The document discusses the major human resource challenges faced by European small and medium enterprises doing business in China. It covers challenges in areas such as understanding Chinese business culture, recruiting and retaining qualified employees, managing Chinese workers, and navigating China's legal system for hiring and employment practices. High turnover rates among Chinese employees and a shortage of qualified talent are also addressed as significant issues for European companies operating in China.
Youth Entrepreneurship: Opportunities and Challenges in Indiaiosrjce
This paper focuses and provides an insight into the current scenario of today’s engineering
graduates; the careers opted by various engineering students, either jobs or higher education. The role of these
young and dynamic students with potential in entrepreneurship is been focused and given a broader aspect.
Attention is also given on the current challenges that are faced by the young entrepreneurs and what
opportunities lay for them in entrepreneurship. Some suggestions on possible roles of government, educational
and financial institutes are also listed. Along with this, a case study on Aspiring Young Entrepreneurs is
discussed where undergraduate students of Walchand College of Engineering, Sangli mutually endeavor to gain
entrepreneurial skills collectively.
IN THIS SUMMARY
Over the past few years, China has transformed itself into a powerful, consumer-oriented culture, and many Western companies have flocked to China to take advantage of this new marketplace. However, entrepreneurs from the United States and Western countries often fail to realize that transacting business in China is a far cry from making deals at home. Ted Plafker, a Beijing correspondent for The Economist, leverages his extensive experience in Chinese culture and entrepreneurship to offer a primer for newcomers who are planning to expand their business into China. According to his book, Doing Business in China, “As many foreign companies have already proven, success in China is possible, but only for those with the patience, persistence, and resources to see it through.”
SUBSCRIBE TODAY
http://www.bizsum.com/summaries/doing-business-china
This document provides information about getting a job in China. It discusses the basic requirements, including having proficient English, professional skills in one's field of work, and some Chinese language ability. It also outlines the visa and tax processes for foreigners working in China. Common types of companies that hire foreigners are multinational firms and growing small-to-medium enterprises. Popular career areas include marketing, finance, IT, and legal services. The document also notes important aspects of living and working in China as a foreigner.
As one of the world’s largest economies, China holds the promise of huge market potential and revenue opportunities for businesses worldwide. However, detailed planning is
critical for success in China.
China has a population of over 1.3 billion people and a land area of over 9.5 million square kilometers. It has a diverse geography that ranges from tropical in the south to subarctic in the north. China has a developing market economy and is currently the world's second largest economy. Some of China's major industries include power, manufacturing, and automobiles. China's work culture varies regionally but is characterized by emphasis on relationships and respect for hierarchy and seniority. Meetings and business meals are important for building connections.
Successful young entrepreneurial innovators have achieved something akin to rockstar status. They grace magazine covers and keynote global conferences, inspiring burgeoning
start-ups and Fortune 50 companies alike.
Collectively, young entrepreneurs are innovative by nature and their thinking is an important source of growth and job creation across the world. Today, with digital tools in hand, leaders are better positioned to expand their businesses across borders, seize niche opportunities and shape the global economic future.
Yet, most of today’s young entrepreneurs want more than status and a global corporate footprint. Their ideas of success arise from powerful social, political and economic convictions.
To find out what really makes young innovators tick, The Economist Intelligence Unit, sponsored by FedEx, surveyed more than 500 of these young entrepreneurs around the globe about their motivations, ideals and priorities. Our survey respondents were between 25 and 50 years of age and all founders, owners or partners of firms with fewer than 500 employees. They are living in North America, Europe, Middle
East, India and Africa, Asia-Pacific, and Latin America. We surveyed them on matters of globalization, technology and social values.
We then compared their views with a similar survey of the general public in the same regions. Side by side, these surveys enabled us to differentiate the outlooks of today’s young and innovative entrepreneurs.
Our surveys identified four key mindsets that guide young entrepreneurs: leading with passion; thinking globally; embracing social responsibility; and banking on connectivity. This report explores the similarities and divergences of today’s young entrepreneurs and the general public. It seeks insights into the elements of the business environment that matter most to entrepreneurs, as well as their views on a variety of issues including free trade and social responsibility.
Major problems faced in benefits management include:
1. Maintaining competitive advantage in a global economic climate.
2. Guiding organizational culture and direction to promote innovation and productivity.
3. Effective communication and management of conflicting communication styles within the organization.
4. Strategic planning and organizing employees and resources to achieve organizational goals.
The document discusses entrepreneurial ability among graduates in Kosovo. It finds that while Kosovo has many graduates, most start small businesses continuing family businesses rather than innovative ventures. Female and minority graduates face additional challenges of tradition, prejudice and financing. The document recommends improving entrepreneurship education, providing targeted assistance to female and minority-owned businesses, and combating corruption to help graduates develop entrepreneurial skills and start more businesses.
Youth Entrepreneurship: Opportunities and Challenges in Indiaiosrjce
This paper focuses and provides an insight into the current scenario of today’s engineering
graduates; the careers opted by various engineering students, either jobs or higher education. The role of these
young and dynamic students with potential in entrepreneurship is been focused and given a broader aspect.
Attention is also given on the current challenges that are faced by the young entrepreneurs and what
opportunities lay for them in entrepreneurship. Some suggestions on possible roles of government, educational
and financial institutes are also listed. Along with this, a case study on Aspiring Young Entrepreneurs is
discussed where undergraduate students of Walchand College of Engineering, Sangli mutually endeavor to gain
entrepreneurial skills collectively.
IN THIS SUMMARY
Over the past few years, China has transformed itself into a powerful, consumer-oriented culture, and many Western companies have flocked to China to take advantage of this new marketplace. However, entrepreneurs from the United States and Western countries often fail to realize that transacting business in China is a far cry from making deals at home. Ted Plafker, a Beijing correspondent for The Economist, leverages his extensive experience in Chinese culture and entrepreneurship to offer a primer for newcomers who are planning to expand their business into China. According to his book, Doing Business in China, “As many foreign companies have already proven, success in China is possible, but only for those with the patience, persistence, and resources to see it through.”
SUBSCRIBE TODAY
http://www.bizsum.com/summaries/doing-business-china
This document provides information about getting a job in China. It discusses the basic requirements, including having proficient English, professional skills in one's field of work, and some Chinese language ability. It also outlines the visa and tax processes for foreigners working in China. Common types of companies that hire foreigners are multinational firms and growing small-to-medium enterprises. Popular career areas include marketing, finance, IT, and legal services. The document also notes important aspects of living and working in China as a foreigner.
As one of the world’s largest economies, China holds the promise of huge market potential and revenue opportunities for businesses worldwide. However, detailed planning is
critical for success in China.
China has a population of over 1.3 billion people and a land area of over 9.5 million square kilometers. It has a diverse geography that ranges from tropical in the south to subarctic in the north. China has a developing market economy and is currently the world's second largest economy. Some of China's major industries include power, manufacturing, and automobiles. China's work culture varies regionally but is characterized by emphasis on relationships and respect for hierarchy and seniority. Meetings and business meals are important for building connections.
Successful young entrepreneurial innovators have achieved something akin to rockstar status. They grace magazine covers and keynote global conferences, inspiring burgeoning
start-ups and Fortune 50 companies alike.
Collectively, young entrepreneurs are innovative by nature and their thinking is an important source of growth and job creation across the world. Today, with digital tools in hand, leaders are better positioned to expand their businesses across borders, seize niche opportunities and shape the global economic future.
Yet, most of today’s young entrepreneurs want more than status and a global corporate footprint. Their ideas of success arise from powerful social, political and economic convictions.
