多年来，我见证过很多跨国公司在中国人力资源政策的转变，由最初完全聘用外籍员工到中国周边国家和地区的亚裔到现在普遍聘用本土人才，中间经历了一段漫长的路程。在选择高级人才管理行业并回国发展后，我在中国接触到了许多熟知行业能力又强的“国产”领导者，他们的成长给我留下非常深刻的印象。现在，大多数总监级别职位已由本土人才担任；但在全面负责企业营亏的高级管理层比如中国区或是某业务部门的总经理这类高端职位中本土人才仍然很少。
1996年我第一次回国，从那时至现在，本土人才已经取得了惊人的进步；但是一方面资深领导者敏锐地感觉到聘用、开发及留住本土高级人才将非常棘手；另一方面，许多没有留学背景缺乏海外工作经验的本土经理人也感到自己在跨国公司中的职业发展饱受挫折。
Over the years I have witnessed the transformation of multinational corporations’ China recruiting strategies. It came a long way, evolving from expatriates to third country nationals to locals. With my latest position with executive search industry in China, I was impressed with the professionals I came in contact with and the strong capabilities and sophistication of those “home-grown” business leaders and how far they have come. Currently, most director- level positions are staffed with local talent and few have even broken into executive ranks such as country manager and/or BU heads with P/L responsibilities.
While this is tremendous progress since my first China assignment in 1996, experienced business leaders are sensing “trouble” brewing in recruiting, developing and retaining top local talent in China. On the other hand, many of the indigenous grown (those w/o overseas education and work experience) managers are also feeling frustrated about the future growth of their careers within multinational corporations (MNCs).
中国人才缺口
许多人讨论过当前中国技术和非技术人才储备的短缺，特别是跨国公司中的管理人才缺口更大。人才缺口的重灾区多位于沿海经济开发区和许多制造业中心，北京、上海和深圳都处于人才供不应求的状态。
经济快速发展、人才市场热度不减，二者的联合作用，给许多公司增大压力因为他们要加倍努力才能将优秀员工留在岗位上努力工作。招聘工作中的挑战只是一个开端，发展之路上他们会遇到更多的困难，比如：了解专业人才的发展需求、提升他们的领导能力并且尽可能留住人才、延长他们在公司服务的年限。
为了更好地解决这种矛盾，我们需要深入了解问题的关键所在，它是人才供求双方都会遇到的难题。
Talent Shortage in China
Many have discussed the current shortage of both skilled and unskilled labor pools in China especially managerial talent among MNCs. Some of the hard hit regions are coastal economic and manufacture centers such as Beijing, Shanghai and Shenzhen where demand outstrip supply.
The combination of booming economy and hot job market means that companies are struggling to keep their best employees engaged and onboard. The hiring challenge is only the beginning, the more difficult problems to address include understanding those professional’s developing needs, refine their leadership skills and retain them for a period of time.
To properly address the issue, we need to dig into root of the problem as they reside at both “supply” and “demand” sides
本土人才面临的挑战
首先我们将“本土人才”定义为没有留学背景特别是更没有海外工作经验的人才。
与那些有海外工作经验的同事相比，我认为本土人才正面临着五大挑战
Challenges facing local talents
I would first like to define the term of “local talent” which means those professionals without overseas education and especially, work experience.
Compared with their colleagues who have overseas experience, I feel local talent are facing challenges in the following five categories:
1 传统文化遗留的影响
中国有许多本土成长的专业人才，他们缺乏主动向外方学习并改进自己工作方法的心态和意识。很多人既有优秀文凭又有英语等级证书，但工作中他们往往谨小慎微不能积极发挥主观能动性。同时个人主义和过度竞争的性格使他们很难自然结为合作伙伴；加之受多年的计划生育政策和举国教育体制影响，本土人才多缺乏团队意识、没有责任感、一味追求成功却缺乏承受挫折的勇气和能力；这些因素都使得本土人才在职业发展的道路上与积极参与、团队合作渐行渐远。
Culture Heritage
Many of China’s home grown professionals are lacking the mindset to adopt western working practices. Many of them, despite good paper qualifications and English-language skills, are often cautious about taking the initiative. At the same time, their individualism and competitive nature have made it harder for them to be natural team players. Adding to the situation is China’s one child policy and the country’s educational system. Both has also exacerbated the situation towards team work and taking initiatives.
