The Management and Development of a Multi-Faceted Workforce in Huawei Organization - Case Study Example

Human Resource Management By + THE MANAGEMENT AND DEVELOPMENT OF A MULTI-FACETED WORKFORCE IN HUAWEI ORGANIZATION Abstract According to human resource management, managing a multi-faceted workforce is quite tricky though it rewards a business situation. It is always ideal to work with employees as individuals and recognizing their various work situations. The Huawei organization finds it essential to do business effectively in order to be successful. Since Huawei has lowered its costs and provided unique skills, it has become more accessible (Askegren & Pierce 2005). Working with various cultures and background bring about challenges that organizations must strive to overcome. Introduction Huawei is multi-faceted, meaning it consists of diverse professionals who work in different environments. There are three primary HR perspectives that indicate how retaining and recruitment of members of diverse workforce can be done. They include recruiting candidates – begins by recruiting team members of various business sectors. Gives the recruiters more knowledge on the areas they recruit for and perfectly understand the types of employees that will be successful (Askegren & Pierce 205). This will therefore enhance selection of candidates who will take the organization to the next level that is, achieving some of its goals and objectives. Employee communications – Huawei is an organization that cannot rely on emails to communicate with to employees. There should be an implementation in that employees are reached through the most perfect communication vehicles. Emails are only appropriate for reaching a computer-based audience as opposed to field employees (Cartby, 2006). Retaining employees – most employees receive rewards such as training, health covers and promotions offered by the company. Creative methods should be used to adapt health programs for field employees. Healthy lifestyles should be a priority and more accessible to all working locations (Copeland 2006). A review of the literature around the chosen topic Since Huawei is a modern organization, diversion of workforce is an important since it is not a new concept. An example of dimension of diverse workforce is ethnic background. In a research funded by the US, department of labour indicated that women and immigrants encountered for about 85 percent of net growth in labour (Esty, 2005). The above study shows that labour will greatly develop in future. Huawei therefore should learn on how to manage the diversity parameter appropriately. The department of Human resource should respond to any problems accordingly. If the personnel responsible for this do not do the necessary then the Huawei organization will hardly perform in the business market. Currently, basic formula for diversity is rapidly evolving. It is challenging to create a heterogeneous workforce, but using the workforce the innovative products and services that can give the company a competitive advantage in the market place. Executives in the Huawei organization understand that their companies cannot be successful in the global market if they do not have a diverse and inclusive workforce. Methodology The information in this Huawei ppay as based on the results of a survey and one on one interview of both the management and support staff. The analysis of the various ideas was effectively done and appropriate amendments put forward to to the human resource management of Huawei organization. Explanation on derivation of the results and its analysis Having a multifaceted workforce is always beneficial to Huawei since it will easily reach the broader market. On the other hand, employees can provide insight that can be extremely valuable. For example, the Huawei did a campaign on the use of android phones in the USA and it was a great success. In addition, a dimension deals with persons from different social strata. This can depict by different levels of education within the place of work. When combined to work in one place, the workers above the others in education level will absolutely look down upon the others and this may lead to conflicts. An appropriate method to curb this situation is to provide opportunities for advanced education. A worker may be motivated through payment of his or her tuition fee in order to continue with education. Eventually the company will greatly benefit from acquisition of more skilled labour from the educated employees (Mondy 2005). Multifaceted workforces are very important in that they are ideal for Huawei to have a competitive edge. In order for Huawei as an organization to have a successful multifaceted workforce, much diversity has to be managed effectively for the organizations future success. With various professionals in Huawei organization, there should be a suitable manner of treating the workers well. Since these individuals have different working techniques, the communication styles will also vary in accordance to each department. It is therefore important for the management to be aware of the specialization sectors of different workers to avoid complications that may disrupt peace in the organization (Torrington 2008). The more a manager or managers understand the specialization of various professionals in an organization, the more diverse the workforce will be a success. The culture of these workers is also an important principle to consider since it will greatly help in the communication and understanding within the organization. In case of miscommunication among the employees, the manager should be able to step in, identify the problem and communicate to the employees to a point the peace and understanding will prevail. This will bring about respect among the employees who are well-rounded professionals who work in various environments (Thiede, 2001). In the archives of Human Resource Management of Huawei, there is an article the apprehends multifaceted workforce in that, it is important to understand