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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
ey work for our Chinese business.”, says a country HR director from a Germany-based pharmaceutical multinational. As more young employees enter the workplace, working opportunities for older employees are being squeezed. Some positions require candidates only younger than 35 years, whereas other employers prefer seasoned candidates. Both of them hold very convincing arguments. But the paradox is: if we don’t hire young generations, whom can we hire?
The young Chinese are not like what their families expect. While internet permeates people's life, young people get to know more than their parents do. Employees aged less than 30 (born after 1980) have more independent personality. They are not submissive to authorities, they are innovative with full of eccentric ideas in mind and they are more money-worship. Just because they behave much differently from what previous generations do, they were labeled the Chinese “Beat Generation” by some sociologists a few years ago.
With more young graduates come to work from schools, the 90’s generation got noticed. Unlike their elder alumni, they never regard the job as an approach to make living. They aspire after jobs for fun. They use peculiar criteria to evaluate whether they would work for the boss: Is the boss interesting? They might invite their boss to Kara-okay or discuss with you about e-games. If you are not interested, they will soon feel frustrated. Some scholars advocate educating them to be more mature and behave like an “office gentleman” or “office lady”. On the contrary, others don’t consider that an issue. They claim the young generations are more innovative and easy-going, which represents the advancement of the society.
Motivation and
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