Write a paper on "International Human Resource Management". Note: It is not a graduation thesis, but an ordinary final thesis, which is about international human resource management.

With internationalization and globalization sweeping the global economy, the economies of various countries are closely linked with the world economy. With the increasing international economic exchanges, many enterprises have begun to enter the international market. Technology and exchanges between enterprises, regions and countries are developing continuously. International enterprises and transnational corporations play an important role in economic and political affairs in the world today.

Strategy is like a weather vane, guiding the development of international enterprises. This paper will focus on the development and changes of international enterprises, focusing on strategic human resource management. Through the comparison between Haier Company and Coca-Cola Company, this paper explores the effective strategy of enterprise's international operation.

Keywords: strategic human resource management, international enterprises, internationalization

With the increasingly fierce economic competition sweeping the world, strategic management has begun to focus on the relationship between internal resources, strategy and enterprise performance from focusing on the environment as the decisive factor of enterprise performance. Human strategic resource management of international enterprises mainly discusses effective human resource integration from the perspective of global strategy of multinational companies. Today, this paper will start with Haier, a well-known enterprise in China, and Coca-Cola, a successful enterprise in the United States, and analyze the enlightenment of strategic human resource management to human resource management in China.

1. Overview of strategic human resource management of international enterprises

1. 1. Multinational Corporation Strategy and Strategic Human Resource Management

As we all know, the strategy of multinational corporations consists of four parts: localization strategy, internationalization strategy, multi-regional strategy and transnational strategy. In China, many famous foreign enterprises have chosen localization strategy. Abroad, many successful China enterprises have chosen the globalization strategy. Today, the two multinational companies in the article are also typical representatives of these two phenomena.

Schuler, Dowling and other experts believe that the so-called international human resource management is actually a theory of enterprise human resource management on the functions, policies and practices of enterprise human resource management under the condition of considering the transnational strategic activities and international business objectives of enterprises. As a basic element of strategic decision-making, the effective implementation of international human resource management plays a key role. The human resource strategy based on strategic goal selection affects the development direction of multinational companies. Endogenous factors depend on international management structure, internationalization tendency of headquarters, competitive strategy and international management experience. Exogenous factors depend on industry characteristics and national or regional characteristics.

1.2. Matching of human resources strategy and competitive strategy of multinational corporations

According to different international competitive strategies, the human resources strategies of multinational companies are also different. Multi-center human resource strategy model is more conducive to the implementation of localization strategy of multinational corporations. The strategic mode of human resource management in regional centers is most conducive to supporting regional strategies. The international human resource management of ethnic centers can provide the most effective and ideal human resource management mode. Without exception, companies that adopt transnational strategies adopt the international human resource management of the Global Center.

At the same time, the human resource strategy should also be coordinated with the company's overall strategy. The lowest level of integration is administrative transactional integration, the second level is one-way integration, the third level is two-way integration, and the highest level is comprehensive integration. These four levels are constantly improving, and multinational companies should always bear in mind that human resources strategy will always serve the company's overall strategy.

2. "Global Blue" Haier's strategy of going global

2. 1. "Two feet" step out of the international strategic goal

Haier is one of the earliest enterprises in China to implement the internationalization strategy. Like other enterprises in China, Haier has not been influenced by the international community.

Give up when the road is rough, and always explore and try internationalization. Haier has always stressed the need to "walk with two feet": in China, this foot can only stand "real" by consolidating the domestic market and ensuring its advantages; The other foot should be "stable" abroad and open up foreign markets, relying on brand localization. The formulation and implementation of Haier's internationalization strategy are all around the goal of building an international brand, and the realization of this goal depends on this feature, which runs through every link of Haier's internationalization road.

In China, Haier has been committed to the trust and recognition of consumers. Haier has developed from a "service-supported brand" to a "quality-supported brand". By producing and selling high-quality products, we have changed the image of "low quality and low price" of domestic products, enhanced the brand image and laid the foundation for building a world-class brand.

In foreign countries, Haier chooses to try to sell globally unified products. Similar marketing methods focus on its R&D and manufacturing activities in the home country, which can bring economies of scale and quality benefits. There are many restrictive factors for China enterprises to strengthen domestic market and foreign market. Zhang Ruimin believes that the most important factor is the lack of brand image support, which makes it difficult to form a substantial pull on the market. Haier believes that enterprise internationalization is first and foremost brand internationalization. If a country does not have its own world famous brand, it will always be a supporting role in the world economic stage. The goal of Haier's internationalization strategy is to realize the internationalization of Haier's brand, and to formulate Haier's internationalization strategy on this basis.