the value of your employees in an organization to enhance their supervision and motivation. There is also a possibility of a problem arising when a person whose specialization is from a different field is managing an organization. When a manager wants to show appreciation or to reward an employee, there are important principles to consider making the acknowledgement a success. Practicing and learning that factor that makes an individual comfortable and acceptable is always paramount to any multifaceted workforce. Otherwise, employees will leave the job and there will be no broad range to do business with appropriately when branching out to other diverse, well-rounded professionals who are exposed to different sectors (Sanchez 2008). Huawei makes sure that multiple professions have training sessions for all managers as an important factor for making sure that productivity and expansion of company’s resources improves greatly. The Huawei organization should always attend seminars that always focus on how to work in a multifaceted workforce, with this there will be an enormous number in turnovers within the company. Excellent communication is a paramount principle for any organization to operate successfully. Apparently, without effective communication within the organization failure is always unavoidable (Richard 2004). According to the analysis, common and main challenge that affects Huawei with multifaceted workforce is communication and language barrier between those who can speak and write English and those that can hardly understand English. Workers with inadequate English knowledge may be unaware of job – related information and important and crucial information about the organization. Unfortunately, Huawei may find it challenging to provide tutorial programs to the employees whose linguistics knowledge is insufficient. This will always depict the likelihood of great danger in the market sector since the employees’ performance and productivity will depreciate drastically. It is always challenging and perhaps frustrating for employees who cannot speak one language and come to an understanding to work effectively up to the required standards on various duties and projects. Body language can always result to unintended misinterpretation due to misunderstanding in a multifaceted workforce. Since Huawei has different types of professionals, it considers etiquette when carrying out interviews or giving instructions the respondents should always maintain eye contact to show that he or she is attentive. Though some managers will always do in a different manner in that the respondent should always divert his or her eyes to avoid contact claiming that is a sign of respect. These are different perspectives from the USA and Asia respectively. Huawei is an organization may want to consider strategies to facilitate the identification of various professions or departments that exist within a workforce and become knowledgeable and informed on factors that may affect communication. They could also include material about language barriers and differences into new employee orientation session (Mathis et al., 2003). Managers should avoid slang and jargon while addressing employees that do not speak in English. This means that managers should not always assume that all employees in an organization are comfortable with any language (Sanchez 2008). A research by Huawei indicates that the long-term results of organizations that have established programs to evaluate communication barriers involve higher cost savings and increased organization’s turnover. There has also been an increase in the employee’s morale and performance, boosted productivity, appropriate communication and effective teamwork within the organization. When treating the employees as individuals, there is a possibility that the reinforcement of different cultures across the organization happens. It is important to take advantage of opportunities to highlight what is important to the organization, this leads to a great performance in the industry. The different dimensions of specialization are a great success when appropriately implemented. This therefore indicates that Huawei should have different sets of specialization of employees who can handle any form of job that arises (Dessler & Gary 2000). The Huawei industry has effectively grown in various countries in the whole world since it provides modern technological gadgets. Even though there is a stiff completion in the world market, customers are still loyal to the Huawei industry due to their affordability and originality. This has therefore brought a positive impact in the competition by other firms. Samsung has since been striving to be at the same level with Huawei. Respect for each other within Huawei is ideal no matter the level of education of an employee. This brings about teamwork no matter the type of background one is coming from. With that, an organization facilitates both socially and economically. The rules and regulations of an organization should also adhere to the mission and vision of the organization (Mondy, 2005). Huawei may prefer strategies that facilitate cultural awareness and sensitivity that identifies various cultures that exist within a working force and then become knowledgeable and aware of the beliefs (Dessler & Gary 2000). They could include language barriers and solving of these barriers appropriately. During the orientation period, Huawei introduces employees to the organizations’ norms that will absolutely promote peace and unity in the organization. Shortages of the policies Huawei also experience various challenges in its undertakings. Even though there are specializations in almost each sector, things are always not on the smooth flow due to various up and downs in departments. Appropriate measures should always apply in order to do away with the problems (Noe & Raymond 2006). They include high maintenance costs, hacking and mismanagement of funds by top officials. Conclusion The above discussion has outlined the