日中関係

･Establishing relationships with foreign nationals at U.S.universities-General Electric,
Gillette
･Establishing international Trainee Programs or Company Schools-Gillette, HSBC, Motorola, BOC Gas
･To avoid poaching of local talent, multinational companies are advised to develop attractive value propositions that establish brand recognition and a"best company to work for'mentality.
･The University of Bradford's Management Center in the United Kingdom finds that parent companies often place expatriates on international assignments to fill positions with particular knowledge, develop an international mindset among future, local managers, or aid in
the coordination of organizational development and flow of information. Basic impact of successful expatriate assignments is as follows.
･Greater control over asset loss
･Greater efficiency in centralized decision‐making and communication efforts
･Immediate filling of vacant management positions
･Industry knowledge of parent company
･Mentoring capabilities often extended to local managers for future development
･Expatriates are crucial in sustaining international growth because the development of new businesses in particular requires a facilitated transfer of their skills. Not withstanding, American expatriate managers experience greater rates of failure than many other nationalities､for lack of proper cross‐cultural training, pre‐departure suitability assessments and sufficient sense of connection to the parent company.
･One of the benefits of hiring local managers is the presence of a middle management"buffer'layer, uniting(as is the case of Japanese firms in China)top management to local workers and accelerating the flow of information.
･Workforce magazine notes that newly transplanted expatriates often experience culture shock and difficulty adapting that a local manager would not have.