Talent management at MNCs in ChinaWord文件下载.docx
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Talent management at MNCs in ChinaWord文件下载.docx
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culturaldistance"
onbusinessandhasfoundgreaterchallengeswherecompaniesoperateacrossregionsthatlackhistoricalandculturaloverlap,asistruewithNorthAmericanandEuropeancompaniesinChina.Successfulpracticesabroadmaynottransferwell:
Companiesthatleadinothermarkets,includingBestBuyandTheHomeDepot,haveflounderedinChinaduetoaninsufficientunderstandingofChineseconsumerhabitsandlocalconditions.
"
Culturaldistance"
hasinspiredsignificantchangesinthebusinesspracticesofmultinationalsinChinafrommarketingandproductdesigntogovernmentrelations.KFC,forexample,developedaPekingduck-flavoredsandwich,andMicrosoft'
sBillGatesmetwithPresidentHuJintaotodiscussrampantsoftwarepiracy.Beyondsimplefocusgroupsandmarketstudies,companiesrequireseniortalentwhocanunderstandthelocalneeds,runthebusinessaccordingly,andworkintandemwiththeheadquartersandbusinessunitsaroundtheglobe.
Althoughlowerlaborcostsarecommonlycitedasabenefitofstafflocalization,thisisoftentrueonlyforentry-andmid-levelroles.AtProcter&
Gamble,forexample,oneexecutiveindicatedthatalocalChinesehiretypicallyrepresentsonlyone-thirdthecostofanexpatriate.However,followingtheriseinaverageincomeandtheappreciationintheChinesecurrency,thisgaphasbeguntoclose.Withthecompetitionfortoplocaltalentintensifying,thebestChinesemanagersmayeventuallybecomejustasexpensiveastheirforeigncounterparts.
QualifiedTalent:
TheTop10%
Despiteacknowledgingtheclearneedtolocalize,multinationalsstruggletoachievethisduetoashortageofqualifiedlabor.McKinseyrecentlyreferredtothisas"
thesupplyparadox"
becauseitisdifficulttofindacceptablehiresdespitehavingsomanycollege-educatedapplicants.Recruitingisalsodifficultbecausesomefindthatthebeststudentsdonotalwaysmakethebestemployees.AsJohnHolden,formerpresidentoftheNationalCommitteeforUnitedStates-ChinaRelations,hasnoted,"
SomeMNCsprefernottohirerecentgraduatesfromtheeliteChineseuniversities,electingtogowithcandidatesfromsecond-tierandregionaluniversitieswhohavemorereal-lifeexperienceand,perhaps,ambition."
Thequalityofmanagementtalentisonapathofsignificantimprovement,whichcanbeattributedtobroadereducationalandemploymentopportunities.First,moreChinesearestudyingabroad:
In2010,thenumberofChinesestudentsabroadwasroughly200,000,includinga30%increaseover2009forthoseintheU.S.Second,managementeducationisbothimprovingandbecomingmorealignedwithestablishedpractices:
TheChinaEuropeInternationalBusinessSchoolrecentlylureditsnewdeanfromHarvardBusinessSchoolinanefforttoreformitsfaculty,fundraising,brandingandschoolculture.Similarly,PekingUniversity'
sGuanghuaSchoolincreasinglyusescoursematerialsfromLondonBusinessSchoolandHarvardBusinessSchool.Finally,withthegrowingpresenceofmultinationalsinChina,thepooloflocalmanagersfamiliarwithmultinationalpracticeshasexpanded.Asaresult,boththequantityandqualityofmanagementtalentinChinaareimproving.Yetdemandfortoptalentcontinuestooutpacesupplyforthreemainreasons.First,moreforeigncompaniesaredeepeningtheircommitmentto,andpresencein,theChinamarket.Second,multinationalsareseekingtoincreasetheproportionoflocalstaffintheirorganizations.AccordingtoBrianNewman,CFOofPepsiCoChina,"
wearenowalmostfullylocalized,withtheexceptionofafewC-suitepositions."
Third,takingadvantageoftherapidlygrowingChinesemarketoftenrequiresabreakneckpaceofexpansion,requiringmoremanagersofincreasinglyhighercaliber.
