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HASA Newsletter 201501 |
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Humble Opinions about Paradox of Talent Management for MNCs in China
Date:2011-02-13Author:张臻 (Kevin Cheung)Category:Talent Management Source:HASA |
Keyword:Talent Management 人才管理 |
Details
ucation expense are becoming the barriers to talent development in China. A Chinese official report says only less than 1/3 of overseas Chinese students returned to China since 1978. A joke in Beijing says that most people living in downtown of Beijing have the economic capability to migrate to the U. S.. Emigration has been a critical issue in China’s talent problems. Educated elites move to other countries, taking away their brains and wealth, and leaving the talent vacuum for China. When we hire back those people from overseas, we have to pay them at expatriate level.
By 2008, China has 5,000 searching firms estimated, serving 43 million companies. Per a research by Harvard University, the ratio is 5:1,000 in developed countries. We are not only suffering from the gap between the transitions from labors to talents, but in lack of sourcing channels. For HR managers, talent pool does not simply mean to collect an inventory of resumes. Learning and career development for existing employees is absolutely a significant solution to feed the business demands, especially in talent deficit. After all, the ultimate objective of talent acquisition serves improving the workforce’s productivity.
2 Turnover and cost: normal or pessimistic?
How can we stop the high turnover and end the salary battle?
Most companies complain about the high employee turnover in China. An extreme example is that a plant may lose over 50% of its operators after Chinese New Year. Blue-collars might look for new jobs for 10% salary increment or more OT. China markets are not mature, and hence it's full of competition and allure. Salary is one of effective weapons in the battle, while the government's policy variance (e.g. pensions, soc
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