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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
Known to all, there are over 6.3 million new college graduates in 2010. Plus unemployed graduates carried over from past years, the total graduates approach 9 million. Still, HR managers can’t find qualified candidates. At a gathering last year, a partner from a world-renowned searching firm talked to me about his problem. He found it difficult to acquire local professionals of international standards in some industries like banking, logistics, luxury, design, biotechnology and etc. Meanwhile, a VP of HR from a U.S based pharmaceutical company also expressed similar concerns happened to him when he was trying to set up a R&D talent database for his company.
Fettered by the pedantic and bureaucratic educational mechanism, occupational education has long been a bottleneck in this country. Graduates find the knowledge and skills they learn in schools are outdated after they start jobs. Due to economic reasons in the past years as well as policy restrictions, most Chinese people were unable to travel abroad, let alone the educational exposure in an international environment. In general, education has seriously lagged behind the economic growth. For the past years, big multinationals have been acting as the training centers unconsciously. Experienced professionals and managers previously working for those MNCs moved around and took their skill set to other companies and industries, whereas less local employees are able to access senior positions and have limited contacts of real international exposures and advanced technologies. To simply rely on talents from other MNCs does not work well to satisfy HR requests.
Furthermore, limits caused by public policies such as pensions, individual income tax, expensive housing cost, medical expense and ed
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