Huawei Corporate Culture Case Study
CHAPITER 5: Chinese multinationals cross cultural human resource management experience and Enlightenment
5.1Analysis on the main problems of human resource management in Chinese multinationals
( 1 ) Management of cross-cultural conflicts
A correct understanding of cultural differences.
It is only by correctly understanding cultural differences that we can deal with it. On one side, to understand the cultural differences, we should understand the differences of various cultures within the enterprise, find the biggest and most conflictive points of the cultural differences, and then mainly solve these problems, in order to improve the speed and breadth of the cultural integration. The diversity of Huawei's global workforce makes them different
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Effective recruitment can reduce the turnover rate of employees, while also reducing the loss of enterprises. Employees' recognition of the corporate culture directly affects the work enthusiasm and stability of the employees. Huawei originally focused on academic qualifications and ability when recruiting personnel, and the original corporate culture also needs to be integrated and changed when the company enters the African continent. There should be different selection criteria and selection methods for different positions. But the most fundamental point is that employees must agree with the company's multi-cultural integration of corporate culture, in order to better understand the company's development goals and decision-making methods, and then ensure the stability of the staff, so that the recruitment activities are more effective. It is also noted that in China, employee’s test scores were given prominence and was one of the top criteria assessed in the selection processes. Additionally, an added feature that is measured in the country is the potential employee’s familiarity with the Chinese culture and environment. Contrastingly, the practice of judging an employees familiarity with domestic culture during the selection process is absent in the USA for example. Therefore it is evident that the procedures followed by the two countries when selecting and thereafter recruiting staff are very analogous and vary slightly in terms of the additional score evaluation procedure followed by China and its preference given to cultural
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