2.2. "Three steps" to develop international strategy human resource management steps

In the field of design, Haier has attracted more than 200 international brands to develop together with Haier; In the manufacturing field, at present, 17 international cooperative factory is manufactured by Haier brand; In the field of marketing, many brands use Haier's brand reputation and global marketing network to make Haier brand go global; In the field of logistics, Haier has attracted many foreign-funded enterprises to enter China to entrust Haier logistics; In the supporting field, Haier has attracted 74 international suppliers to build factories around Haier Industrial Park. In the field of after-sales service, Haier brand has attracted many famous professional service providers and call centers around the world to serve Haier brand. These are all Haier's

In order to realize brand internationalization, the purpose is to let more countries and enterprises know about Haier.

Haier's trilogy of going out. Haier's internationalization strategy with the goal of realizing international brand is divided into three steps, that is, the process of creating international brand is divided into three stages, namely, localization cognition stage, localization rooting stage and localization brand stage.

The first step is to "go global" according to the principle of "creating brand" rather than "earning foreign exchange", and export products to explore overseas markets, push products to overseas mainstream markets and gain "popularity". Choosing localization strategy puts local response in the first place, and the company strives to provide attractive products or services to meet customers' needs. Haier has its own local production facilities, marketing strategists and distribution system, uses local raw materials, and mainly employs employees in target countries.

The second step is to "enter" according to the principle of "market first, then plant". When the sales volume reaches the break-even point, we will open overseas factories, enter mainstream channels abroad, sell mainstream products, and create a "reputation". The first two steps are to get to know each other. The human resources strategy practice of Haier multinational company branch tends to adopt localization policy, not the parent company's policy. On the premise of the trinity of local financing, local financial integration and local culture, Haier's sales in the United States are all local production, local management and local manufacturing. Strategically adapt to American racial superiority, pay attention to the antagonistic relationship between employers and employees according to local individualism, and choose the issue of collective negotiation and coordination between employers and employees. Haier said: We have been improving.

The third step is to "go up" and implement the "trinity" local development strategy according to the localization policy, so as to gain "reputation", that is, to go up and truly become the mainstream brand in the local market. This step is the most difficult. Looking for a chess master, Haier's internationalization strategy swept the world and chose to set up a factory in the United States. First of all, it became a localized brand in the United States, in order to "make things easy first and then difficult". Haier's market chain participation mechanism, resource passbook and other management modes encourage employees to innovate constantly: the innovative ideas of budget management and resource integration provide Haier people with solutions to achieve their goals. Now, Haier's new development model is "integration of people and goods", which is a closed-loop information system integrating people, goods and goods.

Haier's strategic human resource management has to be envied by many multinational companies. Haier chooses transformational human resources strategy. Recruiting key personnel from outside is a human resource management system and mechanism aimed at foreign subsidiaries. It breaks the traditional culture of China, adapts to the business environment and adopts the most sensitive localized human resource management mechanism. With the development of overseas business, Haier gradually formed the Haier global managers team, which laid a solid foundation for Haier to become an internationally renowned brand. For example, Haier American trading company was established by Haier headquarters in the form of holding and Jamal's trading company in the United States. The reason is that Haier believes that "only people who grow up eating American coffee can bring out authentic American coffee." Jamal and his partner Meiwei gained great autonomy. They managed brands and won new customers. Haier American Trading Company doesn't have a China employee, but it is actually an American company. Of course, the salary is also in accordance with American standards. In this regard, Zhang Ruimin believes that it is very cost-effective for the parent company to employ local people to manage overseas enterprises and implement the localization policy of management talents. Although the salary paid to foreign managers is much higher than that paid to domestic managers, through comprehensive comparison and balance, local talents can be hired only if they meet the salary level of the host country, and the value created by local people for the enterprise by using their own advantages is difficult for China managers to achieve. Although Haier's production center in the United States is a wholly-owned enterprise of Haier, at present, except for a few personnel sent by China, its main management personnel are all Americans.