2 管理实践与培训
那些业务根基扎实管理经历丰富的本土管理者能够正确理解“实战管理经验”(“hands-on” management) 的定义 ，认为管理着重强调的是将组织里不同级别的个体聚合为一个可靠的团队，时刻密切关注团队各方面的情况，以确保所有指令都得到正确执行；但与西方传统管理学观念不同之处在于, 他们不太重视合理架构的作用也不太懂得如何建立一个合理的架构。正因为这个原因， 许多欧美公司集团管理层， 特别是那些不太了解和没有中国“实战管理”经验的管理者们普遍认为中国式管理透明度不足。我曾碰到过类似企业中的一些朋友，他们担任各公司高管职位、在业务上非常成功，却因为企业管理中的这些矛盾最终离开自己的岗位。
Management Practice & Training
Those who have deep roots in China business understand the concept of “hands-on” management where stronger emphasis on putting together a trusted team (”eyes and ears”) at every level of the organization to ensure all directions are followed properly. This approach is different from those who had western business training, who believe in governing by both people and an effective organizational structure. The local China approach can be construed by people at the corporate level (those w/o deep understanding of the regional business environment) as lack of transparency. I have encountered several high level and highly successful executives who have been reassigned due to this issue.
3 全球视角
大多数的本土经理人倾向于培养自己在国内市场的战术技巧，比方政府关系管理，大多数政府关系的经理人们倾向于在执行策略上多下工夫，比如努力开发与政府官员的关系，关注上下级间监督及汇报政策上的变化。所有这些努力对于企业的日常运作都特别重要。但是，在中国努力建立政府关系，更多的努力应该是创造新机会而非狭隘的利用已有关系。这考验着本土经理人制定计划和开拓市场（而非执行）的创新能力，同时也要求本土经理人更积极的参与并促成企业制定全球政府关系战略。
Global Perspective
Most of the home grown managers tend to have strong tactical skills within the China market. Using government relations management as an example, most of the regional/country government relations managers tend to focus their efforts on executing strategies such as developing relationships with government officials, monitoring & reporting regulation changes, etc. All these effort are extremely important in supporting a company’s daily operation. However, China’s government relations efforts, for the most part, are calling for creating opportunities instead of merely take advantage of opportunities. This challenges local managers creative skills in planning, developing (instead of merely executing) programs. It also calls for local managers to actively participate and contribute to the corporation’s global government relations strategy planning process.
4 沟通方式与企业文化
英语是国内跨国公司的首选工作语言。尽管大多数的本土经理人英语很熟练，但和他们的外国同事相比，很多人仍有过重的口音。口语是否流利是否标准对本土经理人来说非常重要，口语上的弱势也是他们工作中的一大障碍：大型跨国企业中很多关键职位需要“管理上级”的能力、即对更高管理层的企业决策者产生实质影响的能力；而中国传统意识强调下级与上级的关系应该是服从更非挑战；加之来自不同文化背景的同事之间普遍缺乏增进感情的共同纽带；这些因素降低本土经理人在企业中的工作效率及得到晋升的机率。
Communication style and Cultural fit
English is the language of choice among multinationals doing business in China. While most of local Chinese managers are very fluent in the English language, a lot of them still have a fairly heavy accent as compared with their overseas colleagues. This is important and a major hurdle for local managers, as most of the key positions require abilities to “manage up”; that is, to influence decision makers at the higher corporate level as Chinese tradition of communicating with superiors emphasizes respect NOT influence and/or challenge. Adding to the factor of lack of common bond due differences in culture background, it makes home grown managers less effective within a corporate setting.
5 国际竞争
中国作为高速发展的经济体已经成为全球经济的中心。 很多跨国公司视中国为重要的战略市场并将中国当作下一代全球领导人的培养基地。这样一来，很多国内职位都可以吸引全球人才，客观上加重了本土人才的竞争压力；许多本土人才甚至来自周边国家和国家的 （3rd country Nationals）管理人才的压力，这些人普遍具有更强的行业及企业管理背景，但缺乏必要的市场知识和当地关系。
Global Competition
China is the fastest growing economy and has become the center of global commerce. Many multinational companies are viewing China as a strategic market and therefore, training ground for the next generation of global leaders. Under this condition, many China positions have attracted global talent which will add pressure to local talent. Many local Chinese talents are also felt pressure from 3rd country national executives which possess stronger industry and corporate background, but not necessarily market knowledge and local relationships.
