{"id":37492,"date":"2023-08-08T10:24:01","date_gmt":"2023-08-08T10:24:01","guid":{"rendered":"https:\/\/essays.homeworkacetutors.com\/2023\/08\/huawei-human-resource-management-hrm\/"},"modified":"2023-08-08T10:24:01","modified_gmt":"2023-08-08T10:24:01","slug":"huawei-human-resource-management-hrm","status":"publish","type":"post","link":"https:\/\/www.colapapers.com\/us\/huawei-human-resource-management-hrm\/","title":{"rendered":"Huawei Human Resource Management (HRM)"},"content":{"rendered":"
\n

The Human Resources Challenge of Huawei \u2014- Cultural clash<\/strong><\/p>\n

Introduction<\/strong><\/h2>\n

Background
\nof Huawei<\/strong><\/h3>\n

In 1987, Ren Zhengfei, then 44 years old, founded a telecom equipment-trading firm in Shenzhen, China, with startup capital of CNY 21,000. By the end of 2014, Huawei had 170,000 employees in more than 170 countries and regions, serving more than one-third of the world\u2019s population, and leading the world in international patent applications. Over 30 years, it has grown to become the largest telecom company in the world. As well as that, it has operations and representative offices in more than 100 countries and serves over 1 billion users worldwide. Huawei\u2019s success boils down to two fundamental elements: the changing technology environment and the creativity of its people, so we can realize that employees play a very important role in Huawei<\/a> and the human resources management<\/a> is very crucial to Huawei<\/p>\n

Human
\nresources challenges of Huawei<\/strong><\/h2>\n

According to Fang Lee Cooke (The
\nInternational Journal of Human Resource Management, 2012, p.1845), there are
\nseveral challenge to HRM in host countries and management responses of Huawei. First,
\nbecause salaries are based on performance levels, inexperienced local new hires
\nmay have lower wages. Second, unlike local employment laws, as foreign
\ncompanies, they need to comply more strictly with these laws than China. Third,
\nhow to strike a balance between employee development and cost-effective
\nemployee disbursement is sometimes a dilemma because HCN employees need
\ntraining and development opportunities and then leave more famous Western
\nmultinationals. Fourth, multiculturalism and diversity management is another
\nissue. Huawei may be one of the few Chinese companies that actively adopt the
\nconcept of multiculturalism and diversity management. Fifth, the lack of
\napproval from local employees and their employers and the lack of acceptance of
\nthe corporate culture of Chinese enterprises are a double challenge to the
\nissue of retention.<\/p>\n

The
\nkey challenge<\/strong><\/h3>\n

Cultural clash is one of the key human resources
\naspects that affected Huawei. Huawei as a multinational company, the objective
\nexistence of the company\u2019s internal cultural differences, is bound to cause
\ncultural conflicts in the enterprise. As the process of global integration
\naccelerates and the flow of human resources in multinational enterprises like
\nHuawei continues to accelerate, this cultural friction will increase day by day
\nand gradually begin to manifest itself in the internal management and external
\noperation of transnational corporations, resulting in the loss of market
\nopportunities for transnational corporations and the inefficiency of the
\norganizational structure and make the implementation of the global strategy in
\ntrouble. Therefore, this essay will attempt to demonstrate how the Huawei can
\nsolve this problem and develop better for its brighter future using human
\nresources management practices.<\/p>\n

Main
\ndiscussions<\/strong><\/h2>\n

Huawei\u2019s
\nproblem of human resources <\/strong><\/h3>\n

While Huawei successfully achieved its
\ntrans-national development, Huawei also encountered many challenges in its
\nhuman resources management. The transnational management practice of Huawei
\nshows that one of the important factors that affect transnational management is
\nthat various cultural conflicts arise from the differences in value orientation
\nand behavior among people from different cultural backgrounds. How to realize
\nthe absorption and integration of culture has become a problem that Huawei
\nconstantly solves in transnational management.<\/p>\n

How
\nto solve the cultural conflict of human resource management in Huawei<\/strong><\/h3>\n

With the continuous expansion and
\ndevelopment of overseas affiliates of Huawei, Huawei conducts cross-cultural human
\nresources management mainly through the following tactics:<\/p>\n

    \n
  1. Localization strategy<\/strong><\/li>\n<\/ol>\n

    Localization strategy which means the
    \nconcept of global adaptation is the business trying to integrate into the
    \ntarget market, and strive to become a target market strategy adopted. The
    \nessence of \u201clocalization\u201d is the process of multinational
    \ncorporations integrating production, marketing, management and personnel into
    \nthe economy of the host country in an all-round way. Generally, they conduct a
    \nseries of surveys to understand the actual local economy, culture and customs. At
    \nHuawei\u2019s overseas offices, everyone strives to create an atmosphere in which
    \neveryone, regardless of nationality and race, is a Huawei employee. Both
    \nChinese and foreign cultures constantly collide and merge with each other.
    \nUnder the influence of Huawei\u2019s culture, Huawei is gradually presenting its
    \ndiversified and international characteristics. With the gradual implementation
    \nof \u201clocalization\u201d business strategy, the ratio of Chinese and foreign
    \nemployees in overseas institutions of Huawei continuously changes.<\/p>\n

