人力资源全球化的策略与实践(国外英语资料).docVIP

人力资源全球化的策略与实践(国外英语资料) The bottleneck of globalization of Chinese Enterprises Jack. Welch said: talent is the most important priority, people right, the organization will be right.. Therefore, he will spend 60% ~ 70% of the time in the excavation, assessment and training of talent, because this is the key to win.. Studying the academic authority of transnational corporations and Christopher of Harvard Business school. Professor Bartlett and the Sioux, London Business School. Professor Ghoshal pointed out that multinational companies need four talents: Business Manager (global scale efficiency and competitive advantage), regional manager (to capture the local market demand and flexible response), functional manager (international transfer, professional knowledge and ability to integrate all scarce resources and senior managers (Headquarters) the overall plan, selection in front of three kinds of culture, and coordination among them) manager. The most important of these is the head office manager. In the mature stage of multinational enterprises, the top team is diverse, and the team members have rich international experience. For example, in the top executives of General Electric, along with the deepening of globalization, non American population increased from 16% in 2004 to 25% in 2006; the global leader in mechanical engineering field of Caterpillar Inc, the 36 most senior executives in the 30 have worked abroad. Compared with the predecessors, China enterprise globalization journey has just set sail, most of the senior team does not have this diversity and rich experience of working overseas, but also in the global supply of talent facing special bottleneck: Global talent is scarce, and according to a 2005 McKinsey study, only 10% of Chinas current college graduates meet the needs of multinational companies because of language, communication and culture. Over the next 10~15 years, China will need 75 thousand global management talent, but only 3000~5000 of the curr