The management of the local talents in China for MNEs
With China's accession to WTO, a large number of multinational companies enter into Chinese market. Many strong and powerful multinational corporations have made new strategies to increase investment in China, including expansion, mergers , brand enterprises, enhance the level of branches, develop technology, and so on. But finally, it depends on the talent to achieve these goals. However, Finding and keeping staff is the biggest challenge facing multinational enterprises in China today. MNEs in China face a complex HR challenge: companies are struggling to identify, hire, and retain key staff in an environment of explosive economic growth, escalating wages, and steep learning curves. Retaining employees is a particularly difficult problem when competitors are bidding up wages and sweetening benefits packages in an attempt to attract skilled professionals. So it’s necessary for multinational Corporations to carry out the Strategy of talent management. And a large amount of research is continuously being done on global talent management. Tarique and Schuler (2010) conducted a study on Framework of global talent management (GTM) in MNEs. They considered that the exogenous drivers are based on coercive isomorphism. These refer to forces or drivers external to the firm that are largely beyond management's control but can create challenges that can affect an organization's IHRM system. These exogenous drivers can include national culture, economic conditions, political system, legal environment, and workforce characteristics ,thus three major drivers emerged in this category: Globalization, Demographics, and the Demand–Supply Gap. And the endogenous drivers are based on mimetic isomorphism and refer to forces or drivers that are internal to the firm including competitive or strategic position, headquarters’ international orientation, organizational structure, and workforce capability, thus three major drivers emerged in this category: Regiocentroism, International Strategic Alliances, and Required Competencies. Farndalea et al. (2010) conducted a research on the role of the corporate human resource (HR) function in multinational corporations regarding global talent management (GTM).they found that From a CHR perspective, firms are facing a number of challenges in managing talent on a global basis with regard to the two key challenges: global competition, and new forms of international mobility. Having examined some of the key challenges and possible responses to managing talent on a global basis, they moved on to examine the related role of the CHR function. Looking in more detail at the implementation of corporate HRM policies throughout overseas subsidiaries, CHR can play a significant role in coordination and monitoring, such as Champions of processes ,Guardians of culture,Network leadership and intelligence ,Managers of internal receptivity. Schuler et al. (2011) explored several global talent challenges and propose the implications of these for firms and for the field of international human resource management. They believe that many of the most pressing global challenges facing global firms today are directly associated with several significant global talent challenges. These global talent challenges arise due to the ever-changing drivers and shapers in the environment. In particular, among the major drivers and shapers are: enhanced globalization, evolving demographics, the need for more competencies and motivation, and the growing shortage/surplus of needed competencies and motivation. For the HR profession, an immediate challenge is to continually assess and to understand the forces and shapers that create global talent challenges, develop systems that are tailored to address a particular firm's specific global talent challenges, and work in partnership with the senior management team ensure a close linkage between HR policies and practices...
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