Description
A corporation is a separate legal entity that has been incorporated through a legislative or registration process established through legislation. Incorporated entities have legal rights and liabilities that are distinct from their employees and shareholders, and may conduct business as either a profit-seeking business or not for profit business.
October 2007
Multinational Corporations in China: Finding and Keeping Talent
A Publication of the Society for Human Resource Management
T
he entrance of China into the World Trade Organization in December 2001 marked the beginning of unimaginable economic opportunities for companies worldwide. Today, many FORTUNE 500 companies have offices and facilities in China. As multinational corporations (MNCs) develop and implement growth strategies, attracting and retaining talent are critical success factors. Yet talent management in China—the fourth largest economy in the world—remains a challenge. A recent study, The Flight of Human Talent: Employee Retention in China 20062007 by Development Dimensions International (DDI) and the Society for Human Resource Management (SHRM), suggests that turnover has become a way of life in China: 73% of Chinese employees surveyed resigned from their last job in the past 12 to 18 months and 22% are likely to leave within a year. And every year, 30% to 40% of senior managers at MNCs change jobs, primarily due to lack of growth and development opportunities within the company or better career opportunities elsewhere.1 Yet MNCs in China are, in fact, finding unique ways to attract and manage talent. To explore key challenges and trends of talent management, SHRM, an international nonprofit organization for human resource
professionals with more than 225,000 members and headquarters in the United States as well as offices in Beijing and Mumbai, interviewed Wayne Chen, managing director at Hay Group China, and Joe Hoskin, senior HR manager at Microsoft China. The interviews revealed current challenges and trends, the complexity of leadership development in China, and innovative ways to balance employer and employee needs, resulting in competitive advantage.
Top Challenges and Trends
The overall turnover rate for industries in China continues to rise, and HR struggles to avoid losing talent to the competition. According to Wayne Chen, managing director at Hay Group China, the top trend to attract and retain talent is the employer brand. He explains that many companies are implementing programs to improve their employer brand to attract candidates whom they might not have attracted in the past. To retain talent, the top challenge is people development. In fact, Chen believes that talent management has become quite complex. Today, rather than sending employees to MBA programs, companies are using a combination of approaches, such as international exposure, coaching and mentoring. Development also focuses on the use of technology, such as e-learning and global webinars. Microsoft, a leading MNC in China, has a strong understanding of talent challenge. “It is increasingly important to have a talent strategy,” states Joe Hoskin, senior HR manager at Microsoft China. The company’s top challenge is finding the right people to manage new campus and industry hires. The IT giant also seeks specialized talent, such as software development architects
Wayne Chen Managing Director Hay Group China
Joe Hoskin Senior HR Manager Microsoft China
The top trend to attract and retain talent is the employer brand.
and program managers. Locating such skills in the China market is extremely difficult. The answer, from Microsoft’s viewpoint, is to thoughtfully groom talent, rotate staff from headquarters and create a workplace environment that ensures employees feel valued and are highly engaged in their work. Developing robust succession plans at MNCs is also a challenge. Microsoft is an example of an MNC that views succession planning as an essential part of its talent management strategy. “It is important that people realize they can excel on both the technical and managerial ladders. People in China like to be able to say they have a title of lead or manager. However, creating the talent pipelines is really quite a challenge,” notes Hoskin. Change is occurring faster in China than in other parts of the world, and consequently, HR must be able to provide opportunities that will satisfy people quickly. Yet at the same time, states Hoskin, “the paradox is that workers must have the necessary skill set to be promoted to positions of greater responsibility and accountability.”
attention from the adults in their lives. Chinese children are nurtured and rarely criticized in their family. They have been raised in the center of the family and expect personal attention in the workplace. The new generation has more social and economic advantages than did previous generations, with significantly higher expectations. Therefore, in the workplace, they need to be involved rather than told what to do. This generation expects the company to provide for and support its many needs. Thus, organizational leaders and HR must be sensitive to these expectations and develop appropriate talent management strategies.
