MGT351

Semester: Spring’19

Topic: HRM of Huawei Technologies Bangladesh Ltd.

Course Instructor: Asma Azad Akhi (AAA1)

Lecturer,
Department of Management,
School of Business,
North South University

Name: ID:
Dipa Sultana 1530088630
Suraiya Afroz 1711838630
Fatema Tuz Zohra Epa 1811335630
Oais Al Fahad Khan 1712910630
 List Of Tasks Performed By Members

Name Task (1) Task (2) Task (3) Task (4) Task (5)
Dipa Sultana Training & Benefit Offered Interview/ Implication of Compiling
Development Gathering SHRM &
Information Performance
appraisal
Suraiya Recruitment Selection Process Interview/ Recommendations Conclusion

Afroz Gathering
Information

Fatema Tuz Methodology Culture of __ Background Of __

Zohra Epa Interpersonal The Company

Relationship/Team
Leadership

Md. Oais Al Introduction __ __ __ __

Fahad Khan
Executive Summary

We conducted a thorough analysis of the HR department of Huawei Technologies Bangladesh

Ltd. to see how they carry out the HRM functions. The main strength of Huawei is its advanced
interpersonal relationship that allows them to work in harmony and focus on company’s strategic
goal. The company’s recruitment process is considered to be efficient and effective. The
company follows 2 sources for the recruitment-Internal and External. The selection process
which takes approximately 2 weeks, involves panel interview consisting of open ended focus
group discussion and psychometric evaluation. The company holds 2 types of training and
development programs, internal and external. The employees are offered both Long-Term
benefits such as provident funds, insurance etc. and Short-term benefits such as bonuses,
incentives etc. As for the cultural aspects, the employees of Huawei share a very healthy
relationship, they work side by side disregard of their post in an open office where the aspect of
trust and openness is most entertained which create a friendly and communicative work
environment. Huawei only focuses on the compensations based on sales incentives only whereas
they can also introduce stock options, profit-sharing plans and introduce nonfinancial and
recognition awards in order to encourage the employees. Overall Huawei Technologies
Bangladesh Ltd’s department is quite commendable but a few changes would definitely make it
the best.
 Table of Contents

Introduction..........................................................................................................................................5
Company background.........................................................................................................................6
Methodology.........................................................................................................................................7
Primary Data:.................................................................................................................................................7
Secondary Data:.............................................................................................................................................7
Team Leadership.................................................................................................................................7
Current HR system of Huawei Technologies Bangladesh Ltd........................................................8
Recruitment:..................................................................................................................................................8
Selection Process:........................................................................................................................................10
Training and Development:..........................................................................................................................11
Benefit Offered:...........................................................................................................................................12
Implication of strategic human resource management..................................................................13
Performance Appraisal:................................................................................................................................13
Recommendation...............................................................................................................................13
Conclusion..........................................................................................................................................14
Bibliography........................................................................................................................................15
Introduction

Telecommunication has become one of the beaming industries in Bangladesh since the early
2000s. Following the industry the Mobile Phone industry of Bangladesh has also taken off. Both
domestic and international companies are taking advantage of the lucrative market of
Bangladesh. The latest obsession that has been taken advantage of is smartphones which support
basic mobile phone configurations starting from text messages, MMS, email, photography, short
range wireless communications to extreme configurations like high-tech gaming, internet
accessibility and application store. It is not just the domestic companies who are profiting over
this industry. Adding to that according to NBR, 96.50% of the imported mobile handsets come
from China. In the quarterly mobile phone tracker (2017) held by International Data Corporation
(IDC), “a total of 34. 2 million mobile phones were shipped in the country in 2017. The
smartphone market recorded a strong 20.6 percent annual growth rate.” (p, 1).
Moreover China is importing millions of mobile handsets worth billions of dollars throughout
the world every year. For that reason, we have chosen the newly transformed Huawei
Technologies Ltd. that has recently taken the center stage in the digitalized era of Bangladesh. In
a short period of time Huawei has become one of the leading mobile phone and gadget
companies that has come forth and made tremendous business in Bangladesh among domestic
competitors. In 2016 Huawei imported nearly 0.7 million handsets in Bangladesh worth BDT
511 crore (Local Brands Dominate, 2017).