      \n
    • Culturally compatible strategy<\/strong><\/li>\n<\/ul>\n

      Culturally compatible strategy is also the
      \nmost important thing which need to understand the differences between different
      \ncultural concepts. Therefore, Huawei needs to integrate cultural differences
      \ninto the overall marketing strategy to ensure that the realization of business
      \ngoals will always be a major issue. For instance, Huawei\u2019s employees in
      \nUzbekistan\u2019s offices regularly attend local weddings, travel to cities on
      \nholidays, watch ballets and learn about local culture and customs. Whenever an
      \nemployee is on his birthday, everyone congratulates on sending a gift
      \ncollectively.<\/p>\n

        \n
      • Cross-cultural training strategy<\/strong><\/li>\n<\/ul>\n

        Huawei implements cross-cultural training
        \nstrategy. As international enterprises become the most important intercultural
        \norganizations in the world, the source of human resources is increasingly
        \nshowing an international trend among a considerable number of enterprises. More
        \nand more people of different colors become colleagues. The employees from
        \ndifferent countries and nations have different cultural backgrounds. Employees\u2019
        \nvalues, needs, attitudes and behaviors are quite different. Such cultural
        \ndifferences within the enterprise inevitably lead to cultural conflicts. At the
        \nsame time, due to cultural differences, the human resources management
        \nconcepts, human resources management systems and methods of different countries
        \nvary. As a result, the human resources management concepts and management
        \nmethods among the managers in the enterprises also continuously impact and
        \ncollide. In the daily operation of enterprises and foreign exchanges, if
        \nemployees are lack of the knowledge and skills of intercultural communication,
        \nthe differences between cultures will create misunderstandings and unnecessary
        \nfriction, which will affect the work efficiency and reduce the competitiveness
        \nof enterprises. Therefore, the cultural difference is also an obstacle that
        \nmust be overcome in the internationalization and transnational management of
        \nhuman resources. Huawei employees will receive relevant training in the
        \ntraining department before leaving the country, such as the local cultures and
        \nrelated products. Daily training also includes seminars, language training,
        \nbooks, websites, discussion and simulation exercises and more. These trainings
        \nenhance the adaptability of employees with different cultural backgrounds and
        \npromote communication and understanding among people of different cultural
        \nbackgrounds. Through continuous cross-cultural training, cross-cultural
        \nawareness has gradually developed among employees and learned to regard
        \ncultural differences as differences without distinction between good and bad,
        \nhelping employees to be good at standing with people of different cultural
        \nbackgrounds considering each other\u2019s point of view, cross-cultural conflicts
        \nare greatly reduced.<\/p>\n

          \n
        • Common values management.<\/strong><\/li>\n<\/ul>\n

          A reason why a company can become a good
          \ncompany, a very important reason is that it has successfully created a kind of
          \ncore values \u200b\u200band mission to enable all employees heartfelt identity, as the
          \ncore values \u200b\u200bof the enterprise culture once being all staff sincerely agree or
          \nshare, it will affect people\u2019s thinking and behavior patterns. HuangWeiwei
          \n(dedication \u2013 the Huawei Philosophy of Human Resources Management) claims that Huawei
          \ndoesn\u2019t like to make too much money. And the profits are not its motive \u2013 growth
          \nis. This aspect of the enterprise culture is what drives its HRM policies and
          \napproaches. In addition to regulating and managing overseas institutions under
          \nHuawei\u2019s business conditions, Huawei\u2019s corporate culture restricts every
          \nemployee\u2019s behavior in an invisible ideology. Even away from overseas, the
          \nmilitarized management style from Huawei headquarters is still not diminished.
          \nHuawei believes that only those who persist in fighting unjustly for the
          \ncollective can form a united community. Therefore, Huawei advocates
          \ndesire-driven, decent means, so that the formation of a group of vigorous, good
          \nmanagement style. Huawei believes that unity and cooperation, collective
          \nstruggle is the soul of Huawei. No one in Huawei has the privilege, and
          \neveryone shares the common aspiration and hardship, equality for all. Any
          \nindividual interest must serve the collective interests and integrate
          \nindividual efforts into the enterprise. Huawei integrated this common value,
          \nthe entire enterprise burst out of the incredible combat effectiveness. So we
          \ncould realize that in human resources management, only understanding cultural
          \ndifferences and respecting multi-culture can improve the ability of
          \ncross-cultural management.<\/p>\n

