HRM PG Theory and Concept Submission

HRM PG Theory and Concept Submission



Human resource management is a kind of management are aimed at people. In the organization, it mainly concerns about people themselves, the relationship between people, the relationship between people and work, the relationship between people and environment and the relationship between people and organization. And human resource management theory and practice need to rely on real case development. So, this article will discuss how HUAWEI should Attracting, Recruiting and Selecting the ‘Right Staff’ through 3 articles. The discussion section of this article will be divided into three parts, each of which will focus on the main points of each article which is including personal organization fit, employer brand, talent management and so on. Those human resources theory will use to relate Huawei company’s basic situation, and on this basis to put forward some suggestions on human resources management of Huawei company.


Resourcing and Talent Management

Recruitment is the main way for enterprises to acquire talents, and recruitment activities exist in almost any enterprise. The main goal of sourcing of staff is to find some good staff to support the operation of the enterprise, thereby reducing some unnecessary economic losses caused by the loss of employees. Another aspect, through a series of activities to sourcing of staff can enhance the image of the company. (Marchington, M. Wilkinson, A. Donnelly, R. and Kinghood, A. (2016) p199) Recruitment information is the first impression of the enterprise for the recruiter, and as the recruitment activities of the recruitment impression will be deepened or changed, these effects will determine whether the recruiter is willing to join the enterprise. In fact, the basic principle of recruitment is the two-way choice. The applicant is also choosing the company when he chose by the company. For an applicant, the recruitment of enterprises is the full display of corporate culture and management style, which is more intuitive and impressive than other promotional activities of the enterprise.


The role of human resource planning is indispensable to enterprises. The formulation of HRP requires enterprises to proceed from the strategic planning and the development goals of the enterprises. According to the changes in their internal and external environment, predict the future development of human resources needs, and to meet this need to Increase employees. ‘HRP have been applied in three areas: forecasts of future demand for labor, forecasts of internal supply, forecasts of external supply.'(Marchington, M. Wilkinson, A. Donnelly, R. and Kynighou, A. (2016) p199) For example, a human resource plan in a restaurant must consider its internal environment. This includes changes in turnover, employee turnover, and external factors to consider changes in the market, consumer tastes and preferences. On the other hand, the planner needs to consider whether to open branches or not and so on for future demand.


Talents are the first capital of an enterprise. the continuous progress of science and technology, the increasingly fierce market competition, enterprise demand for talent is also increasingly high, and market economy competition is finally reflected in the competition for talent. Whoever has a high-quality talent team will have the foundation for success. Therefore, it is imperative to strengthen talent management, which is the core of enterprise management innovation. In talent management, first, the company should dare to introduce excellent talents. If thecompany can meet the standards, the company should actively introduce talents, provide a fair platform, give managers full authority. (Marchington, M. Wilkinson, A. Donnelly, R. and Kynighou, A. (2016) p199) On the other hand, Enterprises should have a clear and fair reward and punishment system. China Huawei Technologies Limited has successfully transformed into one of the world’s largest information and communication technology (ICT) companies, partly because of its talent management. Huawei employs 45% of R&D staff, 31% of marketing, sales and technical services, and less than 8% of the actual production line staff. This shows that the importance of talent is the key to HUAWEI’s success.


The core of talent management is to ensure the right people, at the right time, engaged in the right, so as to ensure the implementation of the company strategy in the process of continuous supply of talent. According to human resources planning and talent management, this article will provide some suggestions for how contemporary organizations may improve their recruitment and selection processes to reflect the scarcity of talented employees (i.e. knowledge- based workers) and a more diverse and educated labor force.


  • The personnel system should be open and procedural. This allows all employees to identify the benefits of hard work and the consequences of not working hard.


  • Create a reasonable flow of talent, in the pay, job formation ladder distribution, to create more promotional opportunities for employees.


  • Rational use of motivation and salary is the most common form.


  • Recruitment and selection processes need to timely adjust accordingly with the adjustment of enterprise strategy.


Person-organization Fit and the War for Talent

Usually, a person has formed personal values, goals and has their needs for the organization before entering the organization. If these do not fit the organization, the organization will need to spend a lot of time and energy to make it change. However, if the individual and the organization are in harmony, the employee will soon integrate into the organization and will have a high sense of identity and attachment to the organization. ‘The congruence between internal state needs and organizational attributes drives the organizational-choice process. P-O fit occurs when an organization satisfies an individual’s needs, desires and preferences.’ (Ng & Burke 2005) Thus, the person-organization fit is very important for attracting potential talents in enterprises. When the value of the enterprise and employees are in line, it can not only make potential talents willing to join the enterprise, but also reduce the cost of personal training in the enterprise.