To find out what really makes young innovators tick, The Economist Intelligence Unit, sponsored by FedEx, surveyed more than 500 of these young entrepreneurs around the globe about their motivations, ideals and priorities. Our survey respondents were between 25 and 50 years of age and all founders, owners or partners of firms with fewer than 500 employees. They are living in North America, Europe, Middle
East, India and Africa, Asia-Pacific, and Latin America. We surveyed them on matters of globalization, technology and social values.
We then compared their views with a similar survey of the general public in the same regions. Side by side, these surveys enabled us to differentiate the outlooks of today’s young and innovative entrepreneurs.
Our surveys identified four key mindsets that guide young entrepreneurs: leading with passion; thinking globally; embracing social responsibility; and banking on connectivity. This report explores the similarities and divergences of today’s young entrepreneurs and the general public. It seeks insights into the elements of the business environment that matter most to entrepreneurs, as well as their views on a variety of issues including free trade and social responsibility.
Major problems faced in benefits management include:
1. Maintaining competitive advantage in a global economic climate.
2. Guiding organizational culture and direction to promote innovation and productivity.
3. Effective communication and management of conflicting communication styles within the organization.
4. Strategic planning and organizing employees and resources to achieve organizational goals.
The document discusses entrepreneurial ability among graduates in Kosovo. It finds that while Kosovo has many graduates, most start small businesses continuing family businesses rather than innovative ventures. Female and minority graduates face additional challenges of tradition, prejudice and financing. The document recommends improving entrepreneurship education, providing targeted assistance to female and minority-owned businesses, and combating corruption to help graduates develop entrepreneurial skills and start more businesses.
Entrepreneurial Intention of Undergraduates in Sri Lanka with References to S...IRJET Journal
The document summarizes a study that examined the entrepreneurial intentions of undergraduates in Sri Lanka. It analyzed how fear of failure, network availability, entrepreneurial experience, and family support impact entrepreneurial intention. The study distributed surveys to 400 undergraduates across four universities. It found statistically significant positive correlations between network availability, experience, and family support with entrepreneurial intention. Fear of failure had a statistically significant negative correlation. Regression analysis also found fear of failure, network availability, and family support had statistically significant impacts on undergraduate entrepreneurial intention in Sri Lanka.
Brain drain refers to the emigration of skilled professionals from developing countries to developed countries. This occurs because developing countries cannot match the higher wages and better opportunities available abroad. While migration benefits individual migrants and their new host countries, it negatively impacts the development of source countries. Specifically, brain drain results in a shortage of skilled workers like doctors, engineers and teachers needed for local industries, infrastructure projects and healthcare systems. It also increases national training and replacement costs as skilled migrants must be replaced. If not addressed, brain drain will hollow out developing countries and impair their economic growth by continuously depleting their human capital resources.
This document appears to be a presentation on doing business in China that covers:
1) An introduction and agenda for the presentation.
2) Profiles of the three speakers - Tom Racicot of Computershare, Suzanne Callister of TMF Group, and Elizabeth Miner of Thermo Fisher Scientific.
3) Overviews of foreign direct investment, investment vehicles, and compliance requirements for doing business in China.
The document discusses the issue of brain drain in India and whether it is favorable or unfavorable. It provides arguments on both sides of the debate. On one hand, brain drain allows talented individuals to pursue opportunities abroad where they have more freedom and support to develop their skills. However, it also represents a loss for India as it deprives the country of knowledgeable and educated individuals it needs for development. While individuals benefit, it has negative impacts for India's economy and society. The document considers possible solutions like making India more attractive to retain talent through tax breaks and reducing barriers for new businesses.
This document provides an overview of top careers in the Philippines. It discusses careers like overseas Filipino workers, business owners, call center agents, actuaries, geologists, teachers, and entrepreneurs. It provides details on the typical job responsibilities, educational requirements, and median salaries for certain high-paying careers like call center representatives, computer programmers, geologists, and statisticians. The sources of this career and salary information are identified as the Bureau of Labor and Employment Statistics and the National Economic Development Authority.
This document discusses recruitment, including its definition, aims, and relationship to selection. It describes environmental factors that influence recruitment like the economic, social, technological, political, and legal environments. Alternatives to recruitment like overtime, subcontracting, temporary employees, and employee leasing are also examined. The document provides details on performing a situational audit for recruitment and evaluating alternative recruitment sources.
This document discusses informal investors (also known as business angels) who provide capital to startup businesses. It compares informal investors in Hong Kong and Shenzhen. Informal investors in Hong Kong tend to be less educated and invest smaller amounts than those in Shenzhen, who are generally university-educated and wealthier. Most informal investors in both areas have full-time jobs and invest in consumer-oriented industries. The document provides suggestions to increase informal investment, such as improving legal protections and encouraging investment in new industries.
Developing Entrepreneurship Culture Chalanges for Developing CountriesBharat Chalise
This document discusses the development of entrepreneurship culture in developing countries using Nepal as an example. It notes that while per capita incomes have risen in developing countries, much of Nepal's growth has come from remittances and not start-ups due to a lack of motivation for entrepreneurship. The document identifies challenges such as political instability, bureaucracy, lack of infrastructure and education that discourage entrepreneurship in developing economies. It recommends that governments provide training, capital access, security, e-governance and market information to foster entrepreneurship development.
A business approach to expanding employment opportunities redfAndy Soper
The document discusses social enterprises and their role in providing employment opportunities for people facing barriers to work. It defines social enterprises as businesses that leverage a business approach to address a social mission of hiring and training people with barriers. The document summarizes research finding that social enterprises significantly improve employment outcomes and reduce societal costs. It outlines models for how businesses can partner with social enterprises and nonprofits to employ more people with barriers. Finally, it discusses growing the impact of social enterprises to employ tens or hundreds of thousands more.
This document discusses family-owned businesses in Indonesia and the importance of good corporate governance practices. Some key points:
- 95% of companies in Indonesia are family-owned and they significantly contribute to the economy. However, family businesses often lack transparency, clear roles, and succession planning.
- Good corporate governance (GCG) principles like transparency, accountability, and fairness can help address these issues. GCG requires setting structures for management, recruitment based on merit rather than family ties, and succession plans.
- While family ownership is prominent, businesses must be run professionally through proper governance. With good management practices, family businesses can thrive for generations.
Fostering a Startup and Innovation EcosystemTechstars
We are on a mission to make the world a more innovative and prosperous place, one community at a time.
We believe that entrepreneurs are critical to driving a strong global economy and a better world. We do our part by supporting the grassroots leaders who are at the core of every strong entrepreneurial community
Why is it essential for workforce development and economic development to joi...Colleen LaRose
Why is is essential for workforce development and economic development to join forces in each region? Because they need a coordinated strategy for job creation!
The document provides an overview of labor export from Vietnam in the context of international economic integration. It discusses the benefits of labor export, including job creation, improved living standards, and increased foreign exchange earnings. However, it also notes risks such as weak legal protections, low education levels among Vietnamese workers, and potential exploitation by foreign companies. Opportunities for labor export include traditional markets in East Asia, but Vietnam also faces challenges in improving workers' skills to better compete globally and maintaining market share as conditions change.
This paper sets out to raise the visibility and awareness of the components involved in labor export to the basic characteristics of labor export in Vietnam. There are benefits and risks regarding the labor export. It helps to solve the problem of high unemployment rates and enhances the national balance of payment.
Remittances make up a large source of foreign funds in Vietnam. Gender equality is also promoted by labour export, because many women have become migrant workers. However, the “brain drain” is still the foremost concern. Protection of migrant workers’ rights also draws great attention. The great reliance on the global market makes the country vulnerable to external shocks.