Attraction and Retention Factors
Intangibles play a key role in retention. For example, Hewitt Associates’ Best Employers in China 2007 survey found the majority of best employers are MNCs because they offer a good working environment, career opportunities and an emphasis on relationships with co-workers—factors that encourage employee engagement.2 In addition, the DDI/SHRM study found that employees are less likely to leave if they have a good manager, recognition for individual contributions, opportunities for accomplishment and strong company leadership. To gain a solid understanding of effective retention practices, it is recommended that organizations conduct frequent surveys, interviews and discussions with employees.3
Cultural Influences
Saving face, reliance on extended family, the use of indirect communication and guanxi all stem from China’s deep philosophical roots. Guanxi, for example, means connections and refers to personal relationships between business people, with earning respect and trust as the first step. In order to develop effective talent management programs, it is vital that Westerners in HR, managerial and leadership roles understand Chinese cultural concepts and their influence on behavior in the workplace. Organizations can earn the respect and trust of Chinese employees by hiring individuals recommended by employees, for example. By demonstrating an understanding of Chinese culture, MNCs are more likely to attract and retain talent. The cultural/social trend most likely to affect talent management is China’s new generation of workers. Born in the late 1970s and 1980s, these individuals will substantially influence the workplace environment. As Hay Group China’s Chen explains, due to China’s one-child-per-family policy, children of the middle class are accustomed to a great deal of
The Right Skill Sets
China has more than 1.3 billion people, and many speak English. Yet MNCs struggle to find individuals with the right skill sets. MNCs compete for talent with Chinese enterprises, the Chinese government and other MNCs. To better expand their talent pool, MNCs can hire from four groups: non-Chinese expatriates, ethnic Chinese regional expatriates, mainland Chinese returnees and mainland Chinese local workers. Chinese returnees, for example, are good candidates because they are bicultural and bilingual, having lived and worked in the United States and/or other Western countries. Expatriates from Singapore, Hong King and Taiwan have a good command of Asian business practices and languages and are typically less expensive than Western expatriates.4
Multinational Corporations in China: Finding and Keeping Talent | October 2007
By demonstrating an understanding of Chinese culture, MNCs are more likely to attract and retain talent.
There are other factors that affect the talent pool. Since many Chinese live far from the large cities on the eastern coast of mainland China and are reluctant to relocate due to family ties, access to talent is limited. In addition, although most Chinese graduates can read and write in English, they lack oral skills. And while approximately 5 million students will graduate from Chinese universities in 2007, only 30% may find positions using their degree.5 Finally, due to the rigid educational system that focuses heavily on theory and rote learning, graduates lack experience with innovative and creative skills for project management as well as lateral thought and concept synthesis required in a global company.
Talent Management at Microsoft China
In China, Microsoft’s most important talent pool is the computer science graduates. “We need a strong platform to attract those people and then develop them,” says Microsoft’s senior HR manager Joe Hoskin. Within the next three to five years, the company anticipates an enormous expansion of its workforce in China, from 1,200 to 3,000 employees. To get there, Microsoft is investing $100 million a year in Microsoft China Research and Development (R&D). According to Hoskin, “that’s a lot of money devoted to talent. At the end of the day, it all comes down to intellectual property and the talent, abilities and capabilities of our people.” At Microsoft, branding plays a key part in attracting and retaining talent. Hoskin explains that the first sell to prospective employees is that they are going to be able to work on high-level technology research to develop products that will change the lives of billions of people around the world. “That vision is attractive to people, and they are passionate about these opportunities.” To support retention, Microsoft aims to create an enhanced work environment. There are massage chairs to help people relax on breaks, freshly prepared fruit in the morning and afternoon, and juices and Starbucks coffee at each facility. There are Xboxes, foosball machines and ping pong tables on each floor. Since the company hires so many graduates straight out of school, the workplace imitates college surroundings. As a result, employees work long hours, enjoy themselves and yet work intensely, too. Microsoft is serious about training and development. Currently, there are about 100 training programs at Microsoft China R&D, such as engineering excellence programs to improve practical skills and work process efficiencies. Two programs provide international exposure: the Marco Polo Program and the Silk Road Scholar. Through the Marco Polo Program, experienced engineers are sent from the U.S. headquarters to Microsoft China R&D for three to six months to transfer technology and development cycles. The Silk Road Scholar enables local Chinese employees to work in the United States for four- to six-week rotations to learn about Microsoft culture and practices,
Leadership Development
In China, individuals with solid managerial and people skills, as well as experience working in a global environment, are rare. Further, companies lose talent when employees have a poor leadership experience with their supervisor. According to Hay Group’s 2007 executive report Winning in China, for example, the lack of Chinese management talent was found by 76% of respondents to be the primary challenge, with only 32% of foreign firms stating they manage leadership talent well. The two other critical challenges were fierce competition in the Chinese market and protection of intellectual property. According to Hay Group China’s managing director Wayne Chen, companies are realizing that leadership style is a key dimension to employee retention, rather than simply relying on money as a lure.6 In addition, many MNCs are now creating unique training programs to address the lack of leadership talent. Microsoft, for example, creates special training for program managers who require technical depth as well as communication and program management skills. To make up for the difference in available talent, Microsoft brings employees from its U.S. headquarters to transfer knowledge and technology to new employees in China. To further gain a competitive edge, the company is revamping its leadership development program to differentiate talent in a more defined way, based on technical or managerial experience as well as levels of leadership potential.
