英国德蒙特福特代写:力资源管理
Keywords:英国德蒙特福特代写:力资源管理
华为在实施跨文化人力资源管理时，主要实施本土化战略，包括人员本土化、本土化管理、研发本土化和合作伙伴本土化。全世界有100多个国家在使用他们的产品。国际市场已成为华为的主要销售来源。华为在世界各国和地区设立了数百个分支机构和数十个研究机构。公司一半以上的员工是当地员工，越来越多的当地员工成为当地的技术骨干。华为在世界各地都建立了培训中心，这大大提高了华为在这些地区提供高质量培训的能力。华为在保持良好管理的同时，坚持全球化的本地化经营，为国家和地区做出了巨大贡献。此外，华为在全球100多个国家建立了分支机构，在当地投资，设立销售和服务办公室、研发中心、培训中心、技术支持中心和工厂，并雇佣当地员工。这不仅加深了华为对当地市场的了解，还提高了当地的就业率，提高了当地工程师的技术水平，促进了当地经济的发展。此外，华为认为员工培训是跨文化管理的最基本层次。开展员工跨文化培训，包括文化基础知识培训、文化冲突培训、文化适应培训。在价值管理方面，华为的企业文化作为一种无形的意识形态影响着每一位员工。华为创造了独特的“狼”企业文化，要求员工养成学习的习惯，具备良好的学习能力和独特的创新意识和意识。
英国德蒙特福特代写:力资源管理
Huawei mainly implements localization strategy when implementing cross-cultural human resources management, including staff localization, localization management, R & D localization and localization of partners. There are more than 100 countries around the world applying their products. International markets have become the main source of Huawei’s sales. In all countries and regions, Huawei has set up hundreds of branches and dozens of research institutes. More than half of its employees are local employees, and more and more local employees have become local technical backbone. Huawei has established training centers around the world, which greatly enhance Huawei’s ability to provide high-quality training in these regions. While maintaining sound management, Huawei persists in its localized operation globally and has made great contributions to its countries and regions. As well as that, Huawei has established branches in more than 100 countries around the world, investing locally, setting up sales and service offices, research and development centers, training centers, technical support centers and factories, and hiring local staff. This not only deepens Huawei’s understanding of the local market, but also raises the local employment rate, enhances the technical level of local engineers and promotes the development of the local economy. In addition, Huawei regards employee training as the most basic level of cross-cultural management. Cross-cultural training for employees, including training on basic knowledge of culture, training on cultural conflicts, and training on cultural adaptability, has been conducted. In terms of value management, Huawei’s corporate culture affects every employee as an invisible ideology. Huawei creates the unique “wolf” corporate culture and it requires employees to develop the habit of learning, to have a good learning ability and a unique sense of innovation and awareness.