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Company background

Huawei is an independent, privately-held company that provides information and communication

technology (ICT). With integrated solutions across four key domains – telecom networks, IT,
smart devices, and cloud services – It is committed to bringing digital to every person, home and
organization for a fully connected, intelligent world (huawei, 2019).
It was founded in 1987, in the southern Chinese city of Shenzhen, with about 21,000 RMB in
start-up capital. Since then, it has grown to become the world’s largest supplier of
telecommunications equipment and the second-largest manufacturer of smartphones.
Huawei's end-to-end portfolio of products, solutions and services are both competitive and
secure. Through open collaboration with ecosystem partners, they create lasting value for their
customers, working to empower people, enrich home life, and inspire innovation in organizations
of all shapes and sizes.
At Huawei, innovation focuses on customer needs. They invest heavily in basic research,
concentrating on technological breakthroughs that drive the world forward. They have more than
180,000 employees, and they operate in more than 170 countries and regions (huawei, 2019).
In 2018, its revenue was expected to be US$108.5 billion (huawei, 2019).
Huawei has been in business in Bangladesh for past 20 years starting from 1998 with 85 percent
of its local staffs Bangladeshi nationals. Huawei shares the vision of Digital Bangladesh in its
journey from 2G to 4G, Zhan Zhengjun, CEO, Huawei Technologies (Bangladesh) Limited, said
adding that “Number of smart devices has increased phenomenally during 2013 to 2017”
(unb.com.bd, 2019). Huawei is growing up together with the ICT Industry of Bangladesh and is
also concerned about corporate social responsibility through programs like-ICT Mobile Training
Bus, Seeds for the Future, relief campaigns, sports sponsorship and so on, the Huawei
Bangladesh CEO said. Based in Dhaka, Huawei Bangladesh has 7 offices, 14 Terminal Service
Centers and 350+ Smartphone Brand Shops in this country (unb.com.bd, 2019).

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Methodology

Primary Data:
We conducted an interview at Huawei head office situated at Bay’s Galleria, Gulshan, Dhaka
with their Senior HR Manager, Md. Fara Newas. He has made some of the parts of our report
based on the information we collected from this interview. Our main goal was to have a practical
knowledge about the company apart from the information we have collected through other
indirect sources. We have talked about their recruitment, selection process, training,
development and benefit plan.

Secondary Data:
We have made the rest of our report on the basis of the secondary data. Magazines, journals,
newspapers, articles, websites- these spheres helped us to gather mentionable information. These
are: Dhaka Tribune, The Daily Star, Prothom Alo, Huawei, UNB etc. We chose these secondary
sources to collect data because these are authentic sources along with concrete and appropriate
references. The data were organized well enough which grabbed our attention to a greater extent.

Team Leadership

“The heads must understand that a culture of leadership doesn’t start with a written document,
but by the behaviors they model every day” [ CITATION Bil16 \l 1033 ]. The leaders cannot simply
write down what they want, their culture is made up of the values they live daily. Following such
ideologies, employees in Huawei Technologies Bangladesh Ltd. maintain a rather liberal
hierarchy with an open office and different ranks sitting beside each other.
Team leadership plays a major part in a team’s success or failure. Leading a small operations
team may not compare with the challenges of leading a large complex organization like Huawei.
However it is worth viewing it in the context of leadership in general. Team leadership plays a
major part in a team’s success or failure. Leading a small operations team may not compare with
the challenges of leading a large complex organization. However it is worth viewing it in the

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context of leadership in general. After conducting the interview we got to know about the
criterias of team leadership at Huawei:

 Open office: Disregard of the employees post all the employees sit beside each other in
the office and carry out their duties. It portrays their trust towards each other and team
communication.
 Liberal hierarchy: They have sustained long-term growth through continuous
improvement of their corporate governance structure, organizations, processes, and
appraisal systems.
 Transparent working environment: Huawei encourages their employees to communicate
openly and honestly with their team members and cultivate a culture where information
can flow freely between people and teams. Transparency allows every individual at this
company to feel like they are a part of something bigger. It’s about building trust and
helping the team members to create work that is meaningful and makes a tangible
difference.
 Team effort: As Huawei is a Chinese Brand and China is a collectivistic nation, this
company also has a tendency to work as a whole.
 Trusted co-workers: Employees at Huawei have gained a lot of trusted co-workers by
effective communication and open office system.
 Open interpersonal relationship
 Group oriented effort, but individual creativity and leadership traites are encouraged as
they look for internal successor for crucial posts.

Current HR system of Huawei Technologies Bangladesh Ltd.

Recruitment:
Huawei Technologies Bangladesh Ltd. employs in a broad range of disciplines including
lawyers, engineers and professionals in the finance, marketing, customer service, sales, IT, and
Human resources field any many more.

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The company looks for employees from diverse academic and professional backgrounds. They
welcome candidates with previous professional experience or without any previous experiences
at all depending on their business scenario and company needs. Most important they look for
candidates who can demonstrate excellent work ethics, critical thinking competency, and
problem-solving skills as well as qualities such as ambition for personal impact, entrepreneurial
spirit, leadership ability, and team working ability.
Huawei Technologies Bangladesh Ltd. uses both internal and external method of recruitment
process to base on the type of post that needs to be filled.

