Human Resource Management Based on Corporate Culture —Taking Huawei as an example
Abstract: This paper takes Huawei as a case to analyze the application of corporate culture in human resource management. It mainly summarizes the four dimensions of recruitment, training, performance and motivation, hoping to have some inspiration for human resources management of other companies.
1. INTRODUCTION
With the globalization of economy and the development of various high-tech industries, mankind has gradually entered the era of knowledge economy [1]. The competition of domestic and foreign enterprises has made talent shortage a major problem in the world.As the carrier of knowledge management, knowledge-based employees shoulder the responsibility of innovating, disseminating and accumulating knowledge, and their status has been improved, which has become the focus of enterprises, and the production, learning and innovation of knowledge have become the most important activities of enterprises.Therefore, this paper analyzes Huaweis human resource management from the perspective of corporate culture and explains the specific performance of Huaweis cultural success. 1.1 Overview of Huaweis Corporate Culture Founded in 1987, Huawei is the worlds leading provider of ict (information and communication) infrastructure and intelligent terminals. It is committed to bringing the digital world to everyone, every family, every organization, and building a smart world of Internet of Everything [2]. Huawei has 188,000 employees and operates in more than 170 countries and regions, serving more than 3 billion people. Huawei can achieve such great success. First, it benefits from Chinas reform and opening up and rapid economic development. Second, it depends on his Technological innovation, and finally, the most important factor, is the unique corporate culture. As the ceo, Ren Zhengfei emphasizes the importance and influence of culture. It focuses on the core idea of 'people-oriented' and creates a 'humanized' wolf team. The 'humanized wolf culture' dominates other cultures of Huawei: No. Culture: It integrates the level consciousness into the work of the employees, and transmits the information such as the age and job rank of Huawei employees through the job number, and the employees with the work number can obtain more equity to encourage the employees to advance; Pressure culture: make full use of the 'Wenge Marley effect' to psychologically suggest and authorize employees, and convey the pressure to each employees work through the 'full staff succession system', which not only maintains the fresh activity of Huaweis talent flow ,but also helps to tap the huge potential of employees.
2. APPLICATION OF HUAWEI ENTERPRISE CULTURE IN HUMAN RESOURCE MANAGEMENT
Focusing on the core idea of 'people-oriented', Huawei has created a 'humanized' wolf team to maximize the enthusiasm and initiative of employees, so that they can take care of the development of the company, contribute their own ingenuity, and self. Planning and the long-term goals of the company are unified and grow together.
2.1 Employment Mechanism
A sound internal control system requires a large number of outstanding talents to jointly build and optimize. As a large enterprise with more than 100,000 employees, Huawei has a unique concept for talent selection.In Huaweis view, 'choice the right person' is more important than 'changing people.'Therefore, Huawei mainly considers two points when selecting talents: what type of employees the company needs and what kind of employees the position requires [3]. When selecting employees, the company pays attention to the matching degree between employees and enterprises, and more examines the attitudes, personalities and interests of candidates, and selects those who match the culture.From the perspective of job requirements, Huawei mainly examines the “hard power” of candidates, namely the skills, experience and academic qualifications of candidates.
(1) Pay attention to the applicants recognition of corporate culture
Candidates only recognize the culture of an organization, and the recognized corporate culture can produce great cohesiveness and centripetal force. Employees will find their own sense of belonging and value, so as to unite and cooperate to achieve the strategic goals of the enterprise.Modern enterprises not only focus on the individual abilities of employees, but also the ability to conduct teamwork. Therefore, seeking a group of like-minded employees is definitely an incalculable asset to the company.Huawei advocates mutual respect and two-way choice in the recruitment process. In order to avoid the information asymmetry, Huaweis psychological gap caused by employees entry is a detailed introduction to the companys situation and a frank exchange with employees.
(2) Pay attention to the matching degree between candidates and candidates
In Huawei, the employer department and the human resources management department cooperate to conduct recruitment, and analyze the requirements of the job position, such as the nature, responsibilities, tasks, environment and working conditions of the job, and secondly, the relevant personality traits and knowledge skills of the candidate. Systematic testing of personal qualities, etc.
3. TRAINING MECHANISM
Huaweis training mechanism is inseparable from the strong support of “learning culture”.At present, Huawei has established a comprehensive talent training mechanism in order to cultivate a high-quality talent team.After employees enter the company, they must first conduct on-the-job training at Huawei University, not only for professional skills, but also for Huaweis corporate culture.Secondly, Huawei adopts a job rotation method to provide employees with the opportunity to continue to learn and communicate with each other. In the subtle, the “learning
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