          Suggestions
          \nfor Huawei Cross-cultural Human Resources Management<\/strong><\/h2>\n

          Under the multi-cultural background, the
          \ncore of human resource management lies in how to integrate the scattered and
          \nisolated functions, responsibilities and activities in human resource
          \nmanagement. By coordinating the operation of human beings and creating the
          \ncompetitive advantage of enterprises. In order to give play to this advantage
          \nof enterprises, Huawei can consider the following aspects in implementing
          \ncross-cultural human resources management: <\/p>\n

          Firstly, Huawei should strengthen cross-cultural
          \nselection and training. Cross-cultural selection and training can enhance
          \npeople\u2019s responsiveness and adaptability to different cultural traditions,
          \npromote communication and understanding among people of different cultural
          \nbackgrounds, mitigate cultural conflicts and enhance teamwork and corporate
          \ncohesion. The specific measure is that Huawei should try to select those who
          \nhave the skills and qualities of a global manager. They should love the new
          \nculture, have the adventurous spirit, have strong interpersonal skills and work
          \nhard with people from different cultures to understand their opinions and
          \nattitudes. Such a global manager can adapt to the requirements of cultural
          \nintegration and they also have to attend a series of trainings about the language,
          \nculture and personal occupation of so as to better adapt to the future work. Huawei
          \nshould also adopt some new cross-cultural training methods, such as setting up
          \nintercultural communication programs, setting up \u201cglobal service
          \nprojects\u201d and setting up business institutes. <\/p>\n

          Secondly, based on the common understanding
          \nof culture, Huawei should establish the strong corporate culture according to
          \nthe requirements of the external environment and the strategic development of
          \nthe company. It helps Huawei not only to reduce cultural conflicts, so that
          \neach employee can put their thoughts and behavior with the company\u2019s business
          \noperations and objectives together, but also to make the subsidiary and the
          \nparent company closer. At the same time, it can establish a good reputation in
          \nthe international market and enhance the transnational corporations\u2019 ability of
          \ncultural change.<\/p>\n

          Thirdly, Huawei should enhance cross-cultural
          \ncommunication. In order to ensure the effective implementation of effective
          \ncommunication in cross-cultural enterprises, Huawei must establish a culture of
          \nmutual understanding and mutual respect between management, management and
          \nemployees as well as between the company and the outside. In addition, Huawei must
          \nactively establish a variety of formal and informal, effective and invisible
          \ncross-cultural communication organizations and channels, so that every employee
          \nin the enterprise have more opportunities to express their opinions. Some
          \nsuccessful companies often organize seminars, classes and language training
          \nwithin the enterprise and enhance the role of managers by effectively promoting
          \ncommunication with people, teams and organizations through the use of media
          \nsuch as books, bulletin boards, websites, videos and television. As a result
          \nHuawei could improve business efficiency and maximize the effectiveness of
          \ncross-cultural human resources management. <\/p>\n

          Fourthly, Huawei should enhance the
          \nlocalization of employees. As local managers have a deep understanding of local
          \nculture, they are easily accepted by employees and at the same time provide a
          \npromotion channel for local employees. Therefore, they have strong incentives.
          \nLocal employees are familiar with the local customs, market dynamics and
          \ngovernment regulations, hiring local employees will undoubtedly facilitate
          \ncross-cultural enterprises in the local market development and gain a firm
          \nfoothold. In the development of intercultural human resources, most large
          \nmultinational corporations have proposed the strategy of employees\u2019
          \nlocalization and continuously raised the proportion of senior and middle-level
          \nmanagers in the country. The management concept of \u201clocal affairs managed
          \nby local people\u201d is being gradually realized. To some extent, the
          \nimplementation of this concept can make cross-cultural enterprises eliminate
          \ncultural friction, develop their own adaptability to local culture, and its
          \nunique foreign culture affect the host country\u2019s cultural environment, showing
          \na company\u2019s great tolerance to multiculturalism , So Huawei could attract more
          \noutstanding employees and enhance their competitiveness. Through the above
          \nmeasures, the effectiveness of cross-cultural human resources management at
          \nHuawei will be greatly enhanced so that enterprises can implement effective and
          \nstrategic personnel planning in a multicultural environment.<\/p>\n

          Conclusions<\/strong><\/h2>\n

          With the continuous expansion and
          \ndevelopment of Huawei\u2019s overseas subsidiaries, Huawei, as the leading telecom
          \nsolution provider in the world, has faced the challenge which is cultural
          \nconflicts in the implementation of human resources management. In order to
          \nsolve the conflicts caused by cultural differences, Huawei implement
          \ncross-cultural human resources management, mainly through the implementation of
          \nlocalization strategies, cultural compatibility strategies, cross-cultural
          \ntraining and common values management strategies. <\/p>\n

