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The following article was published in our article directory on October 25, 2010.
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International Talent How to Face Chinese Enterprises

Article Category: Business

Author Name: Amanda xzh

The next 20 years will be the rapid rise of developing countries in global trade, consumer markets, distribution of energy and talent have significant and far-reaching impact of national manpower needs of enterprises in terms of quantity, quality and pace of development has reached an unprecedented level of talent increasingly fierce competition has become a global enterprise to face the most important issue.

Over the past 20 years, the Chinese enterprises to introduce international talent has made considerable progress, especially in the financial and high technology, innovation speed, highly competitive industry. These international talents of Chinese enterprises from ideas and practices with the international standards, the progressive realization of international played a very important role. For example, many Chinese companies listed overseas, and has a foreign education, experience, background and international business experience in international finance the role of senior management personnel are inseparable. The end of 2008 the national launch of the "thousand Plan" and the recent re-launch of the SAC 20 central enterprises and other executives of the open recruitment exercise, the greater is the importance of China to the international talent has risen to a new height.

However, many international talent in China has suffered a "acclimatized" issue. According to incomplete statistics, the international talent in the large state enterprises and private enterprises to enter after the "survival" chances down low, play an important role in the case is also rare, very good skills in dealing with international talent in the state-owned enterprise system, the complex relationships the existing system and mechanisms for technology and management innovation to adapt to the Chinese business environment, is not handy, and even state-owned enterprises in the international talent, and qualifications of employees to form two older factions distrust. International talent to not only difficult to play, and the execution of enterprises had a negative impact.

So, what is the reasons that Chinese enterprises in international talent in a "acclimatized" problem?

First, mechanisms and institutional aspects of the enterprise to state-owned enterprises, since the eating "iron rice bowl" of the bad habits and also deep-rooted tradition of seniority, performance management, state-owned enterprises often lack sufficient transparency. In recent years, although state-owned enterprises in the performance management has also done a lot of sense to try and made great progress, but not perfect, the key performance indicators are often not fully implemented to the individual, leading to assessment and incentive mechanism can not play a role. Meanwhile, the state-owned enterprises makes it difficult to complete the implementation of social responsibility out of the system, poor performance in some of the employees transferred from their posts at the same time have to solve their problem of rehousing. In addition, in decision-making mechanism, for the recruitment and use of international personnel, state-owned enterprises are often subject to more constraints, and because the decision-making processes are often need to go through layers of approval, the fierce international competition for talent in the market often so miss the opportunity.

Although private enterprises and speed decision-making, recruitment channels and incentive mechanism is more dominant than the state-owned enterprises, but in the management of international talent there are many problems. Short history of Chinese private enterprises, private enterprises tend to rely more on the success of the enterprise manager's personal charm and a high degree of execution, rather than institutionalized management, lack of scientific decision-making mechanisms and systems of risk aversion, which makes international talent and these CEOs have greater dialogue and the challenge of running.

Secondly, in the philosophy and culture, Chinese companies there is often "heavy assets, light management, light people" problems, while lack of talent are often open minds and tolerant. The global financial crisis, many Chinese enterprises have realized that this was "going out" a rare opportunity, but many companies still only have the "assets of hunters," the idea, but not really taken into full consideration to the establishment of an international management team, the overseas assets of the acquired business with the company's existing organic integration. The past, many Chinese enterprises in international business after the acquisition, only to find themselves in the business of lack of talent pool.

Third, a number of international human ability to adapt to the environment itself also needs to be improved. For example, some international talent not fully understand the domestic and foreign enterprises in the cultural differences, caused by acting too high-profile criticism, sometimes lack practical ideas on specific issues, the practice still exists in some of the problems mechanically.

Settlement of international talent in the Chinese enterprise "acclimatized" problems can not be accomplished overnight, but requires Chinese enterprises and international talent with the joint efforts of the long run.

From a business perspective, we must first fully affirmed the international talent to the company an important role in international development, and firmly take the international talent introduction and training of the road. Facts have proved that the introduction of international talent, the right choice to introduce the entry point and long-term efforts are an indispensable prerequisite for success, such as Germany and Japan, mostly from international companies to introduce independent directors to start, and then gradually extended to the introduction of international talent team CEO and the senior management team.

Second, Chinese enterprises should establish a "great importance to international talent" and "eclectic talent drop" culture and philosophy, specifically the importance of international talent is not limited importance of foreign origin or have experienced personnel abroad, but also attach importance to training the local origin but with an international mind, familiar with international operations, with an open mind to people and the talent market, the construction of the reserve talents to actively promote internal personnel system, professional training and international mobility, the development of international management talent.

Third, business executives and trust required in an open and inclusive attitude of mind, full of international talent to the space.

Fourth, Chinese enterprises must straighten out the personal relationship between the contribution and performance, drawing on advanced international experience, establish clear and transparent line with international standards of talent evaluation and incentive mechanism. This is the role of the individual contributions to large, fast flow of talent, highly competitive industries (such as financial services, etc.) are particularly important.

From the perspective of international talent, the international talent should actively adjust their mentality and their own position, to fully understand the cultural differences between domestic and foreign enterprises, from reality and more practical to treat and deal with problems.

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