跨国企业面临的挑战
Challenges facing MNCs
内资经济的发展
市场形势已经发生了改变，美国及欧盟的跨国企业已不再是国内的唯一雇主。随着内资经济持续成长，越来越多的高级本土人才更倾向于选择国有企业或知名内资企业而非进入国内的外资公司工作。很多因素造成现在这种局面，稳定和熟悉的工作环境、职业发展潜力共同推动了本土人才转变观念。
Rise of the domestic economy
Market has changed in a way that western based (U.S. & EU) MNCs are no longer the sole employer of choice in China. As the China’s domestic economy continues to grow, more and more top local talents are leaning towards choosing State Owned Companies (SOEs) and established domestic Chinese corporations over western based MNCs in China. Among many factors, stability, familiar environment and career growth potential have contributed to the major shift in their decisions.
持续发展问题
尽管国内一些跨国公司通过培训可以从最基本的职员中提拨管理人才，但这个过程相当耗时。此外，大多数跨国企业的组织发展和培训体系、流程在这些公司的地区业务中仍然处于初级阶段。甚至组织发展类人才本身就是国内的稀缺资源。激烈的竞争与人才资源的不足引起离职率攀升，这使情况更加恶化。人力资源咨询公司Hewitt的研究结果显示，国内的跨国企业正承受着每年10%至30%的高离职率。
Development and Retention issues
Although some companies in China do currently train and promote managers from entry-level positions, the process is time-consuming. Moreover, most of the organizational development (OD) and training system and process are still at infant stage among MNCs’ regional operations and OD talent itself is scarce in China. The problem is all the worse because of fierce competition and a limited supply of talent are resulting in high turnover rates. According to research conducted by the HR consulting firm Hewitt Associates, MNCs operating in China are experiencing annual turnover rate between 10% to 30%
招聘并留住高级人才的成本
企业为获得最好的员工而竞争，而使人才资源成本大幅上升。同样位于总监级别的职位，在国内工作的高层雇员可以要求得到和他们的美国同聊相当甚至更高的年薪。考虑到中美两国人均GDP差距本就很大，这种同职同薪的现状实在令人吃惊。站在持续发展的角度考虑问题，薪资是对员工和候选人起到激励作用的重多因素之一，应该考虑到的其他关键领域还有：
Cost of recruiting and retaining top talents
As companies compete for the best workers, pay and benefits are soaring. A Chinese director level position commands the same even higher annual cash compensation comparing their counterparts overseas in the US. It is remarkable considering the per capita GDP differences between the two countries. On the development and retention side, compensation is only one of the motivating factors for both employees and candidates. Other key areas of consideration are:
工作内容与职责
职业道路的发展与培训机会
个人与所处团队、团队领导间的“化学作用”
公司名声、规模与优势
工作条件与工作环境
Job content & responsibilities
Career path development and training opportunities
Chemistry with his/her managers & team
Company’s reputation, size and strength
Work place condition & environment
发展有利于激励并留住优秀员工的企业文化，不仅是对人力资源经理人更是对企业决策层管理者的知识与领导能力的重要挑战。
The key Challenge in developing a company culture of motivating and retaining high performing employees reside not only on the knowledge and leadership from HR managers, rather, P/L leadership within the organization.
给跨国企业的建议
Recommendations for MNCs
中国已经成为很多跨国企业的战略市场。具有长远眼光的企业都该把招聘、发展并留住高级人才当做头等大事对待。以下建议供跨国企业参考：
China has become strategic market for many multinational organizations. Those organizations with a long-term vision for the market should put recruiting, developing and retaining top talent as their top priority. Some of the recommendations are as follow:
为高级管理职位的本土人才提供明确职的业发展道路
使员工从感情上更喜欢公司，进而培养他们为公司工作的自豪感
建立优秀员工职位轮流培训的机制
经常在所有级别的员工中进行“理想工资”的市场调研
建立并维持统一与透明的职位评估和工资结构
建立有挑战性的工作环境和特殊项目机会来提高员工的工作热情和成就感
Provide clear career path for local talents to senior management positions
Develop corporate pride by creating emotional attachment for the work place
Provide rotational programs for high performing employees
Conduct frequent market survey on fair compensation for all levels of positions
Develop and maintain a consistent, transparent performance evaluation and compensations structure
Create challenging work environment and unique project opportunities to provoke job excitement and satisfaction.
最后，在中国的跨国企业应该主动向以往的消极思维模式 （不懂中国文化和无法以因地制宜的激励本土人才）挑战。
In the end, MNCs operating in china should challenge the negative paradigm perceived that “companies do not understand the Chinese culture, so they do not try to “entice” local talents to stay, be more productive, etc., by using rewards that are important to the locals.”