          Huawei mainly implements localization
          \nstrategy when implementing cross-cultural human resources management, including
          \nstaff localization, localization management, R & D localization and
          \nlocalization of partners. There are more than 100 countries around the world
          \napplying their products. International markets have become the main source of
          \nHuawei\u2019s sales. In all countries and regions, Huawei has set up hundreds of
          \nbranches and dozens of research institutes. More than half of its employees are
          \nlocal employees, and more and more local employees have become local technical
          \nbackbone. Huawei has established training centers around the world, which
          \ngreatly enhance Huawei\u2019s ability to provide high-quality training in these
          \nregions. While maintaining sound management, Huawei persists in its localized
          \noperation globally and has made great contributions to its countries and
          \nregions. As well as that, Huawei has established branches in more than 100
          \ncountries around the world, investing locally, setting up sales and service
          \noffices, research and development centers, training centers, technical support
          \ncenters and factories, and hiring local staff. This not only deepens Huawei\u2019s
          \nunderstanding of the local market, but also raises the local employment rate,
          \nenhances the technical level of local engineers and promotes the development of
          \nthe local economy. In addition, Huawei regards employee training as the most
          \nbasic level of cross-cultural management. Cross-cultural training for
          \nemployees, including training on basic knowledge of culture, training on
          \ncultural conflicts, and training on cultural adaptability, has been conducted.
          \nIn terms of value management, Huawei\u2019s corporate culture affects every employee
          \nas an invisible ideology. Huawei creates the unique \u201cwolf\u201d corporate
          \nculture and it requires employees to develop the habit of learning, to have a
          \ngood learning ability and a unique sense of innovation and awareness.<\/p>\n

          In summary, cross-cultural human resources management
          \nhas an important impact on the survival and development of Huawei and also
          \nplays an important role in the productivity of Huawei. A successful human
          \nresources management will bring a value-added effect of 1 + 1> 2 to the enterprise,
          \notherwise, it will have a negative impact and hinder the development of the
          \nenterprise. <\/p>\n

          References<\/strong><\/h2>\n

          Fang Lee Cooke The International Journal of Human Resource Management, 2012, p.1845<\/em><\/p>\n

          Huang Weiwei Dedication \u2014 the Huawei Philosophy of Human Resources Management<\/em><\/p>\n

          Huawei The
          \nstartup that became the largest telecom company in the world<\/em> <\/p>\n<\/div>\n","protected":false},"excerpt":{"rendered":"

          The Human Resources Challenge of Huawei \u2014- Cultural clash Introduction Background of Huawei In 1987, Ren Zhengfei, then 44 years old, founded a telecom equipment-trading firm in Shenzhen, China, with startup capital of CNY 21,000. By the end of 2014, Huawei had 170,000 employees in more than 170 countries and regions, serving more than one-third […]<\/p>\n","protected":false},"author":5,"featured_media":0,"comment_status":"open","ping_status":"open","sticky":false,"template":"","format":"standard","meta":{"footnotes":""},"categories":[7418,7514,5841],"tags":[7419,3319,5337,5587,5586,249],"class_list":["post-37492","post","type-post","status-publish","format-standard","hentry","category-affordable-essay-writing-service","category-essay-examples-human-resources","category-human-resources","tag-academic-paper","tag-assignment-help","tag-dissertation-writing","tag-essay-writing","tag-online-tutoring","tag-write-my-paper"],"_links":{"self":[{"href":"https:\/\/www.colapapers.com\/us\/wp-json\/wp\/v2\/posts\/37492","targetHints":{"allow":["GET"]}}],"collection":[{"href":"https:\/\/www.colapapers.com\/us\/wp-json\/wp\/v2\/posts"}],"about":[{"href":"https:\/\/www.colapapers.com\/us\/wp-json\/wp\/v2\/types\/post"}],"author":[{"embeddable":true,"href":"https:\/\/www.colapapers.com\/us\/wp-json\/wp\/v2\/users\/5"}],"replies":[{"embeddable":true,"href":"https:\/\/www.colapapers.com\/us\/wp-json\/wp\/v2\/comments?post=37492"}],"version-history":[{"count":0,"href":"https:\/\/www.colapapers.com\/us\/wp-json\/wp\/v2\/posts\/37492\/revisions"}],"wp:attachment":[{"href":"https:\/\/www.colapapers.com\/us\/wp-json\/wp\/v2\/media?parent=37492"}],"wp:term":[{"taxonomy":"category","embeddable":true,"href":"https:\/\/www.colapapers.com\/us\/wp-json\/wp\/v2\/categories?post=37492"},{"taxonomy":"post_tag","embeddable":true,"href":"https:\/\/www.colapapers.com\/us\/wp-json\/wp\/v2\/tags?post=37492"}],"curies":[{"name":"wp","href":"https:\/\/api.w.org\/{rel}","templated":true}]}}