A Consultancy Report to the Vice-President of HR of HUAWEI.docx
1
A Consultancy Report to the Vice-President of HR of HUAWEI
Huawei, which was founded in 1987, has become one of Chinese most successful private enterprises now and was listed as one of the top 10 world's most influential companies by the
BusinessWeek (U.S.A) in 2008i. From the registered capital of 20,000 RMB to net profit of
2012 of 15.38 billion RMBii, a dramatic change not only occurred in Huawei's annual income, but also occurred in the rapid development of HRM of Huawei.
It can’t be denied that Huawei is a perfect template for Chinese enterprises’ internationalization, especially its strategic vision and preparation toward internationalization and the innovative and bold initiatives that Huawei took. While, Huawei’s Chinese-style management meets some problems and has to make a choice when comes into crossroads where previous practice cannot adapt to the current situation. Therefore, the report following will give some advice on Huawei’s international management development, recruitment and selection. International Management Development
The first and most important thing that concerned with international management is corporate culture. As an exemplary corporate of most Chinese enterprises, Huawei takes many innovative and successful initiatives in shaping and maintaining its corporate culture. The most well-known initiative is the Basic Law of Huawei. As what Zhengfei Ren, the CEO of
Huawei said in public occasion, ‘the Basic Law of Huawei is basic macro-management guidelines of Huawei and a degree of unity of opposites on dealing with the significant
2
Jay Yang
relationship development during the development of company. One of its aims is to train leaders. Cadres of high and intermediate level must learn the Basic Law of Huawei earnestly, grasp its essence, and grasp its way of thinking’, Huawei would like use it to systematize, standardized and institutionalized the basic principles and elements for the success of
A Consultancy Report to the Vice-President of HR of HUAWEI
Huawei, which was founded in 1987, has become one of Chinese most successful private enterprises now and was listed as one of the top 10 world's most influential companies by the
BusinessWeek (U.S.A) in 2008i. From the registered capital of 20,000 RMB to net profit of
2012 of 15.38 billion RMBii, a dramatic change not only occurred in Huawei's annual income, but also occurred in the rapid development of HRM of Huawei.
It can’t be denied that Huawei is a perfect template for Chinese enterprises’ internationalization, especially its strategic vision and preparation toward internationalization and the innovative and bold initiatives that Huawei took. While, Huawei’s Chinese-style management meets some problems and has to make a choice when comes into crossroads where previous practice cannot adapt to the current situation. Therefore, the report following will give some advice on Huawei’s international management development, recruitment and selection. International Management Development
The first and most important thing that concerned with international management is corporate culture. As an exemplary corporate of most Chinese enterprises, Huawei takes many innovative and successful initiatives in shaping and maintaining its corporate culture. The most well-known initiative is the Basic Law of Huawei. As what Zhengfei Ren, the CEO of
Huawei said in public occasion, ‘the Basic Law of Huawei is basic macro-management guidelines of Huawei and a degree of unity of opposites on dealing with the significant
2
Jay Yang
relationship development during the development of company. One of its aims is to train leaders. Cadres of high and intermediate level must learn the Basic Law of Huawei earnestly, grasp its essence, and grasp its way of thinking’, Huawei would like use it to systematize, standardized and institutionalized the basic principles and elements for the success of