Internal External

 Announcement of vacancy in the  They post job vacancies via internet.

company portal.
 Employees with connections to
suitable candidates provide the CV
and contact information in the portal.
 The applicants then go through the
screening and evaluation phase.
 In case for looking successors they
prioritize internal sources.
Announcements are made through
Bdjobs and Linked In.
 Job invitations are also sent through
LinkedIn to approachable candidates
with remarkable job backgrounds by
default programming.
 Interested candidates drop their CVs

In case of a crucial executive post Huawei either goes for successor planning or recruits via
internal source. The job description and specification is strictly made based on the company
needs and company strategy, market synchronization, competitors’ strategy and manpower
outline of 5 years. They create 4 by 4 matrix to identify these specifications on which the job
analysis is based on. The candidate choice for each recruitment process can be different from
other based on the company challenges. Whenever they believe that the challenge is execution
they focus on newly graduates and whenever it is about strategizing they focus on experienced
candidates for the betterment of the company and to fulfill strategic goals. However they always
keep a recruitment channel open solely for the newly graduates in order to provide them
internship opportunities and depending on their performance successor for permanent job posts

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get chosen. They also have a global recruitment program called ‘Sit for Future’ from where they
recruit employees with greater career objectives and remarkable performance.
Candidates who apply through internal source provide a CV and for external sources specific job
criteria are mentioned in the site by the company and the sites by default format provides suitable
and approachable candidates’ contact information. Short listing is also done by the respective job
sites like LinkedIn and Bdjobs using their default programming. In case of exclusive job posts
they short by their specific job specification for example job experience. Before making any job
appointment offer Huawei conducts a mandatory reference check but no medical examination
takes place. They mention the basic benefits in the employee contract but any generic benefit is
not mentioned in contract. For example if an employee gets transport or lunch privilages from
the company this will not be mentioned in the contract but basic salary, benefits such as bonus
and increment is mentioned in the contracts. Before going into the selection process candidates’
educational documents and earlier job experience letter get verified by company authorities.

Selection Process:

Focus group Selected candidates

Shortlisted candidates
are called for dicussion
session with department
heads, HR head and one
executive member.
discussion depending
on the job
requirements , judges
cognitive ability and
team work
are then sent for a
psychometric test for
further varification of
their aptitude, ability,
intelligence and
personality.

Negotiation of
Extending the
salary and other
Letter Of Joining
company policies.

Huawei does not sacrifice the performance in order to minimize cost. Before selecting any
candidate the HR Department communicates with other departments in order to know if they
need new employees or not. Departments provide the number of employees needed and the
requirements per department and based on the information HR Department shortlists the

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candidates. Later on the departments collaborate with HR Department and sit for preliminary
discussion with the candidates. Huawei prefers to organize sit in discussion, focus group
discussion instead of interviews to actually analyze the behavior and future performance of the
candidates. Huawei looks for employees who can easily adapt with the company culture and
strategic goals. Even though it is highly rare for Huawei to appoint an employee in a negligent
manner, they face the situation together instead of putting the blame on just HR manager because
during hiring an employee every manager from different departments are involved and contribute
to the selection process.
Huawei does not believe in structured interviews as they are generic and don’t necessarily
portray the reality of a candidate. Instead the department seniors, HR head and management
member sit for an open ended discussion with the candidates. However they have specific rating
parameters based on which they judge a candidate and his/her future performance.
Communication, technical Know-how, adaptability, team work, behavior, values and norms are
some of the parameters used to judge a candidate’s performance. These parameters are rated
from 1 to 5 and based on the rates a candidate advances to the next stage.

Training and Development:

Training is mainly the process of teaching new or current employees the basic skills they need to
perform their jobs. It is important because it increases the willingness to work as well as fosters
engagement. Huawei avoids discriminatory actions in all aspects of its human resource
management process, and that applies to selecting which employees to train. Huawei’s strategic
plans guide its training goals.
They identify which employee behaviours the firm will need to execute their annual game plan.
They conduct a competency mapping among the employees in alignment with their annual plan
and strategy. Based on their analysis, they work in the following manners:

 If the lack in competencies of the existing employees is identified to be met through

training. Huawei arranges training. Now, Huawei opts for two sources of training
depending on its technical aspect:
1. Internal Sources: Training conducted by existing skilled employees on the job.

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 2. External Sources: Training conducted by bringing in resources from outside Huawei
through lectures and programmed learning.
 If the gap between required competency and existing capability of the employees is
identified to not be met through training, Huawei goes for recruitment through vacancy
announcement.

Benefit Offered:
Generally, Huawei provides its employees with generic pay scheme. They determine their pay
scheme using following steps:

 By conducting market survey every 3 years.