Multinational Corporations in China: Finding and Keeping Talent | October 2007
Many MNCs are now creating unique training programs to address the lack of leadership talent.
meet their partner product teams, deepen product knowledge and capabilities, and get exposure to American culture. Upon their return, they transfer knowledge to Microsoft China R&D. Both programs are learning- and business-driven. Overall, with these many innovative initiatives, Microsoft’s talent management strategy serves the company’s mission well. The next five years will be a critical time of growth for MNCs in China. Microsoft, for example, will continue to groom talent and heavily invest in Microsoft China. In a recent visit to China, Bill Gates emphasized the company’s ongoing commitment to the China marketplace and a plan to create new products and programs that will help bring social and economic opportunity to the estimated 5 billion people who are not yet realizing the benefits of technology. Hoskin explains that Microsoft will be refining its global strategy to develop innovative products and find the talent to create, implement and bring those products to fruition: “To propel Microsoft forward, we will need to cultivate the best and brightest leaders.”
democratic and take a more visionary and strategic approach. Investment in resources will continue to be essential. And as SHRM’s research reveals, to attract, develop and retain talent, MNCs must identify, plan and implement innovative solutions. Long-term success will require well-executed talent management programs for generations to come.
In Closing
To succeed in today’s business climate in China, leaders of MNCs will need to be more
1 Howard, A., Tan Li Tong, R., Wellins, R. S., & Williams, S. (2007). The flight of human talent: Employee retention in China 2006-2007. Bridgeville, PA: Development Dimensions International and the Society for Human Resource Management. 2 Hewitt Associates. (2007, April). Best employers in China 2007. Retrieved July 1, 2007, from www.hewittassociates.com. 3 Howard, A., Tan Li Tong, R., Wellins, R. S., & Williams, S. (2007). The flight of human talent: Employee retention in China 2006-2007. Bridgeville, PA: Development Dimensions International and the Society for Human Resource Management. 4 Gross, A., & Connor, A. (2007, May). Recruiting, retention strategies can save HR managers’ ‘face’. Retrieved July 1, 2007, from www.shrm.org. 5 Ibid. 6 HayGroup. (2007, June). Winning in China. Shanghai, PR China: Author.
Endnotes
Nancy R. Lockwood, SPHR, GPHR, MA, Manager, HR Content Program Project contributors: Patrick Ran, GPHR, Director, Business Development, China Howard Wallack, GPHR, Director, International Programs Steve Williams, Ph.D., Director, Research External reviewer: Lance J. Richards, GPHR, SHRM Global Expertise Panel Member Editor: Katya Scanlan, Copy Editor Design: Shirley Raybuck, Graphic Designer Production: Amie Conteh, Production Traffic Specialist About SHRM The Society for Human Resource Management (SHRM) is the world’s largest professional association devoted to human resource management. Our mission is to serve the needs of HR professionals by providing the most current and comprehensive resources, and to advance the profession by promoting HR’s essential, strategic role. Founded in 1948, SHRM represents more than 225,000 individual members in over 125 countries and has a network of more than 575 affiliated chapters in the United States, as well as offices in China and India. Visit SHRM at www. shrm.org.
Project Team Project leader:
Disclaimer This article is published by the Society for Human Resource Management (SHRM). All content is for informational purposes only and is not to be construed as a guaranteed outcome. The Society for Human Resource Management cannot accept responsibility for any errors or omissions or any liability resulting from the use or misuse of any such information. © 2007 Society for Human Resource Management. All rights reserved. This publication may not be reproduced, stored in a retrieval system or transmitted in whole or in part, in any form or by any means, electronic, mechanical, photocopying, recording or otherwise, without the prior permission of the Society for Human Resource Management, 1800 Duke Street, Alexandria, VA 22314, USA. For more information, please contact: SHRM Research Department 1800 Duke Street Alexandria, VA 22314 USA Phone: (800) 283-SHRM Fax: (703) 535-6432 Web: www.shrm.org/research
07-0719
Multinational Corporations in China: Finding and Keeping Talent | October 2007
doc_415326027.pdf
A corporation is a separate legal entity that has been incorporated through a legislative or registration process established through legislation. Incorporated entities have legal rights and liabilities that are distinct from their employees and shareholders, and may conduct business as either a profit-seeking business or not for profit business.