This document outlines the various problems faced by entrepreneurs during production, research, and externally. It discusses infrastructure problems relating to location, power, water, transportation and irregular supply of raw materials. Financial problems include a lack of capital, working capital, and long-term funds. Production problems involve inappropriate product mix, poor quality control, and high costs. Research challenges differ based on the level of the corporation.
Good Jobs First - understanding how tax incentives are used to create jobsColleen LaRose
What are tax incentives? How are they used to create jobs? How are they sometimes misused? All of this and more in this webinar!v See the full webinar by going to www.nereta.org and then click on the training page to purchase the webinar!
THIS FULL WEBINAR CAN BE VIEWED FOR FREE BY COMPLETING A BRIEF SURVEY@ bit.ly/neretasurvey1
Once the survey time period expires, the webinar may be purchased for $79.50 at www.nereta.org.
"From WIRED to What's Next: The Post Recession Partnership for Skills-Driven Economic Development” (presented by Richard Seline, architect of the DOL-ETA WIRED grants initiative)
How did the WIRED grants come to be? What impact did they make? Were there any long standing changes due to their implementation? How can we learn from the WIRED grants...and what is the next logical step? Richard Seline, architect of the WIRED grants initiatives presents this third installment of the North East Regional Employment and Training's "National Jobs Crisis Brainstorming Sessions" to discuss how we can learn from WIRED’s sparked regionalism model – and the collaborations still critical today between economic and workforce development.
This presentation and participant engagement covers:
Why and How WIRED Was Organized to Spark Collaboration
The Immediate Lessons Learned During WIRED
The Lasting Impact from WIRED and Similar Initiatives
What’s Next in the Post Recession Economy Challenging Workforce, Regionalism, and Collaboration
Tools and Techniques for Assessing Current, Emerging Skills and Talent Demand
And finally, an Update on WIA Reform and the Ready to Work Grant Opportunity
And, as a special treat, Dan DeMaio Newton, formerly from Monster.com and Houghton Mifflin Harcourt joins in to engage in a robust dialogue with Richard to discuss lessons learned and strategies going forward.
This document discusses soft skills and their importance in the corporate world. It begins by defining soft skills as non-technical, interpersonal skills including communication, attitude, and social graces. These determine effectiveness as a leader, listener, and conflict mediator. The document then discusses that while India produces many technical graduates, there is a gap between their skills and industry demands, as soft skills are often lacking. Soft skills are important for careers requiring interaction with others, and are best learned through practice rather than books alone.
The future of the workforce is being driven by technology. The impact of technology, responses of the workforce to technology and needed responses by government to these changes in the workforce are discussed in this presentation. This presentation was given to the International Economic Development Leadership Summiit on January 29th, 2013 as part of a panel on "The Evolving Nature of Today's Workforce"
This document discusses winning the war for talent in China's mining industry. It summarizes that demand for talent in mining will remain strong as major companies staff new projects and developing world companies seek world-class talent. The recruitment process is changing with talent risk now a high-level issue and a focus on retaining employees. It outlines Swann's global recruitment channels and candidate pipeline model to help clients fulfill future talent needs.
HG Total Rem Post Survey Presentation - EN- Handout Version AJoe Chu
This document discusses trends in the global and Chinese economies and labor markets, and their implications for human resources. It summarizes salary increase forecasts and differentials for China and other regions. Key points include: global salary increases are forecast to average 5.2% in 2014, down from 5.5% last year; China's salary growth is projected at 8.6% with wide variations across sectors and cities; pay differentials between senior and entry-level roles vary significantly between countries, being highest in Hong Kong and India. The changing economic, talent and technology landscapes are transforming the role of HR in China.
Entrepreneurial Intention of Undergraduates in Sri Lanka with References to S...IRJET Journal
The document summarizes a study that examined the entrepreneurial intentions of undergraduates in Sri Lanka. It analyzed how fear of failure, network availability, entrepreneurial experience, and family support impact entrepreneurial intention. The study distributed surveys to 400 undergraduates across four universities. It found statistically significant positive correlations between network availability, experience, and family support with entrepreneurial intention. Fear of failure had a statistically significant negative correlation. Regression analysis also found fear of failure, network availability, and family support had statistically significant impacts on undergraduate entrepreneurial intention in Sri Lanka.
Brain drain refers to the emigration of skilled professionals from developing countries to developed countries. This occurs because developing countries cannot match the higher wages and better opportunities available abroad. While migration benefits individual migrants and their new host countries, it negatively impacts the development of source countries. Specifically, brain drain results in a shortage of skilled workers like doctors, engineers and teachers needed for local industries, infrastructure projects and healthcare systems. It also increases national training and replacement costs as skilled migrants must be replaced. If not addressed, brain drain will hollow out developing countries and impair their economic growth by continuously depleting their human capital resources.
This document appears to be a presentation on doing business in China that covers:
1) An introduction and agenda for the presentation.
2) Profiles of the three speakers - Tom Racicot of Computershare, Suzanne Callister of TMF Group, and Elizabeth Miner of Thermo Fisher Scientific.
3) Overviews of foreign direct investment, investment vehicles, and compliance requirements for doing business in China.
The document discusses the issue of brain drain in India and whether it is favorable or unfavorable. It provides arguments on both sides of the debate. On one hand, brain drain allows talented individuals to pursue opportunities abroad where they have more freedom and support to develop their skills. However, it also represents a loss for India as it deprives the country of knowledgeable and educated individuals it needs for development. While individuals benefit, it has negative impacts for India's economy and society. The document considers possible solutions like making India more attractive to retain talent through tax breaks and reducing barriers for new businesses.
This document provides an overview of top careers in the Philippines. It discusses careers like overseas Filipino workers, business owners, call center agents, actuaries, geologists, teachers, and entrepreneurs. It provides details on the typical job responsibilities, educational requirements, and median salaries for certain high-paying careers like call center representatives, computer programmers, geologists, and statisticians. The sources of this career and salary information are identified as the Bureau of Labor and Employment Statistics and the National Economic Development Authority.
This document discusses recruitment, including its definition, aims, and relationship to selection. It describes environmental factors that influence recruitment like the economic, social, technological, political, and legal environments. Alternatives to recruitment like overtime, subcontracting, temporary employees, and employee leasing are also examined. The document provides details on performing a situational audit for recruitment and evaluating alternative recruitment sources.
This document discusses informal investors (also known as business angels) who provide capital to startup businesses. It compares informal investors in Hong Kong and Shenzhen. Informal investors in Hong Kong tend to be less educated and invest smaller amounts than those in Shenzhen, who are generally university-educated and wealthier. Most informal investors in both areas have full-time jobs and invest in consumer-oriented industries. The document provides suggestions to increase informal investment, such as improving legal protections and encouraging investment in new industries.
Developing Entrepreneurship Culture Chalanges for Developing CountriesBharat Chalise
This document discusses the development of entrepreneurship culture in developing countries using Nepal as an example. It notes that while per capita incomes have risen in developing countries, much of Nepal's growth has come from remittances and not start-ups due to a lack of motivation for entrepreneurship. The document identifies challenges such as political instability, bureaucracy, lack of infrastructure and education that discourage entrepreneurship in developing economies. It recommends that governments provide training, capital access, security, e-governance and market information to foster entrepreneurship development.
A business approach to expanding employment opportunities redfAndy Soper
The document discusses social enterprises and their role in providing employment opportunities for people facing barriers to work. It defines social enterprises as businesses that leverage a business approach to address a social mission of hiring and training people with barriers. The document summarizes research finding that social enterprises significantly improve employment outcomes and reduce societal costs. It outlines models for how businesses can partner with social enterprises and nonprofits to employ more people with barriers. Finally, it discusses growing the impact of social enterprises to employ tens or hundreds of thousands more.
