Research On Qualified Personnel Localization Of AH Company American Branch

With the development of economic globalization and knowledge economy, international operation has become an important means to gain competitive advantage and talent has become the source of enterprise competitive advantage. Chinese enterprises operating overseas experiences and lessons indicate that the disadvantage of its overseas dispatch policy is becoming more and more obvious and talent localization has become the development trend of international human resource management.This paper through to literature induction and research of talent localization at home and abroad in the international operation and systematically analyzes and summarizes the theoretical achievements of talent localization and take the AH company US branch as the example to deeply discuss the talent localization’s theory application, existing problems, countermeasures suggestions and future prospect.The main content of this paper is:the first chapter, introduction, introduces the research background, research purpose and significance, research content and framework, research ideas and methods as well as the research innovation of the Chinese companies overseas talent localization. The second chapter is theoretical basis and literature review, which firstly elaborate the concept of internationalization of management, cross-cultural management, management localization, personnel localization involved in the paper. Then the correlation theory of talent localization is discussed and summarized. Finally local talent at home and abroad about the research literature are briefly described and summarized. The third chapter, AH’s US branch personnel status and problems of localization part introduces the company’s basic situation of international operations, analyzes the cultural background in the market area which AH’s US branch lies in, elaborates the status quo of the branch company’s human resource management, summarizes and points out many existing problems on talent localization during subsidiary six year’s international operation. The fourth chapter, the reason for the existing problems on talent localization of AH’s US branch, aims at the company overseas problems existing in the management, from talent localization idea lag, the talent localization strategy positioning fuzzy, talent localization method is not scientific, industrial relations improper handling and analyses and summarizes the reasons behind the existing problems on overseas operation. The fifth chapter AH US branch personnel localization strategic analysis and recommendations part, aims at the reason of the problem existed in the work of branch operating overseas, first "role, performance analysis model is applied to the role branch is played in the headquarters’international operation, the performance of branch is analyzed, and points out the branch company’s strategic position and its talent localization strategy should be taken. Secondly, through the analysis of the motives of talent localization AH US branch and its market environment which points out that the pattern of its talent localization should be made. Finally, the guiding ideology, principles, and practice about staff recruitment, staff training, performance evaluation and incentive mechanism, industrial relations, cultural integration, cross cultural team building are analyzed in detail and put forward the targeted countermeasures and suggestions for branch’s international human resource management. The sixth chapter, research conclusion and the future outlook part, on the one hand, the research ideas of this paper are summarized, such as the necessity of talent localization, the method of model selection of talent localization, the method and strategy with the talent localization, etc.; On the other hand, the talent localization of the multinational company is dialectically viewed, and the existing problems as well as difficulties may encounter during the process of talent localization are discussed.Research conclusion of this paper:first, the essence of talent localization is to obtain advantageous resources, including low-cost human resources, high-margin technology resources. Second, talent is the core of enterprise resources, management localization in overseas companies rely on the talent localization, the localization talent localization is the foundation of success. Third, talent localization in overseas companies can avoid the barrier of cultural differences. Fourth, overseas company shall, according to their own role localization to decide its talent localization strategy and choose the model of talent localization according to their overseas business motivation and internal and external environment. Fifth, in the practice of the localization of talents of overseas companies, including staff recruitment, training, performance evaluation, performance evaluation, management of labor relations, cross cultural team building, etc. should follow the host country’s laws and regulations, customs, values, religious beliefs, etc.Research significance of this paper:take AH American branch as an example, this paper not only expounds the significance of talent localization to overcome cultural differences, and further reveals the significance of talent localization to management localization and multinational company’s resource getting. At the same time, through to the analysis of the existing problems during talent localization for the AH American branch to find out the cause of the problem and presents the strategic choice and policy suggestion, so as to Chinese overseas companies, as a late start and short time history, when implementing talent localization in different countries with different economic and cultural level, the host country laws, regulations, policies, tradition, habit of particularity should be researched. Through the study of this paper, we expect to offer strategy and methodology guidance to Chinese overseas company’s talent localization.