多年來，我見證過很多跨國公司在中國人力資源政策的轉變，由最初完全聘用外籍員工到中國周邊國家和地區的亞裔到現在普遍聘用本土人才，中間經歷了一段漫長的路程。在選擇高級人才管理行業並回國發展後，我在中國接觸到了許多熟知行業能力又強的「國產」領導者，他們的成長給我留下非常深刻的印象。現在，大多數總監級別職位已由本土人才擔任；但在全面負責企業營虧的高級管理層比如中國區或是某業務部門的總經理這類高端職位中本土人才仍然很少。
1996年我第一次回國，從那時至現在，本土人才已經取得了驚人的進步；但是一方面資深領導者敏銳地感覺到聘用、開發及留住本土高級人才將非常棘手；另一方面，許多沒有留學背景缺乏海外工作經驗的本土經理人也感到自己在跨國公司中的職業發展飽受挫折。
Over the years I have witnessed the transformation of multinational corporations』 China recruiting strategies. It came a long way, evolving from expatriates to third country nationals to locals. With my latest position with executive search industry in China, I was impressed with the professionals I came in contact with and the strong capabilities and sophistication of those 「home-grown」 business leaders and how far they have come. Currently, most director- level positions are staffed with local talent and few have even broken into executive ranks such as country manager and/or BU heads with P/L responsibilities.
While this is tremendous progress since my first China assignment in 1996, experienced business leaders are sensing 「trouble」 brewing in recruiting, developing and retaining top local talent in China. On the other hand, many of the indigenous grown (those w/o overseas education and work experience) managers are also feeling frustrated about the future growth of their careers within multinational corporations (MNCs).
中國人才缺口
許多人討論過當前中國技術和非技術人才儲備的短缺，特別是跨國公司中的管理人才缺口更大。人才缺口的重災區多位於沿海經濟開發區和許多製造業中心，北京、上海和深圳都處於人才供不應求的狀態。
經濟快速發展、人才市場熱度不減，二者的聯合作用，給許多公司增大壓力因為他們要加倍努力才能將優秀員工留在崗位上努力工作。招聘工作中的挑戰只是一個開端，發展之路上他們會遇到更多的困難，比如：了解專業人才的發展需求、提升他們的領導能力並且儘可能留住人才、延長他們在公司服務的年限。
為了更好地解決這種矛盾，我們需要深入了解問題的關鍵所在，它是人才供求雙方都會遇到的難題。
Talent Shortage in China
Many have discussed the current shortage of both skilled and unskilled labor pools in China especially managerial talent among MNCs. Some of the hard hit regions are coastal economic and manufacture centers such as Beijing, Shanghai and Shenzhen where demand outstrip supply.
The combination of booming economy and hot job market means that companies are struggling to keep their best employees engaged and onboard. The hiring challenge is only the beginning, the more difficult problems to address include understanding those professional’s developing needs, refine their leadership skills and retain them for a period of time.
To properly address the issue, we need to dig into root of the problem as they reside at both 「supply」 and 「demand」 sides
本土人才面臨的挑戰
首先我們將「本土人才」定義為沒有留學背景特別是更沒有海外工作經驗的人才。
與那些有海外工作經驗的同事相比，我認為本土人才正面臨著五大挑戰
Challenges facing local talents
I would first like to define the term of 「local talent」 which means those professionals without overseas education and especially, work experience.
Compared with their colleagues who have overseas experience, I feel local talent are facing challenges in the following five categories:
1 傳統文化遺留的影響
中國有許多本土成長的專業人才，他們缺乏主動向外方學習並改進自己工作方法的心態和意識。很多人既有優秀文憑又有英語等級證書，但工作中他們往往謹小慎微不能積極發揮主觀能動性。同時個人主義和過度競爭的性格使他們很難自然結為合作夥伴；加之受多年的計劃生育政策和舉國教育體制影響，本土人才多缺乏團隊意識、沒有責任感、一味追求成功卻缺乏承受挫折的勇氣和能力；這些因素都使得本土人才在職業發展的道路上與積極參與、團隊合作漸行漸遠。
Culture Heritage
Many of China’s home grown professionals are lacking the mindset to adopt western working practices. Many of them, despite good paper qualifications and English-language skills, are often cautious about taking the initiative. At the same time, their individualism and competitive nature have made it harder for them to be natural team players. Adding to the situation is China’s one child policy and the country’s educational system. Both has also exacerbated the situation towards team work and taking initiatives.
