A Report for a Subsidiary Company from Uk to China Associated with Recruitment and Selection Issues and Training and the Problems with Career Development

a report for a subsidiary company from UK to China associated with recruitment and selection issues and training and the problems with career development

By Mike 4930255

Abstract

It is widely accepted that China is a resource-rich, densely populated, developed in some areas (such as China's coastal areas) and is a potential developing country. On the other hand, human resource management in China has gradually been taken seriously, China's human resources management is rapidly developing and achieving success. However, given China's cultural background and historical factors, China's human resources management still has some problems. This report helps subsidiaries to enter the Chinese market by enumerating China's human resources management issues, such as recruitment and selection, training and staff development issues, by comparing China and the UK with different management methods to find suitable ways and recommendations for subsidiary company.

Context

Similar to most developing countries, although China has made significant achievements in human resource management, there is still a big gap between the developed countries. At the same time the Chinese and the West regardless of culture and the way things are divided. Therefore, we want to successfully enter the Chinese market we recommend the need to consider the following aspects:

1. Understand China's labor law and labor relations. Foreign companies often need to face rigorous procedures and changes in China's national policy. China's formal labor contracts must be Chinese; some professional institutions, such as foreign financial institutions and economic organizations, need to recruit staff through specialized human resources institutions; on the other hand, despite the strong laws and regulations in China, But corruption is still rampant.
2. To understand Chinese-style business etiquette and ethics. Another way is to try to understand the Chinese people's understanding of work and loyalty. China still has some people who insist on an old mindset of 'iron rice bowls', and they expect their jobs to provide long-term (or sustained retirement) to provide them with stable income and benefits. On the other hand, 'face' and 'relationship' can be said to be indispensable for Chinese employees, and they will try to maintain, participate and enhance their 'face' and other benefits that will bring them ' Relationship ", and they may convince you that this is 'the practice of China'. For loyalty, Chinese employees are more restrained, they will not directly tell their own ideas, they often have their own evaluation of the circle, compared to work they pay more attention to family and friends, but they are very hard at work.

3. How to manage and develop Chinese employees. How to maximize the use and effective development of staff is a human resource management issues. At the same time, due to the difference between China and the way things should be handled, some day-to-day management and corporate strategy need to make appropriate adjustments. Such as teamwork, need to consider differences in cultural differences, language differences and communication patterns. In addition, there are employee incentives, Western companies often rely on incentives from the concept of work, and these concepts may not work in China.

Recruitment and selection issues in China

1. Shortage of talent

Recruitment of talent is one of the important functions of human resources management, although China is the world's population, but the serious imbalance in talent is one of the most important problems in China's labor market.

A. High-quality personnel and personnel staff recruitment there is uncertainty, the rapid development of professionals in employment, especially some first-tier cities such as Beijing, Guangzhou, Shanghai and so on. The fierce competition among talented employees leads to high turnover rate of talented employees.

B. CV and credentials fraud.Some job seekers use 'false resume and certificate fraud, and some job seekers use' translation misunderstanding 'and' translation error 'to' upgrade 'their resume and certificate when they translate their resume and certificate. Talented staff of the rare.

C.Lacking calibration of title and salary.Chinese employees attach importance to 'face'. They tend to attach importance to the title of the job, they think the higher the title for them to bring more 'face' and reputation. In addition, how to do the job and pay commensurate with the enterprise is a problem. Low title and high pay will lead to unfairness within the enterprise, will cause staff dissatisfaction, improve staff turnover rate. Relatively high title and low pay in view of the current fierce competition for talent, often can not attract talented staff.

1. Staffing foreign operations issues

Staffing is acting on multinational companies to help and coordinate the control of their distant global operations. Its main problems Many multinational companies are difficult to combine the local market conditions with local and organizational capabilities combined with the internal management team. In addition, the right person in the right place, the key to the company's internal growth. In general, staffing can be divided into recruitment and selection. Recruitment is defined as a search and access to a sufficient number and quality of potential job seekers so that the organization can choose the most suitable person to fill its job needs. Selection is the process of collecting information for assessing and deciding who should be engaged in a particular job. (Dowling et al., 1994). The current three aspects of the recruitment and selection of multinational companies (staffing)

1. Staffing approach.

Almost all of the middle managers and most of the staff can be recruited from the local, international and domestic human resources management is not much difference, but the recruitment of senior management is not the case. (Paauwe and Dewe1995) A key question is whether companies are recruiting from the inside or recruiting core employees from the outside. (Scullion, 1994) Scullion proposed three possible 'international assignees' namely parent-country nationals (PCNs), host-country nationals (HCNs), third-national nationals (TCNs) (Scullion, 1994). For example, some European multinational companies will encourage foreign managers (PCNs) to work at headquarters to promote the company's internal international climate. On the other hand, some European multinational companies only use TCNs from highly developed countries. Therefore, how to properly configure the staff and maximize the effectiveness of the use of staff is the key to staffing.