management
投稿者: ken678 投稿日時: 2001/06/19 19:14 投稿番号: [17953 / 196466]
・Hewitt Associates finds that the shortage of talent worldwide leads many companies to seek employees with a strong track record ,team orientation、the ability to immediately contribute to the business and an ability to see'the big picture'
・Hewitt Associates recommends that in the search for a global presence ,companies should make"global choices"in management and hire equally from non‐U.S.
corporations . In addition ,companies that maintain a formula of adequate compensation.
fulfilling work and a chance to learn in a non-threatening organizational climate will be able to retain and develop employees from expatriate as well as local sources.
In Hewitt Associates' work with a fast food joint‐venture company in China ,the firm found that local Chinese employees lacked the management skills required by the U.S-based parent company. To create management continuity ,Hewitt provided extensive training in management ,customer service and performance management ,as the company wished to ultimately replace several expatriate leaders with locally developed talent.
・Research notes that the hiring of HCNs(Host Country Nationals)for top management positions in subsidiaries is advantageous because expatriates play central roles in helping companies grow abroad only after undergoing a period of instruction by a local manager. Development of local managers is recommended due to the following:
・High failure rates of expatriate managers(as high as 70 percent in developing countries)
・High costs associated with sending PCNs(Parent Company Nationals)on international assignments
・Local connections
・Knowledge of the local market and business practices
・Knowledge of cultural preferences
・Developing local talent is difficult in that suitable workers are often difficult to obtain.
Companies must prepare to invest heavily in standardized training, the use of headhunters、raiding of other multinationals, governments and state‐owned enterprises for the identification of potential talent. Recommended strategies for"mining"local talent include:
・Establishing relationships with foreign universities-Motorola, Nortel Networks, Proctor
and Gamble
・Hewitt Associates recommends that in the search for a global presence ,companies should make"global choices"in management and hire equally from non‐U.S.
corporations . In addition ,companies that maintain a formula of adequate compensation.
fulfilling work and a chance to learn in a non-threatening organizational climate will be able to retain and develop employees from expatriate as well as local sources.
In Hewitt Associates' work with a fast food joint‐venture company in China ,the firm found that local Chinese employees lacked the management skills required by the U.S-based parent company. To create management continuity ,Hewitt provided extensive training in management ,customer service and performance management ,as the company wished to ultimately replace several expatriate leaders with locally developed talent.
・Research notes that the hiring of HCNs(Host Country Nationals)for top management positions in subsidiaries is advantageous because expatriates play central roles in helping companies grow abroad only after undergoing a period of instruction by a local manager. Development of local managers is recommended due to the following:
・High failure rates of expatriate managers(as high as 70 percent in developing countries)
・High costs associated with sending PCNs(Parent Company Nationals)on international assignments
・Local connections
・Knowledge of the local market and business practices
・Knowledge of cultural preferences
・Developing local talent is difficult in that suitable workers are often difficult to obtain.
Companies must prepare to invest heavily in standardized training, the use of headhunters、raiding of other multinationals, governments and state‐owned enterprises for the identification of potential talent. Recommended strategies for"mining"local talent include:
・Establishing relationships with foreign universities-Motorola, Nortel Networks, Proctor
and Gamble
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