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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
ed and generate awful results in an inappropriate environment. Never try to alter a nation’s culture because that task can never succeed by any single company’s power. Especially in China, a nation with over 5,000 years’ history, it is very much difficult or even a mission impossible to change its people’s culture. But cultural consistency is the spirit of an organization to guarantee continuous growth and brand recognition of either product or service. The manager’s responsibility is to find out where the balance point lies and localize the strategies and tactics.
3.1 Core Values
Core values comprise the kernel of a culture, rendering various types of behaviors. Western culture is established on the basis of “spirit of contract”, while eastern culture strives for “humanity”. A very popular word in China now is “harmonious”, a word focusing on relationship, prevailing over all other things in the society. In this culture, observation of plans is an admirable virtue, but should be flexible to serve personal feels. Otherwise, it is often regarded as rigid and stubborn. People’s feels are highly prioritized in eastern nations including China, Japan, India, Korea, even some West-Asian countries. When I travelled to those countries, thorough and time-consuming conversations are necessary to establish personal relationship, because normal business meeting is just a superficial etiquette and never enough to achieve business deals.
Derived from the above principle, the doctrine of mean (unbiased, moderation) stands for respecting others and prudential, as well as an indicator of “cultivated”. That’s why Chinese incline to be euphemistic and humble.
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