October 2007
Multinational Corporations in China: Finding and Keeping Talent
A Publication of the Society for Human Resource Management
T
he entrance of China into the World Trade Organization in December 2001 marked the beginning of unimaginable economic opportunities for companies worldwide. Today, many FORTUNE 500 companies have offices and facilities in China. As multinational corporations (MNCs) develop and implement growth strategies, attracting and retaining talent are critical success factors. Yet talent management in China—the fourth largest economy in the world—remains a challenge. A recent study, The Flight of Human Talent: Employee Retention in China 20062007 by Development Dimensions International (DDI) and the Society for Human Resource Management (SHRM), suggests that turnover has become a way of life in China: 73% of Chinese employees surveyed resigned from their last job in the past 12 to 18 months and 22% are likely to leave within a year. And every year, 30% to 40% of senior managers at MNCs change jobs, primarily due to lack of growth and development opportunities within the company or better career opportunities elsewhere.1 Yet MNCs in China are, in fact, finding unique ways to attract and manage talent. To explore key challenges and trends of talent management, SHRM, an international nonprofit organization for human resource
professionals with more than 225,000 members and headquarters in the United States as well as offices in Beijing and Mumbai, interviewed Wayne Chen, managing director at Hay Group China, and Joe Hoskin, senior HR manager at Microsoft China. The interviews revealed current challenges and trends, the complexity of leadership development in China, and innovative ways to balance employer and employee needs, resulting in competitive advantage.
Top Challenges and Trends
The overall turnover rate for industries in China continues to rise, and HR struggles to avoid losing talent to the competition. According to Wayne Chen, managing director at Hay Group China, the top trend to attract and retain talent is the employer brand. He explains that many companies are implementing programs to improve their employer brand to attract candidates whom they might not have attracted in the past. To retain talent, the top challenge is people development. In fact, Chen believes that talent management has become quite complex. Today, rather than sending employees to MBA programs, companies are using a combination of approaches, such as international exposure, coaching and mentoring. Development also focuses on the use of technology, such as e-learning and global webinars. Microsoft, a leading MNC in China, has a strong understanding of talent challenge. “It is increasingly important to have a talent strategy,” states Joe Hoskin, senior HR manager at Microsoft China. The company’s top challenge is finding the right people to manage new campus and industry hires. The IT giant also seeks specialized talent, such as software development architects
Wayne Chen Managing Director Hay Group China
Joe Hoskin Senior HR Manager Microsoft China
The top trend to attract and retain talent is the employer brand.
and program managers. Locating such skills in the China market is extremely difficult. The answer, from Microsoft’s viewpoint, is to thoughtfully groom talent, rotate staff from headquarters and create a workplace environment that ensures employees feel valued and are highly engaged in their work. Developing robust succession plans at MNCs is also a challenge. Microsoft is an example of an MNC that views succession planning as an essential part of its talent management strategy. “It is important that people realize they can excel on both the technical and managerial ladders. People in China like to be able to say they have a title of lead or manager. However, creating the talent pipelines is really quite a challenge,” notes Hoskin. Change is occurring faster in China than in other parts of the world, and consequently, HR must be able to provide opportunities that will satisfy people quickly. Yet at the same time, states Hoskin, “the paradox is that workers must have the necessary skill set to be promoted to positions of greater responsibility and accountability.”
attention from the adults in their lives. Chinese children are nurtured and rarely criticized in their family. They have been raised in the center of the family and expect personal attention in the workplace. The new generation has more social and economic advantages than did previous generations, with significantly higher expectations. Therefore, in the workplace, they need to be involved rather than told what to do. This generation expects the company to provide for and support its many needs. Thus, organizational leaders and HR must be sensitive to these expectations and develop appropriate talent management strategies.
