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Dedication: The Foundations of Huawei's HR Management
In 2012, the Chinese company Huawei Technologies overtook Ericsson to become the world's largest telecommunications equipment manufacturer, firmly establishing itself on the world business map. Today, it has over 170,000 employees worldwide and in 2014 the company generated a remarkable profit of $5.5 billion. Whilst research and development and the technology that results from it are core drivers of Huawei's success, the company's amazing growth is also determined by its human resource strategy. This is based on a "customer-first" attitude, the belief that obtaining opportunities is through hard work and, above all, "a dedication to do the best in anything we do." How Huawei promotes this dedication amongst its workforce is the subject of this important book. Through original incentive systems, employee ownership and the mentality to act like a boss, Huawei has managed to create a culture of dedication that has become the bedrock of its growth today.
- GenresManagement
336 pages, Hardcover
First published November 1, 2014
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Displaying 1 of 1 review
March 12, 2017
A very different book from other business books I've read, but absolutely refreshing and something I really enjoyed. It's actually more like a collection of quotes from speeches ordered chronologically by topic, but the flow was surprisingly good and the ideas very well connected.
It's the kind of book that'd appeal to aspiring or current leaders and managers, giving a perspective on running a business many junior employees wouldn't get to experience until mid career, e.g. the messages of "perform well or prepare to get demoted", "you can't expect to get raises every year", or "a cut in salary is what you'll get for poor performance" is something many won't understand early in their career, but argued across here quite persuasively as something necessary for the survival of the business (it's not personal).
For more experienced managers, the book also provides the Huawei perspective in managerial development and selection, which I thought was interesting, e.g. hire for talent, not seek to develop it; and that "field work" is absolutely essential in the Huawei perspective for managerial selection.
It's the kind of book that'd appeal to aspiring or current leaders and managers, giving a perspective on running a business many junior employees wouldn't get to experience until mid career, e.g. the messages of "perform well or prepare to get demoted", "you can't expect to get raises every year", or "a cut in salary is what you'll get for poor performance" is something many won't understand early in their career, but argued across here quite persuasively as something necessary for the survival of the business (it's not personal).
For more experienced managers, the book also provides the Huawei perspective in managerial development and selection, which I thought was interesting, e.g. hire for talent, not seek to develop it; and that "field work" is absolutely essential in the Huawei perspective for managerial selection.
Displaying 1 of 1 review