What kind of talents do multinational companies need?

So, what kind of talents do multinational companies need? 1. A foreign language is still a "stepping stone". As we all know, if you want to enter a foreign company, you need to pass the language barrier, and a foreign language is still a "stepping stone". However, judging from the supply and demand situation in the talent market of foreign companies in recent two years, the demand for pure language professionals is declining year by year. For example, since March this year, foreign-funded and joint ventures such as IBM, Cisco, M-S, HP, and Tianshi Software have taken the corresponding foreign languages as the basis for interviews at large and medium-sized talent recruitment fairs held in Guangzhou, but there are almost no positions for pure language majors. Three years ago, due to the shortage of foreign language talents, foreign languages occupied a high position in a person's comprehensive ability. Now, foreign companies need "compound" talents who have a good foreign language foundation and high professional skills in some aspects. As a matter of fact, Shanghai, Beijing and Guangzhou University of Foreign Studies have launched the education reform plan of cultivating "compound" talents three years ago and put it into practice. 2. International mode of thinking should have certain internal qualities if it wants to become the management or professional talents needed by multinational corporations, among which the most important thing is to have an open mind and the concept of globalization. Only in this way can we deeply understand the transnational strategic development plan of multinational corporations. Because the corporate culture and management practices of multinational companies are international. Most senior managers have received systematic education and training abroad, and many of them have worked in world-leading companies or similar enterprise environments, and their strategic thinking mode, market analysis ability, professional skills and management experience are all international. Under the background of economic globalization, the management or professional talents of a multinational company must have international thinking and behavior habits. 3. Pay attention to working experience According to a sample survey, most multinational companies generally require relevant work experience when recruiting talents. According to the main person in charge of the human resources department of China International Technical Intelligence Cooperation Company, which has 2 foreign customers, "Work experience is very important, and only in this way can you introduce yourself fully. A weighty resume is a stepping stone and the main prerequisite for getting an interview opportunity". One quarter of Chinese employees who hold senior management positions in foreign companies have foreign education background; 2/3 people have a master's degree or above; 95% people have working experience in foreign companies; Most people have been struggling in their respective industries for at least 8 years. From this point of view, rich work experience is very important. 4. Preferred compound talents The knowledge structure and work skills of compound talents are between generalists and professionals. When the market decision of a multinational company is determined, whether it can win in the fierce market competition depends to a great extent on the loyalty and responsibility of these talents to the enterprise, the organization ability of the team under their jurisdiction and the cooperation and communication ability of the brother team. Because the talents trained by the traditional "professional education" and "academic education" in ordinary schools can't keep up with the demand for compound talents with the rapid development of modern IT industry for the time being, even those who have obtained MBA or PMI or PMP diplomas from famous foreign universities will encounter the problems of "making foreign things serve China" and "combining theory with practice". Therefore, for a long time, there has been a shortage of talents at this level, just as the CEO, CTO, CFO, COO and HR executives at home and abroad sigh: "A thousand troops are easy to get, but one will be hard to find", "Where have they all gone?" They all regard it as "God help me" to be able to dig such talents from business competitors! Compound talents are generally suitable for positions such as general manager of group branch, vice president, deputy general manager, chief engineer or director, professional manager, etc. 5. Real professionals are needed. In addition to the basic qualities and professional ethics of ordinary employees, the biggest feature of such talents is that they have an excellent professional foundation and professional skills (including planning, administrative management, financial management, human resource management, system design or application software development, etc.), and they can be independent in professional technology. The value of such talents to the enterprise embodies "dedication and brilliance" for everyone, but on the whole, it reflects the technical strength and professional expertise of the whole enterprise. Since the "Nasdaq crash" and the collapse of IT websites in the second half of the year before last, people seem to think that the supply of such talents exceeds the demand, but it is not. The HR director of a foreign company once interviewed more than 2 so-called experts in two weeks, and found that the majority of them were lack of basic skills or aging knowledge, and only about 15% of them could be technically independent (for example, completing an industry solution alone). -Gold