Attraction and Retention Factors
Intangibles play a key role in retention. For example, Hewitt Associates’ Best Employers in China 2007 survey found the majority of best employers are MNCs because they offer a good working environment, career opportunities and an emphasis on relationships with co-workers—factors that encourage employee engagement.2 In addition, the DDI/SHRM study found that employees are less likely to leave if they have a good manager, recognition for individual contributions, opportunities for accomplishment and strong company leadership. To gain a solid understanding of effective retention practices, it is recommended that organizations conduct frequent surveys, interviews and discussions with employees.3
Cultural Influences
Saving face, reliance on extended family, the use of indirect communication and guanxi all stem from China’s deep philosophical roots. Guanxi, for example, means connections and refers to personal relationships between business people, with earning respect and trust as the first step. In order to develop effective talent management programs, it is vital that Westerners in HR, managerial and leadership roles understand Chinese cultural concepts and their influence on behavior in the workplace. Organizations can earn the respect and trust of Chinese employees by hiring individuals recommended by employees, for example. By demonstrating an understanding of Chinese culture, MNCs are more likely to attract and retain talent. The cultural/social trend most likely to affect talent management is China’s new generation of workers. Born in the late 1970s and 1980s, these individuals will substantially influence the workplace environment. As Hay Group China’s Chen explains, due to China’s one-child-per-family policy, children of the middle class are accustomed to a great deal of
The Right Skill Sets
China has more than 1.3 billion people, and many speak English. Yet MNCs struggle to find individuals with the right skill sets. MNCs compete for talent with Chinese enterprises, the Chinese government and other MNCs. To better expand their talent pool, MNCs can hire from four groups: non-Chinese expatriates, ethnic Chinese regional expatriates, mainland Chinese returnees and mainland Chinese local workers. Chinese returnees, for example, are good candidates because they are bicultural and bilingual, having lived and worked in the United States and/or other Western countries. Expatriates from Singapore, Hong King and Taiwan have a good command of Asian business practices and languages and are typically less expensive than Western expatriates.4
Multinational Corporations in China: Finding and Keeping Talent | October 2007
By demonstrating an understanding of Chinese culture, MNCs are more likely to attract and retain talent.
There are other factors that affect the talent pool. Since many Chinese live far from the large cities on the eastern coast of mainland China and are reluctant to relocate due to family ties, access to talent is limited. In addition, although most Chinese graduates can read and write in English, they lack oral skills. And while approximately 5 million students will graduate from Chinese universities in 2007, only 30% may find positions using their degree.5 Finally, due to the rigid educational system that focuses heavily on theory and rote learning, graduates lack experience with innovative and creative skills for project management as well as lateral thought and concept synthesis required in a global company.
Talent Management at Microsoft China
In China, Microsoft’s most important talent pool is the computer science graduates. “We need a strong platform to attract those people and then develop them,” says Microsoft’s senior HR manager Joe Hoskin. Within the next three to five years, the company anticipates an enormous expansion of its workforce in China, from 1,200 to 3,000 employees. To get there, Microsoft is investing $100 million a year in Microsoft China Research and Development (R&D). According to Hoskin, “that’s a lot of money devoted to talent. At the end of the day, it all comes down to intellectual property and the talent, abilities and capabilities of our people.” At Microsoft, branding plays a key part in attracting and retaining talent. Hoskin explains that the first sell to prospective employees is that they are going to be able to work on high-level technology research to develop products that will change the lives of billions of people around the world. “That vision is attractive to people, and they are passionate about these opportunities.” To support retention, Microsoft aims to create an enhanced work environment. There are massage chairs to help people relax on breaks, freshly prepared fruit in the morning and afternoon, and juices and Starbucks coffee at each facility. There are Xboxes, foosball machines and ping pong tables on each floor. Since the company hires so many graduates straight out of school, the workplace imitates college surroundings. As a result, employees work long hours, enjoy themselves and yet work intensely, too. Microsoft is serious about training and development. Currently, there are about 100 training programs at Microsoft China R&D, such as engineering excellence programs to improve practical skills and work process efficiencies. Two programs provide international exposure: the Marco Polo Program and the Silk Road Scholar. Through the Marco Polo Program, experienced engineers are sent from the U.S. headquarters to Microsoft China R&D for three to six months to transfer technology and development cycles. The Silk Road Scholar enables local Chinese employees to work in the United States for four- to six-week rotations to learn about Microsoft culture and practices,
Leadership Development
In China, individuals with solid managerial and people skills, as well as experience working in a global environment, are rare. Further, companies lose talent when employees have a poor leadership experience with their supervisor. According to Hay Group’s 2007 executive report Winning in China, for example, the lack of Chinese management talent was found by 76% of respondents to be the primary challenge, with only 32% of foreign firms stating they manage leadership talent well. The two other critical challenges were fierce competition in the Chinese market and protection of intellectual property. According to Hay Group China’s managing director Wayne Chen, companies are realizing that leadership style is a key dimension to employee retention, rather than simply relying on money as a lure.6 In addition, many MNCs are now creating unique training programs to address the lack of leadership talent. Microsoft, for example, creates special training for program managers who require technical depth as well as communication and program management skills. To make up for the difference in available talent, Microsoft brings employees from its U.S. headquarters to transfer knowledge and technology to new employees in China. To further gain a competitive edge, the company is revamping its leadership development program to differentiate talent in a more defined way, based on technical or managerial experience as well as levels of leadership potential.