This document discusses family-owned businesses in Indonesia and the importance of good corporate governance practices. Some key points:
- 95% of companies in Indonesia are family-owned and they significantly contribute to the economy. However, family businesses often lack transparency, clear roles, and succession planning.
- Good corporate governance (GCG) principles like transparency, accountability, and fairness can help address these issues. GCG requires setting structures for management, recruitment based on merit rather than family ties, and succession plans.
- While family ownership is prominent, businesses must be run professionally through proper governance. With good management practices, family businesses can thrive for generations.
Fostering a Startup and Innovation EcosystemTechstars
We are on a mission to make the world a more innovative and prosperous place, one community at a time.
We believe that entrepreneurs are critical to driving a strong global economy and a better world. We do our part by supporting the grassroots leaders who are at the core of every strong entrepreneurial community
Why is it essential for workforce development and economic development to joi...Colleen LaRose
Why is is essential for workforce development and economic development to join forces in each region? Because they need a coordinated strategy for job creation!
The document provides an overview of labor export from Vietnam in the context of international economic integration. It discusses the benefits of labor export, including job creation, improved living standards, and increased foreign exchange earnings. However, it also notes risks such as weak legal protections, low education levels among Vietnamese workers, and potential exploitation by foreign companies. Opportunities for labor export include traditional markets in East Asia, but Vietnam also faces challenges in improving workers' skills to better compete globally and maintaining market share as conditions change.
This paper sets out to raise the visibility and awareness of the components involved in labor export to the basic characteristics of labor export in Vietnam. There are benefits and risks regarding the labor export. It helps to solve the problem of high unemployment rates and enhances the national balance of payment.
Remittances make up a large source of foreign funds in Vietnam. Gender equality is also promoted by labour export, because many women have become migrant workers. However, the “brain drain” is still the foremost concern. Protection of migrant workers’ rights also draws great attention. The great reliance on the global market makes the country vulnerable to external shocks.
This document outlines the various problems faced by entrepreneurs during production, research, and externally. It discusses infrastructure problems relating to location, power, water, transportation and irregular supply of raw materials. Financial problems include a lack of capital, working capital, and long-term funds. Production problems involve inappropriate product mix, poor quality control, and high costs. Research challenges differ based on the level of the corporation.
Good Jobs First - understanding how tax incentives are used to create jobsColleen LaRose
What are tax incentives? How are they used to create jobs? How are they sometimes misused? All of this and more in this webinar!v See the full webinar by going to www.nereta.org and then click on the training page to purchase the webinar!
THIS FULL WEBINAR CAN BE VIEWED FOR FREE BY COMPLETING A BRIEF SURVEY@ bit.ly/neretasurvey1
Once the survey time period expires, the webinar may be purchased for $79.50 at www.nereta.org.
"From WIRED to What's Next: The Post Recession Partnership for Skills-Driven Economic Development” (presented by Richard Seline, architect of the DOL-ETA WIRED grants initiative)
How did the WIRED grants come to be? What impact did they make? Were there any long standing changes due to their implementation? How can we learn from the WIRED grants...and what is the next logical step? Richard Seline, architect of the WIRED grants initiatives presents this third installment of the North East Regional Employment and Training's "National Jobs Crisis Brainstorming Sessions" to discuss how we can learn from WIRED’s sparked regionalism model – and the collaborations still critical today between economic and workforce development.
This presentation and participant engagement covers:
Why and How WIRED Was Organized to Spark Collaboration
The Immediate Lessons Learned During WIRED
The Lasting Impact from WIRED and Similar Initiatives
What’s Next in the Post Recession Economy Challenging Workforce, Regionalism, and Collaboration
Tools and Techniques for Assessing Current, Emerging Skills and Talent Demand
And finally, an Update on WIA Reform and the Ready to Work Grant Opportunity
And, as a special treat, Dan DeMaio Newton, formerly from Monster.com and Houghton Mifflin Harcourt joins in to engage in a robust dialogue with Richard to discuss lessons learned and strategies going forward.
This document discusses soft skills and their importance in the corporate world. It begins by defining soft skills as non-technical, interpersonal skills including communication, attitude, and social graces. These determine effectiveness as a leader, listener, and conflict mediator. The document then discusses that while India produces many technical graduates, there is a gap between their skills and industry demands, as soft skills are often lacking. Soft skills are important for careers requiring interaction with others, and are best learned through practice rather than books alone.
The future of the workforce is being driven by technology. The impact of technology, responses of the workforce to technology and needed responses by government to these changes in the workforce are discussed in this presentation. This presentation was given to the International Economic Development Leadership Summiit on January 29th, 2013 as part of a panel on "The Evolving Nature of Today's Workforce"
This document discusses winning the war for talent in China's mining industry. It summarizes that demand for talent in mining will remain strong as major companies staff new projects and developing world companies seek world-class talent. The recruitment process is changing with talent risk now a high-level issue and a focus on retaining employees. It outlines Swann's global recruitment channels and candidate pipeline model to help clients fulfill future talent needs.
HG Total Rem Post Survey Presentation - EN- Handout Version AJoe Chu
This document discusses trends in the global and Chinese economies and labor markets, and their implications for human resources. It summarizes salary increase forecasts and differentials for China and other regions. Key points include: global salary increases are forecast to average 5.2% in 2014, down from 5.5% last year; China's salary growth is projected at 8.6% with wide variations across sectors and cities; pay differentials between senior and entry-level roles vary significantly between countries, being highest in Hong Kong and India. The changing economic, talent and technology landscapes are transforming the role of HR in China.
O documento discute a instalação e configuração do sistema operacional GNU/Linux Ubuntu Desktop, apresentando seu professor Robson Vaamonde e detalhando tópicos como introdução ao GNU/Linux, hardware, sistema operacional, história do Linux, distribuições Linux e características gerais.
Excerpted slides from talks given by Mark Giorgini as part of Lingnan (University) College at Zhongshan University in Guangzhou, China, as part of an annual lecture series to local business leaders
HR in China, and the Impact of Intercultural Factors - information about China, a comparison between China and the US, and intercultural factors to be aware of when interacting and conducting business with people of different backgrounds and cultures
The document discusses several challenges for managing human resources in China. It notes that strict adherence to hierarchy and lack of attention to detail are sometimes issues, though creativity and work ethic are improving. Younger generations are more open to new management styles. Retaining skilled staff is difficult due to rising career expectations. Compliance with China's labor laws, which regulate work hours, contracts, benefits and taxes, is also a challenge for foreign companies. Adapting company culture to the local context is important for success in China.
HR - Expats challenges in China, pre-departure training, pre-departure training measurement, Performance Management Issues
Kirk Patrick evaluation process
Asia and China HR Practices and the Impact of Intercultural Factorswalterpschwab
The document discusses Chinese and Asian HR practices and how intercultural factors impact high-performance teams and employee engagement. It notes that Asian economies are growing rapidly and 15 cities will join the top 50 GDP cities by 2025. HR teams in Asia tend to be smaller and more transactional compared to Western practices. Cultural dimensions like individualism/collectivism, communication styles, and views of authority vary across regions and impact the workplace. Developing high performing teams and engagement requires understanding these intercultural differences.
