STRATEGIC TALENT MANAGEMENT OF ENTERPRISES IN THE NEW ERA TAKE HUAWEI OF CHINA AS AN EXAMPLE - Scientific conference
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STRATEGIC TALENT MANAGEMENT OF ENTERPRISES IN THE NEW ERA TAKE HUAWEI OF CHINA AS AN EXAMPLE

25.09.2020 12:09

[Section 2. Management]

Author: Rong Mao, PhD Student, Sumy National Agrarian University


At present, the society is in the era of knowledge economy. Under the background of economic globalization, enterprises all over the world are facing the challenge of increasingly intensified international competition. Various organizations are trying to find the competitive advantage of sustainable development. With the rise of "talent war", the key talents play an increasingly prominent role in enterprises. Talent resources are the important source for enterprises to obtain sustainable competitive advantages.

1. The rise of strategic talent management concept

The concept of strategic talent management is an innovative thinking based on strategic human resource management, which makes up for the deficiency of the concept of strategic human resource management in the personalized management of talents, and realizes the efficient management of key employees by enterprises with limited resource investment. 

2. Huawei's rapid development

Huawei Technologies Co., LTD. (hereinafter referred to as "Huawei") has grown from a small enterprise. In 2018, China paid a total of 90.5 billion yuan in taxes, 468.9 billion yuan over the past decade, and created 180,000 jobs. In addition, Huawei's global ranking rose from 393 in 2010 to 61 in 2019, a leap forward. One-third of the world's population USES Huawei equipment for corporate employment. 

3. Huawei's talent management strategy

The change in Huawei's talent strategy began with the aim of boosting its overseas business. As the business structure changes, the need for talents becomes more and more urgent.

3.1 System. Huawei has created a "cadre can go up and cadre can go down" system. At a time when most domestic companies are still selecting cadres on the basis of seniority, Huawei has an eclectic talent promotion mechanism. Huawei firmly believes that opportunities, talents, technologies and products are the main driving forces for the company's development, among which the knowledge mastered by talents is at the core [1]. Huawei personnel is the last elimination system and the rotation system interwoven use. Through the rotation system, it is easier for employees to find suitable positions, so that employees on each position are more competitive, and the last elimination system forces employees to improve their performance. [2] At the same time, Huawei introduced the British cognitive evaluation system and hired HAY, an American company, as a compensation consultant, gradually forming its own talent management system.

3.2 Salary incentive. Huawei has implemented a treatment system of fixed posts, fixed staff, fixed responsibilities and fixed remuneration, and put forward the distribution concept of "efficiency first, giving consideration to fairness". According to the performance of employees as the basis for their promotion, to favor outstanding employees. This performance appraisal system means that Huawei employees must make progress and innovation every year, otherwise, there will be no performance. The endogenous driving force of Huawei's rapid development is that Huawei realizes employee stock ownership and makes employees become the owners of the enterprise. 

3.3 The company's vitality. Huawei values the creativity of young people and regards them as the core pillar of its independent innovation strategy. It encourages employees to explore and innovate through preferential policies, so that the whole organization is always in an active state.

Huawei firmly believes that rigorous and responsible employees are the most valuable asset of the enterprise, and the appreciation of human capital is higher than that of other financial capital. 

Literature:

1. Shangquan Gao. (2019). Ten Successful Experiences of Huawei. Compilation of contents of 2019 Meeting of Chinese Society of Economic Restructuring ,(2), 25-28.

2. Xiaoting Zhao. (2020). Analysis and Discussion of Huawei's "Wolf Culture". Chinese and Foreign Enterprise Culture, (7). 172-173.


________________

Scientific supervisor: Tetiana. M. Kharchenko, Dr. in Economics, Professor, Sumy National Agrarian University




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