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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 |
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ned to me. The company had been reengineered and acquired quite a few other companies all over the world. They were acquired because of their success in their fields, which had also proved their culture worked well. The head office would rather focus more on performance and financial status than unifying each subsidiary’s cultures.
Earlier last year, at a lunch meeting with a very experienced consultant from a U.S strategic consulting firm, I was asked culture issues in MNCs. Culture is not a product, there is no a “good” culture or a “bad” culture. To change a culture is costly. In a fast-changing nation, to unify corporate culture in a MNC means we have to cope with accidental changes taking place from time to time. That could be more than expensive. But we have to be aware that culture does not only serve internal management within the organization, but it’s a symbol of the whole company, representing our products and service. How can we ensure the core values of the whole group remain consistent, while we can still operate locally? Are we still going to unify our corporate cultures or we are trying to create a combination of different cultures? That could remain a controversial question.
4 Gen-X: Change or to Adapt?
Are we ready to work with the new generations?
Young generations will soon be the successors of our business in the upcoming future. They may think and act in quite different ways as we think unusual and incredible. In fasting growing environments like China, a generation might be chronologized by less than 5 years. No matter we like or not, we have to work with young generations every day. “There are more than 80% of our employees aged less than 30 and th
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