What kind of soil suits me? Solve the confusion of foreign companies and private enterprises

Zhang Xin now regrets her job-hopping a year ago. At that time, he had worked in a small company with more foreigners than employees in China for more than three years. It was a friend who called for two hours and advised him to jump into his friend's private enterprise. A year later, Zhang Xin still hasn't adapted to the atmosphere of private enterprises. Change is an inevitable choice. ...

Now people like Zhang Xin who jump from foreign companies to private enterprises are like crossing a river. However, many people are as confused as Zhang Xin. Of course, some people have experienced this difficult adaptation process, and they are equally comfortable in private enterprises.

Helen (worked for 5 years, joined a private enterprise two years ago, and will soon return to a foreign company):

In fact, no matter what enterprise, the key is to see if it has its own development space. I switched from a foreign company to a private enterprise two years ago. At first, I felt uncomfortable with everything, including working environment, corporate culture, interpersonal communication and so on. In particular, there are few opportunities for vacation (now the company only takes one day off a week). However, with the passage of time, perhaps it should be said that pearls will be discovered one day, and the environment makes everything. Now living here is very comfortable and feels good.

More importantly, you can learn more here, which is unmatched by foreign companies. I feel that the division of responsibilities of foreign companies is too clear, and what I have learned is limited to work. But private enterprises need generalists. At first, you may complain that you have done too much work, many of which are not within your scope of work, but when you change your job later, you will understand that this is actually a huge asset for you. Communication ability is an important condition for the survival of this society, and private enterprises can exercise a person's talent in this respect. In this world, only you adapt to society, not society adapts to you.

Shi Feng (worked for 4 years, 1 year as a state-owned enterprise, 2.5 years as a foreign enterprise, and now is a private enterprise):

I am a technician. Since I graduated from college, I have worked in state-owned enterprises, foreign enterprises and private enterprises. I feel that if you can't take a middle-level position in state-owned enterprises, there is not much room for personal progress, so you can only teach yourself privately; The corporate culture of foreign companies is good. When I first entered, I thought I could learn a lot. However, because the division of work is too fine, after a period of time, you are familiar with the work, accustomed to the culture and operation mode there, your pressure will be less, your work will always be confined to that small scope, and you may start to depreciate without learning much new things. In private enterprises, you will be very busy and have a lot of miscellaneous things to do, but on the other hand, you can learn a lot that you can't learn in other environments. Many things are multifaceted, depending on how you measure them and what your orientation is.

Zhang Xin (worked for 3 years and joined a private enterprise 1 year ago):

It is comfortable to work in that small company with more foreigners than employees in China. Everyone does his duty. I like the relaxed atmosphere of the company best. I often argue with my boss about a problem. Even a boss who is used to it will apologize to his employees. A sincere "sorry" can smooth all previous grievances. However, all this is different in private enterprises now. In the past six months, I have been trying to adapt to the environment here, but ... I need the cooperation of others in my work. I don't know why, they don't think this is what they should do, and they have to wait for the leadership. Another big difference is that there is a lot of room for development here, but there are also many human factors. The director established the present department. On the one hand, he needs to consolidate his position, on the other hand, he needs to use the system to restrain employees. As a result, he complained that he was too responsible to care about anything, but he never let go of anything. No one here wants your advice, and no one wants to do more.

I have summarized that the norms of foreign companies are: occupation; The characteristics of private enterprises are: arbitrariness. If you go to a private enterprise, you must be a supervisor, otherwise the scope of work like mine is infinite, but in the end, no one respects you, your contribution is not affirmed, and you will only fall into endless loss. I like "working happily", so I want to go, but I can. I feel that my sense of accomplishment this year has not been satisfied, and I am a little unwilling; If I don't leave, this environment is really not suitable for people with my personality.

Foreign companies used to be the dreams of many people: high salary, comfortable office environment, fast working methods and frequent exchange activities ... Now many "old foreign companies" who have worked in foreign companies for many years have left foreign companies, and many have gone to private enterprises. The media has paid a lot of attention to the difficulties faced by senior talents in this transformation process. In fact, this is also the same problem encountered by this growing group. They feel uncomfortable in working environment, corporate culture and interpersonal communication. There is no doubt that many differences between foreign companies and private enterprises are the reasons for this inadaptability, but where are the reasons for such great differences?

The gap in the development stages of enterprises

According to the human resources manager of a joint venture (this enterprise was originally a private enterprise), this is because there is a gap between the two sides in the development stage of the enterprise. The management system of foreign enterprises requires each company to perform its duties and the team to fight as planned. Most foreign companies entering China already have a good management platform and corporate culture, while most private enterprises in China have no time or time to establish them. The bosses of private enterprises are most concerned about the loyalty and stability of enterprise management, and most worried about the formation of gangs within enterprises. If he can't control it, the enterprise will collapse as soon as the gang goes wrong. There is a saying in today's society that 80% of professional managers who enter private enterprises from foreign companies fail. The difference between foreign enterprises and private enterprises lies in whether there is a management platform that can give full play to their talents, and the establishment of this platform is by no means overnight.

Private enterprise culture is mostly boss culture.

A consultant of Xincheng Consulting Co., Ltd. believes that because most private enterprises lack rigorous strategic thinking, planning, foresight and strategic development, most private enterprises are often eager for quick success and lack long-term respect and concern for talents. This is also related to the corporate culture of private enterprises. China's corporate culture is often established by the founders. It can be said that too much private enterprise culture in China is boss culture. It plays a vital role in the initial development of an enterprise, but if the corporate culture becomes an absolute boss culture, then it is an absolute personality cult culture, and the boss becomes the god of the enterprise, no one dares to challenge this enterprise again. This kind of culture will inevitably exclude foreign cultures, especially after the arrival of senior talents, it is difficult to integrate well with enterprises.

Cultural and traditional differences are the key

Different from the HR manager, Julia, a career consultant, provides another perspective: there are indeed many differences between foreign companies and private enterprises, which can not be simply explained by the differences in the development stages of enterprises, but more caused by the differences in cultural traditions. It is important for people who work hard in the workplace to recognize this difference and adapt to it. In his view, these differences include: 1, leadership and technical ability: foreign-funded enterprises pay more attention to leadership when recruiting talents, while private enterprises pay more attention to technical ability. Foreign-funded enterprises usually think that good leadership is the premise of completing tasks, and good employees must be good leaders, even if the positions are not necessarily leadership positions. Because only with good leadership ability can we set the direction for the work and complete the work independently with high quality. Private enterprises pay more attention to technical ability, and whether the candidate has the work experience and skills of this position; 2. "Virtue" and "talent": foreign-funded enterprises emphasize "virtue" and private enterprises emphasize "talent". Of course, the "emphasis" mentioned here is relative, because both foreign companies and private enterprises hope to find talents with both ability and political integrity, but in the actual recruitment and selection process, foreign-funded enterprises pay more attention to the factor of "morality"; 3. Potential and qualifications: Foreign companies value potential, while private companies value qualifications. Foreign companies recruit people for tomorrow; Private enterprises recruit people to meet the needs of today's work, so it is particularly important to have the skills needed for today's work. Julia said that these characteristics of private enterprises are obviously not explained by the gap in development stage. At present, many private enterprises have a sound personnel system and a complete corporate culture, and their management system is not inferior to that of many foreign companies. However, the market environment and cultural traditions determine that the employment outlook of private enterprises will definitely be different from that of foreign companies. As a professional, adapting to different environments is the basic quality. (Cheng Liang)