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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
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heless, MNCs still have enough dominant attractions to candidates. Don’t forget employees never select an employer only by salary. Employer branding, career development and corporate cultures are other factors to be prioritized. Various measures need be necessarily taken. Competitive package is out of question, however software like more humanistic workplace, flexible reward options, harmonious inter-personal relationships and wider career development opportunities can be more attractive. Similarly, besides proactive methods, other indemnifications like succession plan, KMS (Knowledge Management System) policies, and other types of legal measures (e.g. non-competition and intellectual property protection mechanisms) seem effective against risks after employees’ resignation.

3 Cultures: Unify or Consolidate?
How can we implement corporate culture and maintain core values in a fast-changing market?
In my previous M&A experiences, the most challenging task was to tackle with cultural issues across different nations. I was once asked to pilot a referral program in a manufacturing plant, but the result was not what we had expected. Network was exploited to build personal nepotism. At last, that program was cancelled. Many expatriates have the headache of cultural shocks. Culture is something hard to be described in several sentences. It's a combination of values, behaviors and living styles. While China is becoming more and more open to the whole world, cross-cultural conflicts are inevitable. Corporate culture is always the focus of those conflicts.
To understand a nation’s cultures is the essential to avoid unnecessary disputes and operational risks. Wonderful initial intention might be distort
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