution. Fifth, the lack ofapproval from loc al employees and their employers and the lack of acceptance ofthe integrated refining of Chinese enterprises are a double challenge to theissue of retention.The bring out challengeCultural clash is one of the key piece resourcesaspects that collide withed Huawei. Huawei as a multinational company, the objectiveorganism of the companys internal heathenish differences, is bound to causeethnical conflicts in the enterprise. As the process of spherical integrationaccelerates and the flow of benignantkindse resources in multinational enterprises likeHuawei continues to accelerate, this cultural friction will increase day by dayand gradually begin to manifest itself in the internal circumspection and externaloperation of transnational corporations, issuinging in the loss of merchandiseopportunities for transnational corporations and the in force of theorganizational structure and make the carrying into action of the global dodge introuble. Therefore, this essay will attempt to demonstrate how the Huawei atomic number 50solve this line of work and develop better for its brighter future using humanresources heed practices.brinydiscussionsHuaweisproblem of human resources While Huawei happyly achieved itstrans-national development, Huawei too encountered many challenges in itshuman resources counseling. The transnational management practice of Huaweishows that one of the important factors that affect transnational management isthat various cultural conflicts arise from the differences in esteem orientationand behavior among people from diametrical cultural backgrounds. How to realizethe assiduity and integration of husbandry has become a problem that Huaweiconstantly solves in transnational management.Howto solve the cultural conflict of human resource management in HuaweiWith the continuous expansion anddevelopment of oversea affiliates of Huawei, Huawei conducts cross-cultural humanresources management principal(prenominal)ly by means of th e following tacticsLocalization strategyLocalization strategy which means theconcept of global adaptation is the duty trying to integrate into the fag market, and strive to become a target market strategy adopted. Theessence of placement is the process of multinationalcorporations integrating production, trade, management and personnel intothe economy of the host country in an all-around(prenominal) way. Generally, they conduct aseries of surveys to understand the actual local economy, culture and customs. AtHuaweis overseas offices, eitherone strives to create an atmosphere in whicheveryone, regardless of nationality and race, is a Huawei employee. BothChinese and foreign cultures constantly collide and merge with each other.Under the influence of Huaweis culture, Huawei is gradually presenting itsdiversified and international characteristics. With the gradual performanceof localization business strategy, the ratio of Chinese and foreignemployees in overseas institutions of H uawei continuously changes.Culturally compatible strategyCulturally compatible strategy is likewise the to the highest degree important thing which need to understand the differences in the midst of differentcultural concepts. Therefore, Huawei needs to integrate cultural differencesinto the overall marketing strategy to ensure that the realization of businessgoals will always be a major issue. For instance, Huaweis employees inUzbekistans offices regularly attend local weddings, travel to cities onholidays, watch ballets and learn about local culture and customs. Whenever anemployee is on his birthday, everyone congratulates on sending a giftcollectively.Cross-cultural breeding strategyHuawei implements cross-cultural educationstrategy. As international enterprises become the most important interculturalorganizations in the world, the source of human resources is increasingly covering an international trend among a considerable number of enterprises. Moreand more people of d ifferent colors become colleagues. The employees fromdifferent countries and nations have different cultural backgrounds. Employeesvalues, needs, attitudes and behaviors are quite different. Such culturaldifferences inside the enterprise of necessity lead to cultural conflicts. At the equal time, due to cultural differences, the human resources managementconcepts, human resources management systems and methods of different countriesvary. As a result, the human resources management concepts and managementmethods among the managers in the enterprises also continuously impact andcollide. In the daily operation of enterprises and foreign exchanges, ifemployees are lack of the knowledge and skills of intercultural intercourse,the differences between cultures will create mis understands and unnecessaryfriction, which will affect the work efficiency and reduce the competitivenessof enterprises. Therefore, the cultural difference is also an obstacle that must(prenominal)iness be overcome in the internationalization and transnational management ofhuman resources. Huawei employees will receive relevant training in thetraining division before leaving the country, such as the local cultures andrelated products. routine training also includes seminars, language training,books, websites, discussion and simulation exercises and more. These trainingsenhance the adaptability of employees with different cultural backgrounds andpromote intercourse and spirit among people of different culturalbackgrounds. Through continuous cross-cultural training, cross-culturalawareness has gradually true among employees and learned to regardcultural differences as differences without distinction between severe and bad,helping employees to be good at standing with people of different culturalbackgrounds considering each others point of view, cross-cultural conflictsare greatly reduced. normal values management.A reason why a company abide become a goodcompany, a very important reason is that it has successfully created a kind of mall values and mission to alter all employees heartfelt identity, as thecore values of the enterprise culture once being all staff sincerely agree orshare, it will affect peoples thinking and behavior patterns. HuangWeiwei(dedication the Huawei Philosophy of Human Resources Management) claims that Huaweidoesnt like to make too much money. And the profits are not its motive growthis. This aspect of the enterprise culture is what drives its HRM policies andapproaches. In humanitarian to regulating and managing overseas institutions underHuaweis business conditions, Huaweis in collective culture restricts everyemployees behavior in an invisible ideology. Even away from overseas, themilitarized management style from Huawei headquarters is still not diminished.Huawei believes that only those who persist in fighting unjustly for thecollective sight form a joined community. Therefore, Huawei advocatesdesire-driven, decent means, so that the formation of a group of vigorous, goodmanagement style. Huawei believes that unity and cooperation, collectivestruggle is the soul of Huawei. No one in Huawei has the privilege, andeveryone shares the common aspiration and hardship, equality for all. Anyindividual interest must serve the collective interests and integrateindividual efforts into the enterprise. Huawei integrated this common value,the integral enterprise burst out of the incredible combat effectiveness. So wecould realize that in human resources management, only understanding culturaldifferences and respecting multi-culture can change the ability ofcross-cultural management.Suggestionsfor Huawei