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Human Resources Insights
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| HASA Newsletter 201501 |
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Humble Opinions about Paradox of Talent Management for MNCs in China
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Date：2011-02-13Author：张臻 (Kevin Cheung)Category：Talent Management Source：HASA |
Keyword：Talent Management 人才管理 |
Details
’s opinion is not as important as the group’s objective. When I was accountable for merger & acquisition projects for the past a couple of years in APAC, agreement from every country general managers determines the final success of reengineering sensitive HR policies.
Some researches even believe that China is a society managed by “Elite”. A senior HR professional demonstrates that it is typical for an employee to “join the company and leave the manager”. Leadership here does not only mean PDCA, but to “mentor” as well. From a positive perspective, that type of team might generate high efficiency, while it’s also an obstacle to employee’s development. Leaders should be able to identify who are the most influential persons in the team. Sell your plan to them, and they will persuade their team members buy in.
In China today, young generations are becoming a vital new force in markets. They receive new mindsets and philosophies from internet or overseas education. Relatively, they think and act much more independently than the older generations. To manage a team with young people born after 1980s is never an easy job. Conflicts are very usual in communications regarding teamwork and managerial styles. More open and mutual conversations are preferred by young employees instead of autocratic decisions. From that point of view, the definition of leadership is assimilating globewise, though we still need more time.
When I worked for a famous Fortune 500 company many years ago, I questioned my boss, the Regional VP of HR, “what is our company’s culture?”. His answer was a shock to me, “Our corporate culture is no culture.” I understood what he meant after he explai
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