Research On The Localized Management Of Talents For Multinational Companies In China

With the continuous development of economic globalization,China has made tremendous contributions to the world economy and gradually developed into the world's second largest economic country.Many multinational corporations have begun to compete fiercely in the Chinese market.After China's accession to the World Trade Organization,the investment environment has obviously been adjusted and improved.Many multinational companies have gradually flocked to the Chinese market,bringing huge capital and technology.In the list of the top 500 companies in the world,more than 400 companies have established multinational companies in China.When many multinational companies invest in the Chinese market,they will design scientific and reasonable management strategies in accordance with the background characteristics of China's economy,politics,and culture.However,in terms of talent management,external assignment of talent is usually adopted,that is,to send people from headquarters to the host country for transnational operations and management.However,most of these management methods have failed,and personnel sent from headquarters have not been able to complete the expected mission and cannot bring about a better operating result for the company.On the one hand,expatriates do not understand the cultural characteristics,customs and market conditions of the host country.Because of language problems,communication with local employees is not smooth.On the other hand,the cost of labor for expatriates is relatively large.Therefore,with the expansion of business operations and development of enterprises,multinational corporations must shift from talent assignment models to talent localization models.The role of talent localization is to help multinational corporations improve management methods,reduce operating costs,promote mutual understanding among corporate members and resolve cultural conflicts.In China,the localization of talents in multinational corporations has gradually become a favorable mode for each of them to compete for market initiative.Under the background that multinational corporations tend to localize talents,the localization of talents has become more and more obvious and has got a perfect development,which has consolidated the talent localization of middle and senior management.Localization of talents as the basis of transnational corporations in all aspects of development is conducive to accomplishing the goal of localization and promoting the globalization of transnational corporations.Predecessors have conducted relevant research and analysis on the nature,meaning,and content of talent localization.However,they still lack the analysis on main reasons for implementation of talent localization strategy and implementation standards from the company's actual aspects.This makes the specific content of talent localization still unclear in the "black box." The purpose of this paper is to use the first-hand information obtained by the author in his work and to explore how to more effectively build a talent localization strategy,what points to pay attention to,and how to implement the localization strategy from the perspective of enterprise's practice.Based on the above considerations,this article first reviews the research related to the localization of talents,defines related concepts,and then combines the status quo of localization of talents in multinationals in China and the implementation cases of localization of talents in multinational companies to analyze and summarize the development direction,characteristics and theoretical basis of talent localization of multinational corporations in China.Secondly,this article focuses on the management practices of Korean CJ Corporation on talent localization in recent years,and the key points of talent localization system have been refined through comparative analysis: localization of key posts,localized cultivation of core talents,and localization of major decisions.On the other hand,it also proposes that in the practice of talent localization,it is not only necessary to use the universal management model for talent localization,but also to pay attention to its own strengths and weaknesses,and continue to focus on and improve the model in line with the experience and lessons in the process of its talent localization.The main framework of this paper is as follows: The first chapter is an introduction,which mainly explains the exploration environment,direction,role and purpose of multinational companies' talent localization.The second chapter summarizes related documents.On the one hand,it introduces the connotations of multinational companies,localization and other terms appearing in the article.On the other hand,it gives a theoretical summary of the causes and effects of talent localization and its impact on corporate performance.The third chapter reviews the current situation of management of talent localization in multinationals in China and summarizes the trend and characteristics of talent localization of multinationals.The fourth chapter summarizes the lessons learned from the success and failure of the talent localization of multinational companies in China.The fourth chapter focuses on the management problems and countermeasures and plans of South Korea's CJ Corporation in China in recent years,and makes in-depth analysis of the three key elements of the talent localization system and the related implementation process.Besides,the goal of talent localization of CJ Corporation in 2020 is also forecasted.The innovation of this paper is to adopt the perspectives of enterprise practice and problem solving,and to analyze the key elements of constructing talent localization system and the implementation path through practical cases.Based on the comprehensive analysis,the following conclusions are drawn: The localization of talents has become a key approach for the development of multinational corporations;the localization of talents is the core foundation for realizing localization goals,and it is an important model for transnational corporations to participate in the global economy.The key elements of the talent localization system are the localization of key posts,the localized cultivation of core talents and the localization of important decisions.