Case Study OC 6444

Giant consumer goods Huawei Technologies Company announced an exciting goal in late 2009. Huawei Technologies Company said that it would revamp their business operations. Their strategy is mainly relying on the growth of their global markets, most likely in emerging economies. Executives knew jolly well that for this goal to be achieved, they had to give up new hiring waves to cut across the markets. In order to execute and deliver such high levels of performance and still maintain cost effectiveness, Huawei Technologies Copany is keen on managing the employees in a style compliant with the global appeal of employee services. They also align themselves with the statutory needs and respecting the differences in how people experience motivation, site and income (Sharma, 2006).

Huawei Technologies Company is extending its global reach. As the $28 billion, Chinese networking and telecommunications equipment supplier increases its global presence; the company desires to build up infrastructural faculty attuned to different markets. This will gain a world with shared value education and a skilled human resource. This would leave them in a place to give up with the company’s business operations internationally. In China, it is the largest network and telecommunication equipment supplier with a progressive strategy to increase the size its business operations in the international markets. Their products, which include hardware and software and solutions, are being used by 100 and more states and has tapped a reasonable fraction of the population of the world. Huawei company has put up 100, and more branch offices international in order to be much closer with their customer. They have also established R&D centers positioned in Russia, United States, Sweden and India (Institute of Medicine (U.S.), 2011).

The main concentration has been focused to Huawei’s service solutions unit which is being managed internationally. The business offers out tasked and outsourced services for operational network to its clients. It has also established long affiliation with operators of telecom and IT all around the globe. In the recent years, the managed service business has witnessed a quite recommendable growth, establishing deals that have been outsourced in a good number. They are in the emerging markets like Africa and developed nations, South America and Asia. A challenge facing Huawei is services being managed and deals being outsourced. The key to success is ensuring effective management of personnel and the transition of employees in Huawei company. For example, evaluating costs of personnel correctly is critical for delivering of the case of the business. It has direct effects on delivery of service because the most significant objective is the smooth transition of employees and supporting them in their performance as they try to cope with the new environment (Steen, 2009).

Huawei made a development of HR toolbox that is standardized for transition for supporting their teams in HR in outsourcing managed services engagement; this is because it works more often across multiple parts of the world. The toolbox is not only based on proven transition strategy, but still customized in dealing with specified needs and contexts. Support comes from training workshops together with opportunities for sharing of knowledge in order for HR employees to perform their transitions effectively. Some of the issues that crop up when businesses operate in new multiple locations internationally, is having to deal with the fact that you have to face the different and legal but complex requirements and cultures’, different context referring to the workforce. Having the HR transition standardized approach, Huawei is better positioned to sideline commercial and compliance perspectives that are legal. Also, the company has been able to manage and improve engagement of employees; the toolbox offers communications that are well managed and structured which take into consideration, dimensions of different cultures and the national diverse people’s context. This makes an improvement in the profession of HR (Dundon, 2010).

At the level of deal, an approach that is significantly consistent and effective to issues of HR has positively influenced the team of the deal and brand Huawei. Standardized templates constituting to the toolbox; provide increased clarification about the crucial HR needs for the solution that has been proposed. Risk templates for management that are added usually assist teams to manage issues in a visible perspective and reduce surprise that might erupt during the process. The methodology that is consistent for issues of HR transition that embeds best practices and experience from around the processes. This in actual sense means that the HR personnel in various parts of the world may depend on this approach, which has been proven to help improve efficiency of Huawei, have outcomes that are better, and reduce risk (Steen, 2009).

When the issue is about delivering on global growth plans, the company’s capability usually exceed its gasp. Everyone is fully aware that when a company needs to expand its market reach, it does not necessarily mean that firms send a sales force to the outside world to carry out the objective. The strategy is for companies to ensure they put to place a human capital and HR strategy that are fully compliant with business growth strategy. Senior leadership should be in full support of the HR component of the strategy of the business. This is not a simple matter of follow-up measure to be considered after the advance team has made an establishment on staging a ground in a new market. The entire firm must be part of it from the beginning. Companies must be able to find the right balance between the common, global structures and need to be more efficient. Further, locally produced services and innovations must be credible to the targeted customer (Sharma, 2006).


Sharma, S. (2006). Management in new age: Western windows eastern doors. W.p: New Age International.

Dundon, E. (2010). The seeds of innovation: Cultivating the synergy that fosters new ideas. New York: Amacom.

Steen, M. (2009). Evolutionary systems of innovations: A Veblian-oriented study into the role of  the government factor. Assen, The Netherlands: Van Gorcum.

Institute of Medicine (U.S.) (2011). Digital infrastructure for the learning health system: The foundation for continuous improvement in health and health care: workshop series       summary. Washington, D.C: National Academies Press.