Hr in China
RTRAINING AND DEVELOPMENT OF HR EMPLOYEES IN CHINA
Trisha Kanjirath, CAHRS Graduate Research Assistant
Introduction
Leveraging talent is a major focus area for all businesses, and this is no different for companies with major operations in China. Given the complexity of the new challenges and rapid expansion of markets that drive the global economy, it is absolutely imperative that HR professionals in China are equipped to support their company’s business strategy. The high demand for qualified and talented HR professionals means that companies are required to invest in employees through training and development programs, both to invest in employees’ skills and knowledge and manage their career aspirations. This paper discusses the methods that several multi-national companies in China are using to source, develop and retain HR professionals. Much of the research for this paper was obtained through interviews with individuals currently working in HR roles in China. These individuals represent eight CAHRS-sponsor companies, five of which compete in the manufacturing industry, two in the pharmaceutical industry and one in the technology industry. Seven of the eight companies are headquartered in the United States and rank in the Fortune 500; four are specifically in the Fortune 50. The remaining company ranks in the Fortune 100.
Developing A National Workforce
Under Mao Zedong’s regime, there existed a system of guaranteed lifetime employment in state enterprises. The Communist Party and government officials controlled all aspects of a Chinese worker’s life, in an arrangement often referred to as the Iron Rice Bowl. In addition, what should be produced and how it was to be produced was decided by the Government and communicated to industrial managers. The entire system meant that there was little scope for rewards or consequences for poor performance or little control over wages and benefits. Overall, there was no human resource management
Trisha Kanjirath, CAHRS Graduate Research Assistant
Introduction
Leveraging talent is a major focus area for all businesses, and this is no different for companies with major operations in China. Given the complexity of the new challenges and rapid expansion of markets that drive the global economy, it is absolutely imperative that HR professionals in China are equipped to support their company’s business strategy. The high demand for qualified and talented HR professionals means that companies are required to invest in employees through training and development programs, both to invest in employees’ skills and knowledge and manage their career aspirations. This paper discusses the methods that several multi-national companies in China are using to source, develop and retain HR professionals. Much of the research for this paper was obtained through interviews with individuals currently working in HR roles in China. These individuals represent eight CAHRS-sponsor companies, five of which compete in the manufacturing industry, two in the pharmaceutical industry and one in the technology industry. Seven of the eight companies are headquartered in the United States and rank in the Fortune 500; four are specifically in the Fortune 50. The remaining company ranks in the Fortune 100.
Developing A National Workforce
Under Mao Zedong’s regime, there existed a system of guaranteed lifetime employment in state enterprises. The Communist Party and government officials controlled all aspects of a Chinese worker’s life, in an arrangement often referred to as the Iron Rice Bowl. In addition, what should be produced and how it was to be produced was decided by the Government and communicated to industrial managers. The entire system meant that there was little scope for rewards or consequences for poor performance or little control over wages and benefits. Overall, there was no human resource management
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