 Identifying the deviation areas.
 Adjusting the deviation and finalizing the pay scheme.

Huawei offers its employees festival bonuses. The bonuses are related to individual’s salary.
Their policy for determining the amount or scale for bonus is:
Basic Salary of one month of an employee is equal to his/her bonus for one festival.
Employees, who are in their probationary period, do not receive festival bonuses. However,
apart from festival bonuses, Huawei provides its employees with medical allowance,
transportation allowance (if they do not use official transport), and house rent. The employees
are also provided with life insurance benefit, provident fund and gratuity as a part of their long
term benefit scheme. Exclusive employees such as foreign recruits receive additional benefits for
their adaptability to the culture. In addition to these, considering the employees lived up to the
standard performance, they receive a 10% increment of their basic salary at the end of every
year. Some long term and short term benefit provided by Huawei are summarized below:
Short Term
Long Term  Festival
 Life bonuses.
Insurance  Transport
. Facility.
 Provident  Medical
Fund. Allowance
 Gratuity.  Annual
Increment.
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Implication of strategic human resource management

Every year, HR management of Huawei makes a strategic work force plan depending on the
organizational goal. The plan requires holistic insight of the organization. Through this planning,
they match the organization’s capabilities with the demand of its environment. After identifying
the capabilities, they formulate HR policies and practices which in terms increase employee
competencies and behaviors that are required for Huawei to achieve its strategic aims.
Their succession planning is also a part of their SHRM. Every six months, Huawei takes in
interns from fresh graduates. They do not recruit any fresh graduates who will not have any
growth opportunity in the organization, because, if an employee has growth opportunity it will
eventually be beneficial for Huawei. Through their succession planning, they identify which
posts are to be filled through development and training and which vacancies need recruitment
drive. By these strategies, Huawei’s HR management produces desired workforce skills,
competencies and behavior.

Performance Appraisal:
Appraising performance is a process of evaluating the employee’s job performance and giving
feedback. Huawei regularly reviews the employee’s job performance and his or her overall
contribution to the company. Huawei uses some methods to appraise performance and these
are:

 Behaviorally Anchored Rating Scale

 Critical Incident Technique
 Management by Objective
 Paired Comparison Method

The main objective of their performance appraisals is to measure and improve the performance
of employees and increase their future potential and value to the company.

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Recommendation

From the presiding discussions of the report, we can realize that the policy makers within the
company should adopt effective measures in order to make good use of the opportunities and to
tackle the threats for ensuring a healthy development of the telecommunication and mobile
phone industry. The following actions are suggested:

 Huawei should conduct mandatory training for entry level employees to enhance their
competency and to prepare them as future successor. This training should take place
between 6 months interval and each employee must attend training once a year.
 Huawei should be more precise and constructive with their benefit plans. Rather than
providing different salaries to different employees who hold same post, Huawei should
follow a structured benefit plan for the employees holding the same post. Otherwise such
differences can get ruled out as a discriminatory action against employees.
 Regarding negligent hiring Huawei does not have a strong policy which puts the whole
company’s image at risk. Because a slight mistake by any person involved in recruitment
can result into hiring a person who has the ability to cause harm to a third party.

Conclusion
Since the introduction of Huawei in Bangladesh they have uphold their strategic goals and
moved forward in their interpersonal relationship by conducting efficient and effective
recruitment and selection. They have also developed and well compensated the employees in
order to maintain and improve their performance which ultimately boosted the company
performance too. Although there is place for improvement in the training & development and
benefit plan section and it would be wise to follow and take actions on the recommended points.

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Bibliography
Hogg, B. (2016, January 15). 5 Things All Great Leaders Do to Create a Culture of Leadership.
Retrieved from Customer Think: http://customerthink.com/5-things-all-great-leaders-do-to-
create-a-culture-of-leadership/
Huawei. (2019). Retrieved from Corporate Governance - About Huawei.:
https://www.huawei.com/en/about-huawei/corporate-governance/corporate-governance
[Accessed 11 Apr. 2019].
Huawei. (2019). Retrieved from Huawei Facts: https://www.huawei.com/en/facts#WhoWeAre
[Accessed 11 Apr. 2019].
Husain, I. (2017, July 23). Dhaka Tribune. Local Brands Dominate Smartphone Market .
International Data Corporation (IDC). (2018). Bangladesh Smartphone Market Continues Double-
Digit Growth in 2017. New Delhi: IDC.
unb.com.bd. (2019). Retrieved from Huawei's 20-yr presence in Bangladesh witnesses tech
transformation.: http://www.unb.com.bd/category/tech/huaweis-20-yr-presence-in-bangladesh-
witnesses-tech-transformation/3042

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