‘The congruence between applicants’ preferences, based on group identities, and the recruiting organization’s reputed employment policies is thus important in organizational attraction.’ (Ng & Burke 2005) Founded in 1987, Huawei is the one of world’s leading provider of ICT infrastructure and intelligent terminals. there are more than 180 thousand employees and its business in more than 170 countries and regions. How to manage 180 thousand employees is a big problem for any human resource management organization. Person-organization fit is a good tool to help HUAWEI pick the right employees. On the other hand, with the changing competitive environment, especially the impact of emerging companies, enterprises are facing continuous internal changes and frequent brain drain. how to attract, select and retain high-quality talent that has become the key to success or failure of enterprises. In such a bad environment both inside and outside, Person-organization fit can help HUAWEI pick more ‘fit’ staff.


How to use person-organization fit in actual recruitment? The first step is to provide true, comprehensive and concise information in recruitment information. Most of the recruitment information is often a brief introduction to the actual job content and job position. Based on the person-organization fit of employees and enterprises, enterprises should publish the content of recruitment information at the same time, including a brief introduction of corporate culture, the working environment of employees and other content. And then, according to their level of fit with the culture, leadership style and team atmosphere of the company, applier can learn more about the company and decide whether they want to apply for the company. Second, appropriate training for recruiters. It is necessary for enterprises to train recruiters to understand and express the core values of the enterprise so as to improve the fit between applies and enterprise.


Getting the Right People on the Bus

There is no doubt that the best employer brand will greatly enhance the attractiveness of enterprises to talents. At present, the “best employer” has become the vane of talent recruitment in the talent market. Employer brand will become a banner in the human resources market, attracting talented people to join. (Russell & Brannan 2016) Employer branding can also help organizations find people who meet organizational values and reduce the risk of adaptation between employers and employees. When an enterprise chooses an applicant, even if the applicant has met the requirements of the enterprise. However, the information on contact and communication is preliminary and superficial, and there are many factors that affect the suitability of both sides. Through an employer brand, the company can actively convey to potential candidates the omnidirectional information about values, corporate culture, employment relations and so on, which can attract more talents who agree with the corporate culture. It can also shield people with inconsistent values and reduce the risk of discomfort between the two sides.


In this paper, Russell and Brannan put forward the specific role of employer brand as a management tool under human resource management. Under their research, employer brand can enhance the overall competitive advantage of enterprises. which determines employees’job satisfaction, cultural identity and job responsibility in the enterprise. On the other hand, it can also enhance the attractiveness of enterprises to talents. Then help organizations find qualified personnel in the organization to reduce the employment risk of the two sides. Finally, it can reduce the cost of human resources. Employer brand building requires enterprises to invest a lot of manpower and financial resources, but this investment can also bring cost advantages to enterprises in other areas. The first is the reduction of recruitment cost. The direct effect of the promotion of talent attraction is the promotion of the number and quality of candidates, which greatly reduces the publicity and promotion costs of enterprises to attract enough candidates. (Russell & Brannan 2016)A well-known employer brand can make job seekers inclined to brand employers when they are choosing, even if the branded employer’s salary level is not very competitive.


Excellent “employer brand” will make it difficult for the organization’s key personnel to be poached by high salary, and it can also attract outstanding talent in the same industry, help the organization to form a unique competitive advantage. (Russell & Brannan 2016)In fact, HUAWEI is an Employer brand, so it needs to keep the advantage and build a more attraction company.



The competition among enterprises is also the competition of talents. How to attract, recruit, and select employees is one of the most important tasks of each enterprise human resources management department. Through the analysis of 3 cases, The following conclusions are drawn. Firstly, enterprises need to establish their own employer brand to attract talents. Then the theory of personal and organizational fit can be used in the actual recruitment activities. Recruitment is a two-way choice process. The matching of value between enterprises and applicants can select the right employees for the enterprises. Finally, human resource planning is the most important part of human resource management. Analyzing the internal and external environment, according to the enterprise’s demand for future employees, which is the basis of enterprise recruitment. However, the HR plan needs to match the strategy of the enterprise and adjust with the adjustment of strategy.


Huawei is a large multinational company with more than 180,000 employees, and itself is a well-known employer brand. Therefore, it should focus on the management of talents. For instance, how to reasonably allocate resources, attract talent, retain talent, ensure that the supply of talent can support the development of the company. And then, human resource planning is even more important. Fortunately, Huawei is doing a good job here. It not only has a good reward and penalty system but also every year, trainees are trained throughout the world as a talent pool.






Marchington, Mick.; Wilkinson, Adrian, 1963-; Marchington, Lorrie.; Chartered Institute of Personnel and Development. 2008, p.196-228


Ng, Eddy S.W.; Burke, Ronald J. The International Journal of Human Resource Management, 01 July 2005, Vol.16(7), p.1195-1210

Russell, Stephanie; Brannan, Matthew J. European Management Journal, April 2016, Vol.34(2), pp.114-124