various reasons why a multifaceted workforce is necessary for a business to be effective and successful. This therefore means that some of the issues regarding diversity in professionalism should apply in order to make Huawei organization a success. Some of the reasons for having a multifaceted workforce include, opening up communication lines, reaching prominent world markets for sales, diversification and maintaining a favourable competition platform (Milkovich & George 2004). There should be teamwork among employees that will automatically improve the overall performance within organizations. Huawei also experience implications when dealing with various multifaceted backgrounds. With that, Huawei is aware that diversity is not just ethnic background. Diversity therefore includes language interpretation, religions, education levels, culture and different languages. Since diversity is just not an element of different ethical groups, the differences can greatly affect the organization. It is therefore ideal for managers and organizations come up with training and education tools for employees (Weinstock & Britt 2003). These improvements will create sensitivity and awareness to other employee differences. In some current research, studies clearly isolated a single explanation for the difference in effects of organizational size on multifaceted workforce. There is a significant correlation between the workforce size and satisfaction with pay. Opportunities for promotion and job security are no longer significant after the effect of beneficial factors elaborated in the organization. The relationships between workforce size and satisfaction may expose workers to physical environments that may be unhealthy to the workers. The value of experience gained by the well-rounded professionals improves provided one is dedicated to his or her work. This depicts a positive aspect in the Huawei organization. The outcome depicted by the young generation in the USA that use the Huawei gadgets greatly illustrated that the products are of required standards. This has significantly correlates with the levels of benefits and with satisfaction with payments and chances (DeCenzo et al, 2006). Diversity in professions is ideal for proper development and good performance of an organization. Recommendations Multi-faceted workforces that may create conflicts and various activities to prevent such limitations in Huawei include the following issues: Recruiting candidates – begins by recruiting team members of various business sectors. Gives the recruiters more knowledge on the areas they recruit for and perfectly understand the types of employees that will be successful (DeCenzo et al. 2006). This will therefore enhance selection of candidates who will take the organization to the next level that is, achieving some of its goals and objectives. Employee communications – Huawei is an organization that cannot rely on emails to communicate with to employees. There should be an implementation in that employees reach through the perfect communication vehicles. Emails are only appropriate for reaching a computer-based audience as opposed to field employees. Retaining employees – most employees receive rewards such as training, health covers and promotions offered by the company (Esperon 2005). Creative methods should adapt health programs for field employees. Healthy lifestyles should be a priority and more accessible to all working locations. Management of Huawei must adapt to these multifaceted differences and effectively learn how to resolve the conflicts between employees. In case these conflicts cannot be resolved then the company’s productivity is negatively affected. Factors that can create conflict are due to different education levels, different cultures, communication skills, skills level, social behaviour and lack of English literacy. The total cost for the operation was US $ 500 million through a period of four months. This was a high amount and strategies are in place at Huawei to avoid such expenditure rates. Managers can effectively learn about and identify various levels of professionalism within the Huawei organization. They should also learn communication techniques that will help in proper language translation and education reimbursement. Through appropriate learning and practical work, Huawei management can quickly and easily respond to arising conflicts and giving an appropriate solution. References Askegren, Pierce. Human Resource. New York: Ace Books, 2005. Cartby, D. Managing Diversity- Management and the Multi-Cultural Workforce New York: 2006. Copeland, L. Managing a multicultural workforce. California Job Journal. 2006. DeCenzo, David A, and Stephen P Robbins. Human Resource Management. New York: Wiley, 2006. Dessler, Gary. Human Resource Management. Upper Saddle River, NJ: Prentice Hall, 2000. Esperon, C. How to Create and Manage Diversity in the Workplace. Homewood, IL: Irwin, 2005. Esty K, Griffin R, and Schorr-Hirsh M. Workplace Diversity: A Managers Guide to Solving Problems and Turning Diversity into a Competitive Advantage. Avon, MA: Adams Media Corporation, 2005. Mathis, Robert L, and John Harold Jackson. Human Resource Management. Mason, Ohio: Thomson/South-western, 2003. Milkovich, George T et al. Human Resource Management. Homewood, IL: Irwin, 2004. Mondy, R. Wayne, Robert M Noe, and Mary Gowan. Human Resource Management. Upper Saddle River, N.J.: Pearson Prentice Hall, 2005. Noe, Raymond A. Human Resource Management. Boston, Mass.: McGraw-Hill, 2006. Richard D. Lakes. Globalizing Education for Work. Taylor & Francis, 2004. Sanchez, Rudolph Joseph, and Mary Bielenberg-Sanchez. Valley Technology Inc. Alexandria, VA: Society for Human Resource Management, 2008. Thiede B. Push for Greater Safety Stymied By Language Barriers, the Business Journal. 2001. Torrington, Derek, Laura Hall, and Derek Torrington. Human Resource Management. London: Prentice Hall Europe, 2008. Weinstock, Britt. Bridging Language and Culture Gaps in the Workplace. Ohio: 2003. Read More