What it does: Provides information and communication technology (ICT). Serve three main types of customers globally: Telecom operators that provide Internet, broadband, wireless, plus fixed and mobile phone services.
Mission: Committed to connecting all people, homes, and organizations that are still offline. We are also driving the adoption of broadband and ultra-fast broadband. In addition, we are infusing AI into connectivity so that our networks can adapt to the changing needs of people and connected things. Going forward, intelligent networks will need to adjust bandwidth and latency in real-time, so that they can deliver the consistent, user-centric experience that network customers expect.
Size and presence: Around 197,000 people in more than 170 countries.
Best known for: Huawei is an independent, privately-held company that provides information and communication technology (ICT). We serve three main types of customers globally: Telecom operators that provide Internet, broadband, wireless, plus fixed and mobile phone services.
The good bits: Teams are efficient and the company has a good workflow to follow.
The not so good bits: High pressure when the company is at peak season.
Huawei is a leading global provider of information and communications technology (ICT) infrastructure and smart devices. With integrated solutions across four key domains – telecom networks, IT, smart devices, and cloud services – we are committed to bringing digital to every person, home and organization for a fully connected, intelligent world.
As one of Huawei’s three business groups, Huawei Consumer BG is the leader of the all-scenario AI life. It covers smartphones, PC and tablets, wearables, mobile broadband devices, family devices and device cloud services. Huawei Consumer BG is dedicated to delivering the latest technologies to consumers and sharing the happiness of technological advances with more people around the world. Walk the walk and make dreams come true.
Strong leaders provide a sense of purpose to their people, and Ren Zhengfei is no exception. His first and foremost concern is the customer. Many companies adopt a customer-focused attitude, but how many of them truly live it? Huawei distinguishes itself from the competition in this regard. In a conversation, Ren Zhengfei mentioned repeatedly how in the early years of Huawei everyone in the company had to turn their eyes to the customers and their backs to the bosses. For example, several years ago an institutional investor delegation led by Stephen Roach, chief economist for Morgan Stanley, visited the Huawei’s headquarters in Shenzhen. Such visits were usually made by venture investors hoping to get a buy-in to Huawei. Ren Zhengfei asked Fei Min, his executive vice president of R&D, to entertain the delegation. Later, Roach said, in disappointment, “He was rejecting a team with $3 trillion.” The explanation by Ren Zhengfei was quite telling: he told us that he would meet any customer in person, no matter how small they were, but that Roach was not a customer.
Another example of this customer-first attitude comes from another early episode in their history that’s since become something of a company legend. In desert and rural areas in China, rats often gnawed the telecom wires, severing customers’ connections. The multinational telecom companies providing service at that time did not consider this to be their problem, but rather that of the customer. Huawei, in contrast, viewed the rat problem as one the company had the responsibility to solve. In doing so, they acquired extensive experience in developing sturdier equipment and materials – such as chew-proof wires — which helped them later on to gain several big business accounts in the Middle East, where similar problems stymied the multinational firms.
Since then, there have been other projects where Huawei experienced severe climate challenges, such as building the highest wireless communication base station in the world (6,500 meters high on Mount Everest) and building the first GSM network within the Arctic circle. These, too, have helped acquire useful knowledge. For example, when Huawei expanded their 3G market in Europe, they noticed that European carriers expected base stations to be more compact, easier to install, greener, and more energy efficient, while offering wider coverage. Based on these customer needs, Huawei became the first company to launch the concept of distributed base stations that enables radio access for large to small private networks. This innovation made it cheaper for carriers to deploy base stations, and was popular with European carriers.
The selection procedure of Huawei includes of a written test followed by a technical round of interview and lastly concluding with the HR interview round. There are around 60 questions which are to be completed in 75 minutes. The written test is divided into aptitude, verbal ability and technical section. Then aptitude section aims to measure the IQ level. Questions in the technical section are covering the topics on signals and systems, networks, basic communication, mobile communication, Fourier transforms and wireless communication. The verbal ability section measures the grammatical skills of the candidate.
Once the candidate clears the written exam, then he is preceded towards the technical interview round followed by a HR interview round. The technical round of interview covers questions from the topic Java, C, linked list, structures and unions, operating system, database, data structures, SDLC, types of testing, programs in C and you may be asked to write certain test cases.
Once you have successfully crossed the technical interview round, you are then taken forward to the HR round. The HR round is basically done to test the attitude of the candidate and gather information about the background of the candidate.
Being prepared is the key to clear any interview. For you to be able to clear the technical round successfully, you need to be thorough with the basics of your subject and the subjects related to the job you are applying for.
Huawei emphasizes that the only way to obtain opportunities is through hard work. For example, in the early years of the company, every new employee was given a blanket and a mattress. Many of them would work late into the night, then sleep in their offices, perhaps taking a catnap during lunch again the next day. As one Huawei employee said: “The pads were to us a representation of hard work in the old days and this idea has now been translated into the spirit of being dedicated to do the best in anything we do”.
Knowing that a dedicated and committed work force makes companies more competitive is not a too difficult concept to understand. The way to promote dedication and make it accepted by its employees – as it is the case in Huawei – is, however, a more difficult nut to crack. Huawei does it in part with the type of incentive performance system the company employs.
The employee-ownership arrangement not only helps Huawei attract and retain dedicated employees, but also allows the company to plan for the long term. Ren Zhengfei has also credited it with allowing them to stay close to their goals and long-term vision. For example, Huawei plans the development of the company by decade, whereas most of their competitors such as Ericsson and Motorola plan it by financial quarter or year. Being privately held has allowed Huawei to work on its 10-year plans, while its competitors struggle to follow near-term fluctuations of the capital market.
For example, Huawei has introduced the use of a rotating CEO system in which three deputy chairmen take turns acting as CEO for six months each. At the same, time Ren Zhengfei maintains his oversight role, acting as a mentor and coach for the acting CEO. This innovative management structure is inspired by a book on new leadership called Flight of the Buffalo (authors James Belasco and Ralph Stayer). While it will make the company less vulnerable if one chief fails or derails, it’s hard to imagine a publicly held company getting away with such an unusual plan.
The average Huawei Technologies salary ranges from approximately $108,911 per year for a RF Engineer to $248,981 per year for a Principal Engineer. The highest-paying job at Huawei Technologies is a Principal Engineer with a salary of $248,981 per year.
Huawei adheres to the principle of sustainable development, which is essential for protecting our world and creating a better future. Huawei prioritizes the protection of our world and its natural resources above all else.
Huawei conducts environment, health, and safety (EHS) self-assessments and internal audits in every store to ensure that they are environmentally-friendly and healthy places to visit.