Multinational Corporations in China: Finding and Keeping Talent | October 2007
Many MNCs are now creating unique training programs to address the lack of leadership talent.
meet their partner product teams, deepen product knowledge and capabilities, and get exposure to American culture. Upon their return, they transfer knowledge to Microsoft China R&D. Both programs are learning- and business-driven. Overall, with these many innovative initiatives, Microsoft’s talent management strategy serves the company’s mission well. The next five years will be a critical time of growth for MNCs in China. Microsoft, for example, will continue to groom talent and heavily invest in Microsoft China. In a recent visit to China, Bill Gates emphasized the company’s ongoing commitment to the China marketplace and a plan to create new products and programs that will help bring social and economic opportunity to the estimated 5 billion people who are not yet realizing the benefits of technology. Hoskin explains that Microsoft will be refining its global strategy to develop innovative products and find the talent to create, implement and bring those products to fruition: “To propel Microsoft forward, we will need to cultivate the best and brightest leaders.”
democratic and take a more visionary and strategic approach. Investment in resources will continue to be essential. And as SHRM’s research reveals, to attract, develop and retain talent, MNCs must identify, plan and implement innovative solutions. Long-term success will require well-executed talent management programs for generations to come.
In Closing
To succeed in today’s business climate in China, leaders of MNCs will need to be more
1 Howard, A., Tan Li Tong, R., Wellins, R. S., & Williams, S. (2007). The flight of human talent: Employee retention in China 2006-2007. Bridgeville, PA: Development Dimensions International and the Society for Human Resource Management. 2 Hewitt Associates. (2007, April). Best employers in China 2007. Retrieved July 1, 2007, from www.hewittassociates.com. 3 Howard, A., Tan Li Tong, R., Wellins, R. S., & Williams, S. (2007). The flight of human talent: Employee retention in China 2006-2007. Bridgeville, PA: Development Dimensions International and the Society for Human Resource Management. 4 Gross, A., & Connor, A. (2007, May). Recruiting, retention strategies can save HR managers’ ‘face’. Retrieved July 1, 2007, from www.shrm.org. 5 Ibid. 6 HayGroup. (2007, June). Winning in China. Shanghai, PR China: Author.
Endnotes
Nancy R. Lockwood, SPHR, GPHR, MA, Manager, HR Content Program Project contributors: Patrick Ran, GPHR, Director, Business Development, China Howard Wallack, GPHR, Director, International Programs Steve Williams, Ph.D., Director, Research External reviewer: Lance J. Richards, GPHR, SHRM Global Expertise Panel Member Editor: Katya Scanlan, Copy Editor Design: Shirley Raybuck, Graphic Designer Production: Amie Conteh, Production Traffic Specialist About SHRM The Society for Human Resource Management (SHRM) is the world’s largest professional association devoted to human resource management. Our mission is to serve the needs of HR professionals by providing the most current and comprehensive resources, and to advance the profession by promoting HR’s essential, strategic role. Founded in 1948, SHRM represents more than 225,000 individual members in over 125 countries and has a network of more than 575 affiliated chapters in the United States, as well as offices in China and India. Visit SHRM at www. shrm.org.
Project Team Project leader:
Disclaimer This article is published by the Society for Human Resource Management (SHRM). All content is for informational purposes only and is not to be construed as a guaranteed outcome. The Society for Human Resource Management cannot accept responsibility for any errors or omissions or any liability resulting from the use or misuse of any such information. © 2007 Society for Human Resource Management. All rights reserved. This publication may not be reproduced, stored in a retrieval system or transmitted in whole or in part, in any form or by any means, electronic, mechanical, photocopying, recording or otherwise, without the prior permission of the Society for Human Resource Management, 1800 Duke Street, Alexandria, VA 22314, USA. For more information, please contact: SHRM Research Department 1800 Duke Street Alexandria, VA 22314 USA Phone: (800) 283-SHRM Fax: (703) 535-6432 Web: www.shrm.org/research
07-0719
Multinational Corporations in China: Finding and Keeping Talent | October 2007
doc_415326027.pdf