ChineseCompanies:
HeatinguptheTalentWar
Thecompetitionfortoptalentisnotsimplyabattlefoughtamongmultinationals.Bothstate-ownedandprivateChineseenterprisesaresnappingupagreatershareofthetoptalentpoolbymeansofcompellingofferings,oftenattheexpenseofmultinationals.Thelatter'
straditionaladvantagesinattractingtalent--prestigiousbrands,highercompensationandcareer-developmentopportunities--areeroding.AccordingtoasurveyofChinesejobseekersconductedin2010byManpower,thenumberofrespondentsidentifyingChineseprivatelyownedcompaniesastheirprimarychoiceisupby5%,withforeigncompaniesdown10%,comparedtofouryearsearlier.Primarydriversforthischangearebetterlong-termcareerdevelopmentopportunitiesandbettercompensation.AProcter&
Gambleexecutiveechoedthispoint,commentingthat"
compensationinChinaisverygood,withatriplingofone'
ssalarythreeyearsout.That'
snotincludinghousingallowance,companycarorinterest-freeloansyougetasyougetmoresenior.We'
renotbeingcheap,butwesimplycan'
tcompetewiththeridiculousstockoptionsChinesecompaniesofferwhentheywantanewmarketinghead."
Theabundanceofaggressivelocalventuresinaboomingmarket,coupledwithsubstantialcashfromretainedearningsandventurecapital,hastranslatedintoafiercelocalpoachingoftoptalent.Withtherightqualifications,amiddle-levelChinesemanageratamultinationalwouldlikelyfindhigherpayandincreasedresponsibilityatalocalcompany.Forexample,anassistantmanagerinalargecorporationmightbecomethegeneralmanagerofapubliclylistedcompanyorthejuniorpartnerataprivateequityfund,helpinggrowth-stagecompaniesruntheiroperations.AsRichardSprague,aBeijing-basedMicrosoftexecutive,commented,"
OuremployeesknowtheycangotoBaiduorothercompaniesandgetabigchairwithahundredpeopleunderthem."
Forprovenmanagers,thereisoftenagenerousselectionofalternativesdrivinghigherturnover.
TheattractivenessofoutsideopportunitiesisexacerbatedbythefrustrationsthatChineseemployeessometimesfeelwhileworkingforamultinational.GiventhattheyareoftenreportingtoforeignmanagersofregionalorglobalbusinessunitswhoarelessfamiliarwiththerapidchangesandbusinesspracticesintheChinesemarket,localemployeesfeelmuchoftheirtimeisspent"
translating"
forforeigners.Forexample,manymultinationalshavestringentinternalcontrolstopreventtheembezzlementandfraudthatcanbesignificantrisksinanemergingmarketlikeChina.Giftsforgovernmentofficialsandbusinesspartners--oftenlabeled"
kickbacks"
--havestrictguidelinesintermsofvalueandappropriateness,evenforimportantChineseholidays,whensuchpracticesarecommon.Asoneexpatriateexecutiveobserved,localsfeelthattheseregulations,setbyforeignleaders,are"
crampingtheirstyle,makingitimpossibletodotheirjobs."
Externalopportunitiescanbecomemoreenticingiflocalhiresfeellimitedbyoperationsthatareinefficientand/orinsensitivetolocalneeds.AnexecutiveeducationprogramdirectorataleadingChinesebusinessschoolframedthischallengeanotherway:
"
Thefundamentalissueistrust;
doestheheadquarterstrustyou?
Whenthelocalemployeesdon'
tseethat[trust],theywillleave.Theproblemwithmanymultinationalsisthatsystemstopromotelocalsarestilladhoc.Withoutaformalsupportsysteminplace,theprocessofidentifyingoneortwotopcandidatesayear,sendingthemabroadandhopingthattheycanbuildthenecessarytrustdoesn'
twork.
Thesystemsthatdoexistarestillimmature."
Asaresult,localemployeesmayattimesseeaglassceilingthatrestrictstheirpromotionopportunitieswithinamultinational.Alongwiththeincreasingcompetitionfortoplocaltalent,theseissuesoftrust,communication,workstyleandcareertrajectoryaremajorchallengesintryingtobuildastronglocalmanagementteam.
HurdlesforMultinationals:
China'
s'
CulturalDistance'
LanguageisacommonlycitedbarrierformultinationalsinChina.WithEnglishstillconsideredtheinternationallanguageofbusiness,multinationalsoftenfindChinesemanagersmustimprovetheirEnglishlanguageskillstobeabletofunctioneffectively--andexpressthemselvespersuasively--inanon-nativetongue.Whilemanyleadersexcelwiththesesoftskillsinafirstlanguage,itissignificantlymoredifficulttocarrythesameleadershippresenceinone'
ssecond,thirdorfourthlanguage,furtherdetractingfromtheconfidenceofcompanyheadsintheirmultinational'
shomecountry.Culturalnormsandworkstylesareequallyimportant.Chinesemanagerstendtooperatemorecomfortablyinclearlyhierarchicalstructures,asopposedtomoreopenandflattercollaborativeofficeenvironments.AsoneexecutivewithMicrosoftnoted,"
Chinesemanagersmighthavetroublemanagingupwardswithinmultinationalswhenneedingtochallengeauthority,e
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