Cross-cultural Human Resources ManagementUnder the multi-cultural background, thecore of human resource management lies in how to integrate the scattered and detached functions, responsibilities and activities in human resourcemanagement. By coordinating the operation of human beings and creating thecompetitive good of enterprises. In order to give play to this advantageof enterprises, Huawei can consider the following aspects in implementingcross-cultural human resources management Firstly, Huawei should strengthen cross-culturalselection and training. Cross-cultural selection and training can enhancepeoples responsiveness and adaptability to different cultural traditions,promote communication and understanding among people of different culturalbackgrounds, mitigate cultural conflicts and enhance teamwork and corporatecohesion. The specific measure is that Huawei should try to select those whohave the skills and qualities of a global manager. They should love the newculture, have the adventurous spirit, have strong social skills and workhard with people from different cultures to understand their opinions andattitudes. Such a global manager can adapt to the requirements of culturalintegration and they also have to attend a series of trainings about the language,culture and person-to-person occu pation of so as to better adapt to the future work. Huaweishould also adopt some new cross-cultural training methods, such as setting upintercultural communication programs, setting up global benefitprojects and setting up business institutes. Secondly, based on the common understandingof culture, Huawei should take a leak the strong corporate culture according tothe requirements of the external environment and the strategic development ofthe company. It helps Huawei not only to reduce cultural conflicts, so thateach employee can put their thoughts and behavior with the companys businessoperations and objectives together, that also to make the subsidiary and theparent company closer. At the same time, it can establish a good reputation inthe international market and enhance the transnational corporations ability ofcultural change.Thirdly, Huawei should enhance cross-culturalcommunication. In order to ensure the effective implementation of effectivecommunication in cross-cultural enterprises, Huawei must establish a culture of common understanding and mutual respect between management, management andemployees as well as between the company and the outside. In addition, Huawei mustactively establish a variety of formal and informal, effective and invisiblecross-cultural communication organizations and channels, so that every employeein the enterprise have more opportunities to testify their opinions. Somesuccessful companies often organize seminars, classes and language trainingwithin the enterprise and enhance the role of managers by effectively promotingcommunication with people, teams and organizations through the use of mediasuch as books, bulletin boards, websites, videos and television. As a resultHuawei could improve business efficiency and maximize the effectiveness ofcross-cultural human resources management. Fourthly, Huawei should enhance thelocalization of employees. As local managers have a latterly understanding of localculture, they are easi ly accepted by employees and at the same time provide apromotion channel for local employees. Therefore, they have strong incentives.Local employees are familiar with the local customs, market dynamics andgovernment regulations, hiring local employees will undoubtedly facilitatecross-cultural enterprises in the local market development and gain a firmfoothold. In the development of intercultural human resources, most largemultinational corporations have proposed the strategy of employeeslocalization and continuously raised the proportion of senior and inferiormanagers in the country. The management concept of local affairs managedby local people is being gradually realized. To some extent, theimplementation of this concept can make cross-cultural enterprises eliminatecultural friction, develop their own adaptability to local culture, and itsunique foreign culture affect the host countrys cultural environment, showinga companys great tolerance to multiculturalism , So Huawei could a ttract more capital employees and enhance their competitiveness. Through the abovemeasures, the effectiveness of cross-cultural human resources management atHuawei will be greatly enhanced so that enterprises can implement effective andstrategic personnel planning in a multicultural environment.ConclusionsWith the continuous expansion anddevelopment of Huaweis overseas subsidiaries, Huawei, as the leading telecomsolution provider in the world, has faced the challenge which is culturalconflicts in the implementation of human resources management. In order tosolve the conflicts caused by cultural differences, Huawei implementcross-cultural human resources management, mainly through the implementation oflocalization strategies, cultural compatibility strategies, cross-culturaltraining and common values management strategies. Huawei mainly implements localizationstrategy when implementing cross-cultural human resources management, includingstaff localization, localization management, R & D localization andlocalization of partners. There are more than 100 countries around the worldapplying their products. International markets have become the main source ofHuaweis sales. In all countries and regions, Huawei has set up hundreds ofbranches and wads of research institutes. More than half of its employees arelocal employees, and more and more local employees have become local technicalbackbone. Huawei has established training centers around the world, whichgreatly enhance Huaweis ability to provide high-quality training in theseregions. While maintaining sound management, Huawei persists in its localizedoperation globally and has do great contributions to its countries andregions. As well as that, Huawei has established branches in more than 100countries around the world, investing locally, setting up sales and table serviceoffices, research and development centers, training centers, technical supportcenters and factories, and hiring local staff. This not only deepe ns Huaweisunderstanding of the local market, but also raises the local employment rate,enhances the technical level of local engineers and promotes the development ofthe local economy. In addition, Huawei regards employee training as the mostbasic level of cross-cultural management. Cross-cultural training foremployees, including training on basic knowledge of culture, training oncultural conflicts, and training on cultural adaptability, has been conducted.In terms of value management, Huaweis corporate culture affects every employeeas an invisible ideology. Huawei creates the unique wolf corporateculture and it requires employees to develop the habit of learning, to have agood learning ability and a unique sense of innovation and awareness.In summary, cross-cultural human resources managementhas an important impact on the survival and development of Huawei and alsoplays an important role in the productivity of Huawei. A successful humanresources management will bring a value-added effect of 1 + 1 2 to the enterprise,otherwise, it will have a negative impact and obturate the development of theenterprise. ReferencesFang Lee Cooke The International Journal of Human Resource Management, 2012, p.1845Huang Weiwei lettering the Huawei Philosophy of Human Resources ManagementHuawei Thestartup that became the largest telecom company in the world