HRM practices in China are influenced by Chinese culture which values respect for authority, harmonious relationships, personal connections, group orientation, and avoiding shame. Common HRM areas in Chinese joint ventures include recruitment, training, performance appraisal, promotion criteria, and financial rewards. While recruitment and promotion practices resemble those of foreign partners, performance appraisal incorporates more qualitative criteria and a top-down system unlike local firms. Localization of management brings challenges of developing local talent through training and coaching while expatriates still play key roles in technology transfer, leadership, and communicating with headquarters.
The document discusses recruiting skills needed for technical positions in China. It notes that recruiters need an understanding of related technologies like operating systems, the ability to source skills through knowledge of where and how to find candidates, market knowledge of the technical industry in China, and strong negotiation skills. The document then provides examples of common operating systems like Windows, Linux, and Unix to demonstrate the need to understand relevant technologies.
The document provides an overview of management practices in China, covering strategic decision making, leadership and motivation, and human resource management. It notes China's transformation following political changes in 1978 and 1988. Strategic decision making is influenced by ongoing privatization and government intervention. Leadership styles are shifting from paternalistic to focus on relationships. Human resource practices like discrimination, nepotism, training and compensation are outlined. Unions represent workers but strike activity remains limited. International companies can succeed if prepared for China's risks and structural issues.
Major problems faced in benefits management include:
1. Maintaining competitive advantage in a global economic climate.
2. Guiding organizational culture and direction to promote innovation and productivity.
3. Effective communication and management of conflicting communication styles within the organization.
4. Strategic planning and organizing employees and resources to achieve organizational goals.
Major problems faced in benefits management include:
1. Maintaining competitive advantage in a global economic climate.
2. Guiding organizational culture and direction to promote innovation and productivity.
3. Effective communication and management of conflicting communication styles within the organization.
4. Strategic planning and organizing employees and resources to achieve organizational goals.
Employees were surveyed about what factors are important in their careers. While work-life balance, job security, and financial rewards were universally rated as very important, there were differences among subgroups:
- Younger employees valued career advancement more than older employees.
- Women placed more importance on work-life balance, job security, and professional development than men, especially at early career stages.
- Asians and Europeans valued international opportunities far more than Americans.
However, what employees said was important did not always match what actually improved retention and commitment. Understanding these differences is key to attracting and retaining talent.
The document discusses research methods used for a project on life insurance companies. It involved personally visiting life insurance companies and HR managers to collect data. Additional information was gathered from books, magazines, and newspapers. The research adhered to definitions of research as a careful investigation to gain new knowledge and facts.
The document discusses the history and evolution of human resource management and life insurance companies. It notes that while workforce management has ancient roots, the modern HR field emerged during the Industrial Revolution to address concerns about employee welfare, turnover, and productivity. Over time, the HR profession has progressed from a one-sided focus on efficiency to recognizing employees' strategic role. The life insurance industry also has a long history dating back thousands of years, with the first modern Indian life insurance company established in 1818, though locals faced barriers and extra costs until later reforms.
The document discusses modern trends in human resource management at both the international and local levels in Pakistan. It outlines trends such as an emphasis on teamwork, improving work-life quality, flexible work hours, the impact of technology, and training and development. It also compares practices between developed countries, where trends like teleworking are common, and Pakistan, where practices are evolving but still lag in some areas like work flexibility. The document concludes that human resources will be a key factor for organizations to improve productivity and meet challenges in the rapidly changing business environment.
A study of international human resource management- theories and techniques Antara Rabha
Understanding the concept of International Human resource management in terms of recruitment and training. Basic concepts and clear understanding. all the Various methods of recruitment-offline as well as online methods and various types of training such as an internship , apprenticeship etc.
The document discusses emerging issues impacting human resources management. It outlines sessions that will discover global trends affecting HRM, describe their impact on organizations, and develop an appreciation for how HRM is changing to support organizational strategy. Globalization, technology, economic changes, workforce diversity, quality management, and talent wars are emerging issues that are changing the role of HRM. HR managers must help organizations adapt to a more global, diverse, and mobile workforce with new skills in a complex environment with pressure to reduce costs.
Ivo A. Hahn discusses the talent crunch and rising costs of labor in China from his perspective of over 30 years working in talent sourcing in Asia. He notes that rising wages were expected given China's new labor laws. While costs are higher, China remains attractive for foreign investment due to its workforce, infrastructure, stability, and large domestic market. The competition for top local talent continues to intensify among both foreign and Chinese companies, driving salaries higher. Hahn advises companies to pay market salaries to retain talent and focus on training, bonuses, and career development to boost productivity and compensate for rising costs. He sees the trends of localization and shifting of operations to China continuing.
Chinese firms have become more active in mergers and acquisitions since the global financial crisis that began in 2008, as economic distress has thrown up attractive deals around the world. Between 2005 and 2011, the number of China's overseas acquisitions tripled to 177 and jumped five-fold in value to $63 billion.
This paper has come about following a survey of more than 1,600 people across the United States, the United Kingdom and France and extensive discussions with numerous advisors and business leaders from lawyers and accounting consultants with global M&A practices to Chairmen and CEOs such as Li Shifu of Geely.
While the M&A conversion rates do not appear to differ greatly on paper, anecdotal feedback and the results of a survey MSLGROUP conducted among the public in Europe and North America suggest that Chinese companies face much more significant challenges in closing international transactions than those from other territories. Furthermore, Chinese companies pay premium of up to 15 to 20 percent simply because of origin.
Leveraging insights into perception issues China faces in key markets around the world, this report explores the communications issues Chinese companies should address when considering outbound M&A.
The document discusses how multinational companies (MNCs) in China are prioritizing leadership development programs to promote local talent into senior roles. It notes that MNCs are replacing expatriates with local hires due to lower costs and better understanding of the local market. However, local talent often lacks skills in English, strategic thinking, and understanding of corporate culture. As a result, MNCs are designing more sophisticated and tiered leadership programs using methods like overseas rotations and real projects. The goal is to develop local leaders while also improving retention of top employees through commitments to professional rewards.
This document provides an overview of key topics in human resource management for international businesses. It discusses the importance of human resource management in achieving international growth objectives. It then examines different staffing policies companies use to assign managers, including using home country nationals, host country nationals, or third country nationals. The document also explores challenges like expatriate failure, preparation and training of expatriates, compensation and benefits for international managers, and repatriation of expatriates back to their home country. Finally, it covers international labor relations and how labor organizations try to strengthen their position against multinational enterprises.
Week 6 - Instructor GuidanceBUS 692Week Six Guidance .docxmelbruce90096
Week 6 - Instructor Guidance
BUS 692
Week Six Guidance Dr. Marvee L. Marr
International HRM
A Quick Case to get the subject rolling….
ECONOMIC PERSPECTIVES: Expatriates in Qatar. Qatar is one of the richest countries of the world due to its oil and gas revenues. All Qatari citizens receive first –class government provided health, education, and other social benefits. Due to Qatar’s incredible growth Qatari citizens account for only 15% of the workforce. They complain that foreigners are crowding them out.
Questions:
1.Why are Qatari citizens complaining about receiving a lot of material benefits without needing to work?
2. What are some possible solutions that Qatar’s government can implement to provide more career opportunities for its citizens?
I. Introduction. TheInternet has helped “flatten” the world of work throughout the globe. Today there is a world market for labor and human resources in many ways. Companies in the U.S. are more likely to have at least some operations in other countries. Technology has made it much easier for US companies to conduct business in other countries.
II. Global Strategic HRM. The conduct of HRM differs throughout the world. Many of these differences are related to cultural factors, while other differences derive from regulations.
