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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
loyalty are interpreted differently by young generations. They may not be persuaded by title, money or your authority. Traditional measures could never work to arouse youngsters’ passion for work. Don’t expect they will be loyal to the company just because you post exalted missions on the wall. They may be faithful to their occupations instead of employers. To have them more engaged in the job, practical approaches could be to make the job and ourselves full of fun: to talk in their languages, to understand their hobbies, to watch their movies and play their games. Young generations will grow up and become experienced employees one day. They will eventually become our colleagues, peers or even supervisors. If we don’t hire them today, we can’t avoid doing that tomorrow. They may be probably more mature in the future, but they will definitely bring with them life-long characters as the Gen-X. That’s the destined and natural progress of the society’s development. We must adapt.
5 Globalization: Localize or to De-localize?
Trust matters
A few years ago, many MNCs encouraged localization movement. They believe that local managers understand the markets better and cost less. Recently an opposite voice encourages de-localization. One of the rationales comes from local managers’ basis of interests when they are asked to implement some sort of “global strategies”. In addition, top executives of some industries can’t acquire qualified local candidates for those appointments. Today, as more Chinese nationals are having chances to emigrate to other countries, or to have educations abroad, the definition of an expatriate or a local incumbent is becoming ambiguous. We
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