2 管理實踐與培訓
那些業務根基紮實管理經歷豐富的本土管理者能夠正確理解「實戰管理經驗」(「hands-on」 management) 的定義 ，認為管理著重強調的是將組織裡不同級別的個體聚合為一個可靠的團隊，時刻密切關注團隊各方面的情況，以確保所有指令都得到正確執行；但與西方傳統管理學觀念不同之處在於, 他們不太重視合理架構的作用也不太懂得如何建立一個合理的架構。正因為這個原因， 許多歐美公司集團管理層， 特別是那些不太了解和沒有中國「實戰管理」經驗的管理者們普遍認為中國式管理透明度不足。我曾碰到過類似企業中的一些朋友，他們擔任各公司高管職位、在業務上非常成功，卻因為企業管理中的這些矛盾最終離開自己的崗位。
Management Practice & Training
Those who have deep roots in China business understand the concept of 「hands-on」 management where stronger emphasis on putting together a trusted team (」eyes and ears」) at every level of the organization to ensure all directions are followed properly. This approach is different from those who had western business training, who believe in governing by both people and an effective organizational structure. The local China approach can be construed by people at the corporate level (those w/o deep understanding of the regional business environment) as lack of transparency. I have encountered several high level and highly successful executives who have been reassigned due to this issue.
3 全球視角
大多數的本土經理人傾向於培養自己在國內市場的戰術技巧，比方政府關係管理，大多數政府關係的經理人們傾向於在執行策略上多下工夫，比如努力開發與政府官員的關係，關註上下級間監督及匯報政策上的變化。所有這些努力對於企業的日常運作都特別重要。但是，在中國努力建立政府關係，更多的努力應該是創造新機會而非狹隘的利用已有關係。這考驗著本土經理人制定計劃和開拓市場（而非執行）的創新能力，同時也要求本土經理人更積極的參與並促成企業制定全球政府關係戰略。
Global Perspective
Most of the home grown managers tend to have strong tactical skills within the China market. Using government relations management as an example, most of the regional/country government relations managers tend to focus their efforts on executing strategies such as developing relationships with government officials, monitoring & reporting regulation changes, etc. All these effort are extremely important in supporting a company’s daily operation. However, China’s government relations efforts, for the most part, are calling for creating opportunities instead of merely take advantage of opportunities. This challenges local managers creative skills in planning, developing (instead of merely executing) programs. It also calls for local managers to actively participate and contribute to the corporation’s global government relations strategy planning process.
4 溝通方式與企業文化
英語是國內跨國公司的首選工作語言。儘管大多數的本土經理人英語很熟練，但和他們的外國同事相比，很多人仍有過重的口音。口語是否流利是否標準對本土經理人來說非常重要，口語上的弱勢也是他們工作中的一大障礙：大型跨國企業中很多關鍵職位需要「管理上級」的能力、即對更高管理層的企業決策者產生實質影響的能力；而中國傳統意識強調下級與上級的關係應該是服從更非挑戰；加之來自不同文化背景的同事之間普遍缺乏增進感情的共同紐帶；這些因素降低本土經理人在企業中的工作效率及得到晉升的機率。
Communication style and Cultural fit
English is the language of choice among multinationals doing business in China. While most of local Chinese managers are very fluent in the English language, a lot of them still have a fairly heavy accent as compared with their overseas colleagues. This is important and a major hurdle for local managers, as most of the key positions require abilities to 「manage up」; that is, to influence decision makers at the higher corporate level as Chinese tradition of communicating with superiors emphasizes respect NOT influence and/or challenge. Adding to the factor of lack of common bond due differences in culture background, it makes home grown managers less effective within a corporate setting.
5 國際競爭
中國作為高速發展的經濟體已經成為全球經濟的中心。 很多跨國公司視中國為重要的戰略市場並將中國當作下一代全球領導人的培養基地。這樣一來，很多國內職位都可以吸引全球人才，客觀上加重了本土人才的競爭壓力；許多本土人才甚至來自周邊國家和國家的 （3rd country Nationals）管理人才的壓力，這些人普遍具有更強的行業及企業管理背景，但缺乏必要的市場知識和當地關係。
Global Competition
China is the fastest growing economy and has become the center of global commerce. Many multinational companies are viewing China as a strategic market and therefore, training ground for the next generation of global leaders. Under this condition, many China positions have attracted global talent which will add pressure to local talent. Many local Chinese talents are also felt pressure from 3rd country national executives which possess stronger industry and corporate background, but not necessarily market knowledge and local relationships.
