Local Talent Management Systems Help Governments Manage Their Workforce Governments are employing tools to help combat the growing numbers of baby boomer retirements and the challenge of attracting a new generation of employees into public service. And in the days when those applications came on paper, the city had no way to evaluate them all. So some candidates never got a glance — possibly including individuals with excellent qualifications. Today, job hunters apply for city jobs online, and an applications management system searches the entire pool for likely candidates.
Developing Local Talent for Future Leadership US-China on January 1, As more multinational corporations look to promote local hires to top posts in China, companies will have to step up their employee leadership development programs.
Even as the Chinese economy has slowed down in the last two years, foreign direct investment into China remains strong. Along with it, the demands for talented professionals in sales and marketing, human resources, research and development, and many others have increased as well.
To better balance cost, experience, and local market knowledge, MNCs are making strides to identify, train, and promote local talent to serve the China market.
To achieve this goal, companies have become more deliberate in their planning and more sophisticated and systematic in their approach to create learning and leadership development programs.
Companies that successfully combine leadership development programs with the delivery of professional progressions for top talent lift the performance of their employees, but also prevent top talent from going to work for the competition.
For MNCs to succeed in the competitive China market, learning and leadership development must be their top human resources priority. At the same time, the pendulum has swung towards local Chinese hires and away from western expats.
According to the Aon Hewitt expatriate compensation and benefits survey conducted inroughly 26 percent of MNCs in China replaced expats with local candidates.
Inthe number nearly doubled to roughly 46 percent, and another 14 percent of respondents had plans to replace expat employees with locals. Compared to the other candidates, expat hires still have advantages. In general, expats tend to have more experience and they are more familiar with corporate cultures and practices.
They can be especially effective in knowledge transfer and establishing and training new teams. But in addition to costing the company more due to relocation costs and richer benefit packages, expat employees are often perceived as lacking the in-depth understanding of Chinese market conditions, practices, and culture that can prohibit them from achieving desired results.
While the most senior-level positions at MNCs in China today are still predominantly expat assignees, mid-level management positions and below are primarily filled with local hires or ethnic Chinese returnees. At minimum, companies look for a proficient command of the Mandarin Chinese language and basic understanding of Chinese culture.
Ethnic Chinese professionals who have grown up or spent many years living in the west have their own particular challenges as well.
Perceived as the perfect candidates who possess both western know-how and the Chinese cultural touch, expectations for this group of candidates are very high.
In reality, most ethnic Chinese employees have challenges immersing or re-immersing themselves into the Chinese market after long periods living overseas. Facing these challenges, and in an effort to balance cost, performance, and local know-how, MNCs are making it a priority to find, develop, retain, and promote local Chinese talent.
This was followed by challenges such as increasing market share and product and service innovations. We want to have a strong local candidate pool that can fulfill senior-level positions. We need to establish our HR brand, including top notch training and leadership development programs, to attract and retain the talent we want.
In general, the gaps in talent exist as a biproduct of the frenzied speed at which China has been growing its economy and the short history of westernized business practices in the country.
These gaps become more visible and concerning as the candidates move from lower level positions to mid- to senior-level positions. Some of the current talent gaps that exist include: They are unfamiliar with the corporate cultures and western business practices that are essential for them to be effective leaders in a global company.
They also have a reputation for weaker critical thinking and strategic thinking skills. This has much to do with the education system in China where respect for authority and rote learning is emphasized.6 Comments On: Six Principles of Effective Global Talent Management kpk | January 19, These principles indeed reflect the additional responsibility that the business community could introspect while going for the best practices.
local government to enable the sector to identify, utilise and develop talented people. Succession management will support the development of individuals, while meeting the future skills requirements of the sector.
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Role of Talent Management on Organızatıon Performance in Companıes Lısted in organizations are competing against each other to acquire and retain talents in order to maintain their operations and continue to grow (Gardner, ).
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