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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
ial securities, work permit, housing funds and etc.) in different cities intensifies the dramatic influence.
HR cost is another topic worthy discussion. Some investors complain that the investing environment is becoming worse and an evidence raised is that the increasing HR cost. In some industries, local competitors have grown up and become more aggressive. They understand local cultures, policies, languages and game rules better. Additionally, relationship is another advantage owned by local competitors. In terms of HR perspective, local companies are able to pay even higher than MNCs do, taking the appreciation of CNY into consideration. Furthermore their corporate cultures are much familiar to local talents. While high mobility aggravates the cost and operational consecutiveness, it brings fresh mindset, knowledge and new experiences to the organization from outside. Local companies have been largely benefited from that trend. “More graduates’ first employment choice is Chinese state-owned companies.”, a 2010 Monster report says. Lately, senior managers prevented by “glass-ceiling” in MNCs jumped to local companies, where they are entitled to more power to make decisions which are at headquarters’ discretions in MNCs, plus some of them have alternatives to share the company’s profits, including stock options and other flexible remuneration schemes.
Every coin has two sides. We have to admit that C&B (compensation and benefits) had been increasing fast in the past a few years. But from a macro point of view, when the turnover rate and cost will be still mounting up, the buying power of Chinese population are being developed. That benefits both local companies and MNCs to further explore China markets. Nevert
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