跨國企業面臨的挑戰
Challenges facing MNCs
內資經濟的發展
市場形勢已經發生了改變，美國及歐盟的跨國企業已不再是國內的唯一僱主。隨著內資經濟持續成長，越來越多的高級本土人才更傾向於選擇國有企業或知名內資企業而非進入國內的外資公司工作。很多因素造成現在這種局面，穩定和熟悉的工作環境、職業發展潛力共同推動了本土人才轉變觀念。
Rise of the domestic economy
Market has changed in a way that western based (U.S. & EU) MNCs are no longer the sole employer of choice in China. As the China’s domestic economy continues to grow, more and more top local talents are leaning towards choosing State Owned Companies (SOEs) and established domestic Chinese corporations over western based MNCs in China. Among many factors, stability, familiar environment and career growth potential have contributed to the major shift in their decisions.
持續發展問題
儘管國內一些跨國公司通過培訓可以從最基本的職員中提撥管理人才，但這個過程相當耗時。此外，大多數跨國企業的組織發展和培訓體系、流程在這些公司的地區業務中仍然處於初級階段。甚至組織發展類人才本身就是國內的稀缺資源。激烈的競爭與人才資源的不足引起離職率攀升，這使情況更加惡化。人力資源諮詢公司Hewitt的研究結果顯示，國內的跨國企業正承受著每年10%至30%的高離職率。
Development and Retention issues
Although some companies in China do currently train and promote managers from entry-level positions, the process is time-consuming. Moreover, most of the organizational development (OD) and training system and process are still at infant stage among MNCs』 regional operations and OD talent itself is scarce in China. The problem is all the worse because of fierce competition and a limited supply of talent are resulting in high turnover rates. According to research conducted by the HR consulting firm Hewitt Associates, MNCs operating in China are experiencing annual turnover rate between 10% to 30%
招聘並留住高級人才的成本
企業為獲得最好的員工而競爭，而使人才資源成本大幅上升。同樣位於總監級別的職位，在國內工作的高層僱員可以要求得到和他們的美國同聊相當甚至更高的年薪。考慮到中美兩國人均GDP差距本就很大，這種同職同薪的現狀實在令人吃驚。站在持續發展的角度考慮問題，薪資是對員工和候選人起到激勵作用的重多因素之一，應該考慮到的其他關鍵領域還有：
Cost of recruiting and retaining top talents
As companies compete for the best workers, pay and benefits are soaring. A Chinese director level position commands the same even higher annual cash compensation comparing their counterparts overseas in the US. It is remarkable considering the per capita GDP differences between the two countries. On the development and retention side, compensation is only one of the motivating factors for both employees and candidates. Other key areas of consideration are:
工作內容與職責
職業道路的發展與培訓機會
個人與所處團隊、團隊領導間的「化學作用」
公司名聲、規模與優勢
工作條件與工作環境
Job content & responsibilities
Career path development and training opportunities
Chemistry with his/her managers & team
Company’s reputation, size and strength
Work place condition & environment
發展有利於激勵並留住優秀員工的企業文化，不僅是對人力資源經理人更是對企業決策層管理者的知識與領導能力的重要挑戰。
The key Challenge in developing a company culture of motivating and retaining high performing employees reside not only on the knowledge and leadership from HR managers, rather, P/L leadership within the organization.
給跨國企業的建議
Recommendations for MNCs
中國已經成為很多跨國企業的戰略市場。具有長遠眼光的企業都該把招聘、發展並留住高級人才當做頭等大事對待。以下建議供跨國企業參考：
China has become strategic market for many multinational organizations. Those organizations with a long-term vision for the market should put recruiting, developing and retaining top talent as their top priority. Some of the recommendations are as follow:
為高級管理職位的本土人才提供明確職的業發展道路
使員工從感情上更喜歡公司，進而培養他們為公司工作的自豪感
建立優秀員工職位輪流培訓的機制
經常在所有級別的員工中進行「理想工資」的市場調研
建立並維持統一與透明的職位評估和工資結構
建立有挑戰性的工作環境和特殊項目機會來提高員工的工作熱情和成就感
Provide clear career path for local talents to senior management positions
Develop corporate pride by creating emotional attachment for the work place
Provide rotational programs for high performing employees
Conduct frequent market survey on fair compensation for all levels of positions
Develop and maintain a consistent, transparent performance evaluation and compensations structure
Create challenging work environment and unique project opportunities to provoke job excitement and satisfaction.
最後，在中國的跨國企業應該主動向以往的消極思維模式 （不懂中國文化和無法以因地制宜的激勵本土人才）挑戰。
In the end, MNCs operating in china should challenge the negative paradigm perceived that 「companies do not understand the Chinese culture, so they do not try to 「entice」 local talents to stay, be more productive, etc., by using rewards that are important to the locals.」