Statistical Overview. One way to gain an understanding of strategic HRM on a global scale is the examine recent statistical analyses: the percentage of female participation in the workforce, the type of work people do throughout the world, the ability of foreign-born individuals to work in a given country, self-employment, part-time vs. full-time employment, and unemployment rates are some of the statistics to watch. Global HR statistics provide helpful information about establishing and running operations in various countries.
Cultural Issues and Differences. Considerable cultural differences around the world have a profound impact upon the practices of international HRM (Hofstede’s Cultural Dimensions, 2012) :
Power Distance. In countries with more egalitarian cultures efforts may be made to eliminate overt workplace hierarchical differences. In such countries workplace employee committees or other mechanisms that give employees direct input into the management of the organization are common. In high power distance countries more centralized, hierarchical, even autocratic decision-making structures are common.
Uncertainty Avoidance. High uncertainty avoidance cultures prefer clear rules procedures and structures. They value orderliness and predictability. Countries with low uncertainty avoidance have more “hang loose” attitude towards things.
Individualism vs. Collectivism. In highly individualistic cultures employees tend to be evaluated and rewarded in great measure for their individual achievements and performances. Society places a high value upo.
International human resource management involves three key dimensions: HR activities, types of employees, and countries of operation. There are several types of employees in an international context, including parent country nationals (PCNs), host country nationals (HCNs), and third country nationals (TCNs). Domestic HRM differs from international HRM in that IHRM requires more HR activities like managing expatriate taxation and relocation. IHRM also requires a broader perspective to manage diverse international issues and greater involvement in employees' personal lives when working internationally. The emphasis of HR activities may also change as the mix of expatriates and local employees varies over time.
What is an efficient talent management strategy? Comparing French and Chinese...Kévin CÉCILE
My final report for a Human Resources class at South Western University of Finance and Economics (Chengdu, China).
What is an efficient talent management strategy? Comparing French and Chinese approach
The document provides summaries from the presentations given on Day 3 of CPA Congress 2014. Key topics covered include global leadership and competitiveness, corporate tax updates, cashflow strategies, diversity and inclusion, financial performance, innovation through collaboration, doing business in China, using LinkedIn, reinventing the ATO, and frontline leadership. The summaries highlight the main points made by each speaker.
CPA Congress Sydney 2015 - Day Two Wrap Up CPA Australia
Michael Blythe explored the economic opportunities and pressure points for Australia and other economies over the next five years. All forecasters expect continued Australian economic growth, though below average. Unemployment is peaking at just over 6%. The rise of middle income consumers in Asia is expected to reach 1.25 billion by 2020 and demand more goods and services. There is debate that potential GDP growth rates may be lower than the assumed 3.25%, which would mean less spare capacity and less need for policy stimulus.
HR Challenges and Solutions - Winning Talent Through Automation and OutsourcingADP Marketing
This report provides details into the challenges faced (talent management, cost saving and improving HR performance) and the solutions being deployed to overcome them.
This presentation by Professor Alex Robson, Deputy Chair of Australia’s Productivity Commission, was made during the discussion “Competition and Regulation in Professions and Occupations” held at the 77th meeting of the OECD Working Party No. 2 on Competition and Regulation on 10 June 2024. More papers and presentations on the topic can be found at oe.cd/crps.
This presentation was uploaded with the author’s consent.
The importance of sustainable and efficient computational practices in artificial intelligence (AI) and deep learning has become increasingly critical. This webinar focuses on the intersection of sustainability and AI, highlighting the significance of energy-efficient deep learning, innovative randomization techniques in neural networks, the potential of reservoir computing, and the cutting-edge realm of neuromorphic computing. This webinar aims to connect theoretical knowledge with practical applications and provide insights into how these innovative approaches can lead to more robust, efficient, and environmentally conscious AI systems.
Webinar Speaker: Prof. Claudio Gallicchio, Assistant Professor, University of Pisa
Claudio Gallicchio is an Assistant Professor at the Department of Computer Science of the University of Pisa, Italy. His research involves merging concepts from Deep Learning, Dynamical Systems, and Randomized Neural Systems, and he has co-authored over 100 scientific publications on the subject. He is the founder of the IEEE CIS Task Force on Reservoir Computing, and the co-founder and chair of the IEEE Task Force on Randomization-based Neural Networks and Learning Systems. He is an associate editor of IEEE Transactions on Neural Networks and Learning Systems (TNNLS).
Why Psychological Safety Matters for Software Teams - ACE 2024 - Ben Linders.pdfBen Linders
Psychological safety in teams is important; team members must feel safe and able to communicate and collaborate effectively to deliver value. It’s also necessary to build long-lasting teams since things will happen and relationships will be strained.
But, how safe is a team? How can we determine if there are any factors that make the team unsafe or have an impact on the team’s culture?
In this mini-workshop, we’ll play games for psychological safety and team culture utilizing a deck of coaching cards, The Psychological Safety Cards. We will learn how to use gamification to gain a better understanding of what’s going on in teams. Individuals share what they have learned from working in teams, what has impacted the team’s safety and culture, and what has led to positive change.
Different game formats will be played in groups in parallel. Examples are an ice-breaker to get people talking about psychological safety, a constellation where people take positions about aspects of psychological safety in their team or organization, and collaborative card games where people work together to create an environment that fosters psychological safety.
This presentation by Yong Lim, Professor of Economic Law at Seoul National University School of Law, was made during the discussion “Artificial Intelligence, Data and Competition” held at the 143rd meeting of the OECD Competition Committee on 12 June 2024. More papers and presentations on the topic can be found at oe.cd/aicomp.
This presentation was uploaded with the author’s consent.
This presentation by Thibault Schrepel, Associate Professor of Law at Vrije Universiteit Amsterdam University, was made during the discussion “Artificial Intelligence, Data and Competition” held at the 143rd meeting of the OECD Competition Committee on 12 June 2024. More papers and presentations on the topic can be found at oe.cd/aicomp.
This presentation was uploaded with the author’s consent.
Suzanne Lagerweij - Influence Without Power - Why Empathy is Your Best Friend...Suzanne Lagerweij
This is a workshop about communication and collaboration. We will experience how we can analyze the reasons for resistance to change (exercise 1) and practice how to improve our conversation style and be more in control and effective in the way we communicate (exercise 2).
This session will use Dave Gray’s Empathy Mapping, Argyris’ Ladder of Inference and The Four Rs from Agile Conversations (Squirrel and Fredrick).
Abstract:
Let’s talk about powerful conversations! We all know how to lead a constructive conversation, right? Then why is it so difficult to have those conversations with people at work, especially those in powerful positions that show resistance to change?
Learning to control and direct conversations takes understanding and practice.
We can combine our innate empathy with our analytical skills to gain a deeper understanding of complex situations at work. Join this session to learn how to prepare for difficult conversations and how to improve our agile conversations in order to be more influential without power. We will use Dave Gray’s Empathy Mapping, Argyris’ Ladder of Inference and The Four Rs from Agile Conversations (Squirrel and Fredrick).
In the session you will experience how preparing and reflecting on your conversation can help you be more influential at work. You will learn how to communicate more effectively with the people needed to achieve positive change. You will leave with a self-revised version of a difficult conversation and a practical model to use when you get back to work.
Come learn more on how to become a real influencer!
This presentation by OECD, OECD Secretariat, was made during the discussion “Competition and Regulation in Professions and Occupations” held at the 77th meeting of the OECD Working Party No. 2 on Competition and Regulation on 10 June 2024. More papers and presentations on the topic can be found at oe.cd/crps.
This presentation was uploaded with the author’s consent.
This presentation by Tim Capel, Director of the UK Information Commissioner’s Office Legal Service, was made during the discussion “The Intersection between Competition and Data Privacy” held at the 143rd meeting of the OECD Competition Committee on 13 June 2024. More papers and presentations on the topic can be found at oe.cd/ibcdp.
