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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
companied by the strategy changing, needs for a variety of talents are becoming more than demanding than ever. Compared with the past 30 years since 1978, when China’s reform and open-door policy was initially implemented, the talent demands and challenges in the coming years will be more complex.
We are not losing opportunities. We are just encountering new challenges.
Are we ready for the new round competition?
1 Demands for human resources: Labors or Talents?
China is losing its advantages in low-end labor-intensive business
In the past over 30 years of economic development, China relies mainly on export of resources and low labor cost. Two years ago in India, I met a consultant from Mercer and was told that India has over 40% population aged under 18, and will have approximately 55% of its population under 20 by 2015. The average age of Indian population is 26, while that of Chinese population is 33. India definitely is younger than China. Additionally, language is another issue. Unlike India, the Philippines or Malaysia, Mandarin is the only official language in China. Though most schools force students to pass CET (College English Test) before they are eligible for degrees, most students learn deaf-and-mute English. With vigorous, cheap and English-speaking labor resources, other Asian countries are exhibiting advantageous attractions to foreign investors. If manufacturing must survive as one of the China’s competitiveness, it has to seek for new value-added growing points. New policies are being created by Chinese government to support the economic restructuring in order to pursue new turning points for the nation’s development. But the crux is the insufficiency of human resources.
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