Localizing talent in multinational corporations

Author: Wang Zhaohui
Publisher:
Publish Date: 2007-01-01
Features: Actually, any international issue originates from people, and ultimately must be resolved by people. Therefore, having the right people in the right place at the right time is crucial for a company's internationalization. If this issue can be successfully addressed, I am confident that all other difficulties will be resolved effortlessly. — Duree Chinese companies should be managed by Chinese people. I hope that within five years, you can ask us to leave and allow the true local employees to manage the company. — Li Bingrong, President of Motorola China Achieving cross-border operations means managing resources in foreign lands, with foreign resources, as the boss of foreigners, and earning foreign money. — Lu Guanqiu, Founder of Wanxiang Group China This book explores resource acquisition in international operations, elaborates on three types of employees and four management orientations in international human resource management, and compares the pros and cons of expatriate assignments and local talent development in multinational corporations. It reveals that the essence of local talent development lies in acquiring advantageous resources, including low-cost talent resources and high-profit technology resources. The former demonstrates that local talent development can avoid the high costs of expatriate assignments and overcome the drawbacks of high operating costs in host countries. The latter indicates that multinational corporations can fully utilize the talent of the host country, more directly acquire, allocate, and utilize technology resources, and develop new achievements and products.