This presentation was uploaded with the author’s consent.
Carrer goals.pptx and their importance in real lifeartemacademy2
Career goals serve as a roadmap for individuals, guiding them toward achieving long-term professional aspirations and personal fulfillment. Establishing clear career goals enables professionals to focus their efforts on developing specific skills, gaining relevant experience, and making strategic decisions that align with their desired career trajectory. By setting both short-term and long-term objectives, individuals can systematically track their progress, make necessary adjustments, and stay motivated. Short-term goals often include acquiring new qualifications, mastering particular competencies, or securing a specific role, while long-term goals might encompass reaching executive positions, becoming industry experts, or launching entrepreneurial ventures.
Moreover, having well-defined career goals fosters a sense of purpose and direction, enhancing job satisfaction and overall productivity. It encourages continuous learning and adaptation, as professionals remain attuned to industry trends and evolving job market demands. Career goals also facilitate better time management and resource allocation, as individuals prioritize tasks and opportunities that advance their professional growth. In addition, articulating career goals can aid in networking and mentorship, as it allows individuals to communicate their aspirations clearly to potential mentors, colleagues, and employers, thereby opening doors to valuable guidance and support. Ultimately, career goals are integral to personal and professional development, driving individuals toward sustained success and fulfillment in their chosen fields.
This presentation by OECD, OECD Secretariat, was made during the discussion “Pro-competitive Industrial Policy” held at the 143rd meeting of the OECD Competition Committee on 12 June 2024. More papers and presentations on the topic can be found at oe.cd/pcip.
This presentation was uploaded with the author’s consent.
This presentation by Juraj Čorba, Chair of OECD Working Party on Artificial Intelligence Governance (AIGO), was made during the discussion “Artificial Intelligence, Data and Competition” held at the 143rd meeting of the OECD Competition Committee on 12 June 2024. More papers and presentations on the topic can be found at oe.cd/aicomp.
This presentation was uploaded with the author’s consent.
This presentation by Nathaniel Lane, Associate Professor in Economics at Oxford University, was made during the discussion “Pro-competitive Industrial Policy” held at the 143rd meeting of the OECD Competition Committee on 12 June 2024. More papers and presentations on the topic can be found at oe.cd/pcip.
This presentation was uploaded with the author’s consent.
This presentation by Professor Giuseppe Colangelo, Jean Monnet Professor of European Innovation Policy, was made during the discussion “The Intersection between Competition and Data Privacy” held at the 143rd meeting of the OECD Competition Committee on 13 June 2024. More papers and presentations on the topic can be found at oe.cd/ibcdp.
This presentation was uploaded with the author’s consent.
This presentation by OECD, OECD Secretariat, was made during the discussion “The Intersection between Competition and Data Privacy” held at the 143rd meeting of the OECD Competition Committee on 13 June 2024. More papers and presentations on the topic can be found at oe.cd/ibcdp.
This presentation was uploaded with the author’s consent.
The Intersection between Competition and Data Privacy – OECD – June 2024 OECD...
HR Challanges in china
1. An Initiative Implemented with the Financial Support of the European Union.
www.eusmecentre.org.cn
Implemented by
HR Challenges in China
Written by the EU SME Centre
1. The Human Capital of China
With neck-breaking growth rates of up to 13%, China has emerged in recent years as one of the major
economies in the world. The motor that powers China’s fast paced development is its vast and diverse
population. There are more than 1.3 billion people living in China today. 38% of the population lives in the
more developed coastal areas, while the central and western regions are more scarcely populated. The
working-age population is 72%. Literacy rates are as high as 96%. Unemployment rate is 9%. Capitalizing
on China’s immense human resources, more than 263,250 (about 1.3% of all) European Union small and
medium size companies are now doing business in China.
2. HR – the Biggest Challenge for Foreign Companies Doing Business in China
While there are a number of factors that are of major concern, such as the economic situation or the
currency and financial risks, Human Resources management continues to top the list of business
challenges for foreign companies doing business in China. According to a recent study conducted by the
German Chamber of Commerce in China in collaboration with Watson Wyatt, HR will remain the biggest
challenge in the near future too.
3. HR Management, Training, Organisational Development in China – an Evolving Profession
As in most developing countries, the HR profession is still evolving in China. Only until few years ago, the
HR profession in China was limited to the administrative function – recruiting and dismissal, paying taxes
and benefits. Talent management, organisational development, training, corporate strategy, etc. were brand
new concepts. That makes hiring good quality HR staff a sometimes challenging process. And while the
situation is improving fast, it is still difficult to recruit good first-tier, people-oriented HR managers.
4. HR Challenges
2. An Initiative Implemented with the Financial Support of the European Union.
www.eusmecentre.org.cn
Implemented by
The HR challenges that EU SMEs are facing while doing business in China can generally be grouped in
five categories – Legal, Understanding the Chinese, HR Administration, Managing & Developing Chinese
Employees, Organisational Development.
4.1. Legal
- Legal Environment – foreign owned SMEs often need to face tough and changing regulations. For
example, foreign representative offices, financial institutions and economic organisations are not
allowed to hire employees directly – they need to go through specially designated HR management
agencies. The official version of the labour contract must be in Chinese. Only two fixed-term contracts
are allowed. While some Chinese SMEs are allowed to get away with minor infractions of the law,
foreign owned companies are usually held to a higher standard. Very often good government relations
or guanxi are required to obtain permits in a timely manner. Despite strong government regulations,
corruption is still rampant.
- Industrial Relations – Chinese labour law stipulates that employers may not prevent employees from
forming unions to protect their rights. Chinese employees are keen on organising en mass and will
frequently take advantage of this provision of the law. According to official government statistics, 80%
of all foreign firms in China were unionized by the end of 2008.
4.2. Understanding the Chinese
- Business Etiquette & Ethics - Understanding Chinese business etiquette and ethics is key to
successfully managing Chinese employees. While China has in recent years made a tremendous
progress towards a market economy, there’s still a great number of people who cling to the old “iron
rice bowl” mentality and expect their jobs to last for a lifetime and provide them with steady income
and benefits. “Face” is another important sociological concept in China. It is something that is
emotionally invested, and that can be lost, maintained, or enhanced, and must be constantly attended to
in interaction with Chinese employees.
While managing Chinese employees indeed has its specifics, be aware of employees who try to
convince you that “this is how it’s done in China”. It is often used to deflect foreign criticism or
excuse improper behaviour. If it does not make sense then it probably doesn’t belong in your
organisation.
- Loyalty – The Self stands in the innermost circle of Chinese loyalties. Family, friends and nation
follow in the outer circles. Loyalty to his company would normally be outside of the circle of core
values of a Chinese employee. Vertical or personal relationships are important Chinese cultural
characteristics. Thus, loyalty to the manager is often more prominent than loyalty to the company. If a
key person decides to leave the company, he may be followed by employees who are loyal to him.
3. An Initiative Implemented with the Financial Support of the European Union.
www.eusmecentre.org.cn
Implemented by
- Innovation and Creativity – Recruiting innovative, creative and motivated employees is key to
building a successful business team anywhere in the world. While Chinese students usually do very
well at standardised tests, the education system in China does not encourage innovation and creativity.
- Assertiveness and Accountability – As much as 65% of western managers in China identify
assertiveness and accountability to be the most challenging behavioural differences to overcome in
Chinese employees. Failing to understand those differences could cause much friction within cross-
cultural teams.
4.3. HR Administration
- Recruitment - Attraction and recruitment of qualified talent is one of the main functions of every HR
department. In doing so, EU SMEs could face one or more of the following challenges:
o Employer brand recognition – working for a recognised foreign or domestic brand is an
important part of a Chinese employee’s social standing. In that regard, SMEs are at a
particular disadvantage compared to big foreign or domestic brands.
o Lack of references and background checks – obtaining references from previous employers is
difficult and therefore not common practice. References are often unreliable or subjective. A
study conducted by Kroll, shows that an alarming 20% of job candidates have discrepancies in
their resumes and applications. Background checks are only required for director, supervisor,
and senior manager candidates.
o Shortage of talent – the imbalance between business opportunities in China and qualified
talent is one of the biggest challenges recruitment managers face. There is a shortage of talent
with international and domestic experience in the areas of marketing, sales, technology, HR
and management. Only about 10% of Chinese candidates for jobs in key areas such as finance,
accounting, and engineering are qualified to work for a foreign company, according to one
McKinsey study. This shortage is even more prominent in the 2nd
and 3rd
tier cities.
o Pressure to hire – companies in China are sometimes being exposed to pressure from
government or party structures to hire more employees than they actually need. Doing
otherwise is considered “unpatriotic”.
4. An Initiative Implemented with the Financial Support of the European Union.
www.eusmecentre.org.cn
Implemented by
- Labour Cost – The labour shortage is driving salaries up. “It has gotten to the point that we are just
swapping folks and raising salaries", says David Warth, General Manager of Emerson Climate
Technologies. In the past decade, real wages for manufacturing workers in China have grown nearly
12% per year. According to a BCG study, in 2000, China's average wage rate was 36% of the U.S.'s,
adjusted for productivity. By the end of 2010, that gap had shrunk to 48%, and BCG estimates that it
will be 69% in 2015. Fixed to variable portion of wages in China is typically 9:1. A salary usually
includes a large number of allowances. The cost of benefits can constitute up to 40% to 65% of total
compensation.
- Hiring Expats – Very often an EU SME will wish to employ a foreigner to manage operations or to
legally represent the company in China. To be employable in China, a foreigner must have the
following qualifications:
o 18 years of age or older and in good health;
o With professional skills and job experience required for the work of intended employment;
o With no criminal record;
o A clearly-defined employer;
o With valid passport or other international travel document in lieu of the passport.
The process of obtaining a work permit for a foreign employee is different for different cities, but
generally goes through the following stages:
o Employer obtains Employment Licence and invitation letter for prospective employee;
o Employee applies for Z Visa abroad (Chief Representatives and Legal Representatives may
apply in China);
o Employee must pass Health Examination Check in China;
o Employer obtains Work Permit for employee (valid for 1-2 years);
o Employer obtains Residence Permit for employee (valid for 1-2 years, multiple-entry).
A company with both foreign and Chinese employees will often use a two-tier wage system. This is
not recommended. Localisation is increasingly more common among foreign owned companies.
- Turnover and Retention - While attracting and recruiting qualified employees in China is difficult,
retaining them is even more challenging. Based on report findings from a survey covering 19
industries by one of China’s largest human resources service providers, the average employee turnover
rate for privately-owned companies in China for 2010 was 18.5%. The major reasons cited by
employees for changing jobs are:
o Better compensation package;
o Better career opportunities;
o Better training and development opportunities;
o Better opportunities to use my skills;
o Better benefits;
o Company has better prospects for success.
- Termination, Severance and Labour Disputes - China uses a contract employment system, which is
heavily based on the North European legal framework. In a contract employment system, it is very
difficult to terminate an employee that is still under contract. An employee may only be terminated if
he cannot work because of injury, incompetence, a major change in circumstances or by mutual
agreement. Thirty days' notice is required for both the employee and any relevant labour union.
Employees are eligible for severance pay upon termination of employment contract. Severance is
5. An Initiative Implemented with the Financial Support of the European Union.
www.eusmecentre.org.cn
Implemented by
based on the number of years worked, in which one month's wage is paid for each year of service.
Foreign owned companies should exercise caution when terminating employees, because Chinese
employees can be highly litigious. There are four ways to settle labour disputes in China: consultation,
mediation, arbitration and litigation.
4.4. Managing and Developing Chinese Employees
- On-boarding and Training – Providing adequate on-boarding and continuous training to their
employees are essential components of every foreign company’s HR strategy in China to address the
talent shortage and retention challenges. Knowledge and education are highly valued by Chinese
employees. Adequate on-boarding and training will not only help improve employee’s competency,
but can also significantly boost morale and reduce turnover rates.
- Employee Motivation and Incentives – Low employee morale can seriously affect the business of a
company leading to productivity and retention problems. To address such problems, foreign
companies often rely on incentives drawn from concepts which work in the West which might not
work in a Chinese context.
- Teamwork – Building and managing cohesive cross-cultural and cross-functional teams in
geographically disparate locations presents HR managers with yet another challenge. Management
styles will often need to be adjusted to address cultural differences, lack of proper communication,
difference of communication styles, working styles and quality of work, as well as difference in time
zones. Consistency of organisational culture and aligning people, processes and systems with
company’s strategy are key factors.
- Succession and Career Planning – Despite a growing trend to localise executive and management
positions, multinational companies typically fill their top positions in China with expatriates from
headquarter offices overseas, leaving few opportunities to local managers. This is particularly true in
the early stages of establishing a foreign owned business in China. This creates a “glass-ceiling” for
Chinese managers and it could be a major challenge to retention.
4.5. Organisational Development
Organisational Development is still very much a new function for HR professionals in China.
Common problems that agents face are:
- Chinese partners are unwilling to communicate with the foreign board of directors or general manager;
- Chinese managers, responsible for communicating to the workers, are manipulating the messages and
blocking change initiatives;
- Change is often met with apprehension;
- Tough government regulations are hindering change.
6. An Initiative Implemented with the Financial Support of the European Union.
www.eusmecentre.org.cn
Implemented by
5. Final Words, Fast-pace Change
Efficiently managing a company’s human capital is the key to running a successful business anywhere in
the world, but even more so in China. China presents HR managers with unique challenges. Despite those
challenges, China still offers great opportunities for foreign companies to expand their markets.
6. Further Information
Report: Developing a Truly Global Leadership Team
Guideline: Internal Labour Rules and Social Insurance
Article: Working with Today's Chinese Business Leaders
Webinar: Coaching for High Impact Leadership in China
Webinar: Developing a Truly Global Leadership Team: Leveraging Similarities and Differences of
Chinese and European Leaders
Webinar: How to Structure a Performance Management System: Best Practices for SMEs who want to
Proactively Retain their Talent in China
If you have any questions on HR issues in China, get in touch with our experts here.
About the EU SME Centre
The EU SME Centre in Beijing provides a comprehensive range of hands-on support services to European small
and medium-sized enterprises (SMEs), getting them ready to do business in China.
Our team of experts provides advice and support in four areas – business development, law, standards and
conformity and human resources. Collaborating with external experts worldwide, the Centre converts valuable
knowledge and experience into practical business tools and services easily accessible online. From first-line
advice to in-depth technical solutions, we offer services through Knowledge Centre, Advice Centre, Training
Centre, SME Advocacy Platform and Hot-Desks.
The Centre is funded by the European Union and implemented by a consortium of six partners - the China-Britain
Business Council, the Benelux Chamber of Commerce, the China-Italy Chamber of Commerce, the French
Chamber of Commerce in China, the EUROCHAMBRES, and the European Union Chamber of Commerce in
China.
To learn more about the Centre, visit website www.eusmecentre.org.cn