3. The strategy of introducing "China Red" Coca-Cola into China.

3. 1. Strive to practice the localization strategy of "China Kung Fu"

Coca-Cola, as the world's first brand, has opened the China market and entered thousands of households, becoming a well-known bestseller in China. But who knows that the sales volume of 1986 in China is only 4 million cases, and by 200 1, the number has increased to 450 million cases. Doctor Du attributed Coca-Cola's success in China to the localization strategy, that is, practicing China Kung Fu hard. Throughout China, Coca-Cola employs about 6.5438+0.5 million employees, all from China. This convinced Dr. Du: "China will be our biggest commercial market in the future.

Before 1998, consumers in China always saw the bright red and vibrant appearance of Coca-Cola, which left a deep impression on consumers in China with its most typical American style and American personality. Coca-Cola's marketing strategy changed greatly on 1999. I chose to shoot in China for the first time, invited China advertising company to design for the first time, and invited China actors to shoot advertisements for the first time. Clearly gave up the American identity that has been consistent for many years. In order to gain more market share, Coca-Cola is making great strides in the localization of China. From 1996, Coca-Cola began to try another localization strategy ── developing new products suitable for the tastes of China people, and successively launched "Tiandi" pure water, tea series and another successful fruit-flavored soda "Eye-catching".

3.2. Coca-Cola's "Four Steps" to Open the China Market

The first song, Consignment, is a gentle serenade and jumps into the market. In the early 1980s, they made Coca-Cola enter Beijing Friendship Store and foreign-related hotels for the first time by consignment trade. In China, agents can make a profit without money. At that time, he could only buy foreign exchange certificates. The annual consignment is about 200 tons, and the agent can earn some foreign exchange. Coca-Cola has since entered the China market and gained a firm foothold.

The second song, giving away production equipment, is a powerful March to promote the import of puree. Starting from 198 1, Coca-Cola headquarters in the United States successively gave Beijing and Guangzhou Di Zi production equipment for bottling. However, we need to import the company's original pulp with a secret formula, and then mix it with China bottled sugar and water, and label it with the American trademark, so it became Coca-Cola produced in China.

The third song, the beautiful waltz of investing in a joint factory to expand the Ming market. The Sino-US joint venture "Shenmei Drinking and Shake Company" set up two production workshops in Shanghai on 1988, and the US side managed the production of raw pulp with secret recipe. A workshop, covered with protoplasm and filled with water. The investors are mutually beneficial, and the concentrated puree produced in China can be used by domestic factories and exported to the international market. "Coca-Cola" keeps its formula secret, and uses China's productivity to further expand its market.

Fourth, expand social influence and make a beautiful concerto. 1990 Coca-Cola Company donated 3.2 million yuan to the Asian Games and jointly held the "Coca-Cola" Good News Award with the Information Department of the Asian Games. In 2007, on the eve of the one-year countdown to the Beijing Olympic Games, Coca-Cola, as a sponsor, began to adjust its strategic layout in China.

Unlike Haier, Coca-Cola entered the China market in its early years, and its human resources strategic model is also different. Gradually realized the strategic mode of human resources from the national center to the global center. Start the company headquarters to make strategic decisions, and the main positions of domestic and foreign companies will be held by the managers of the head office. In other words, the head office sends people to manage the branches. Evaluation and promotion also adopt American standards. Through continuous development, Coca-Cola continuously acquired Huiyuan Juice and other enterprises, and exchanged shares with COFCO, which once again strengthened its control over the overall strategic management of China and its initiative in market competition. Began to move towards comprehensive business on a global scale, emphasizing only ability, regardless of the nationality of employees. In the main position of any subsidiary. In the R&D center in China, combined with the exclusive formula of the US headquarters, global management began. Take Beijing Coca-Cola Company as an example, they pay attention to the development of individual and team cooperation, with internal employment as the main factor and external recruitment as the supplement. Combined with the open human resource management model, it is not only used for recruiting people, but also for corporate culture construction. Internal motivation is greater than external motivation, so that every employee is proud to be a Coca-Cola.

4. Enlightenment from the international human resources strategy of large enterprises in China.

4. 1. The specific performance of the strategic practice of human resources in the branches of multinational corporations

According to the successful internationalization strategies of two international enterprises, this paper summarizes the similarities and differences of human resources strategies of some branches of multinational companies. We can see the following enlightenment:

First, from Haier going abroad to Coca-Cola entering China. It can be seen that the practice of human resources strategy of subsidiaries of multinational companies tends to adopt localization policies, rather than the policies of parent companies. The similarity between the two is that they finally adopted the global center human resources strategic model. The localization route is very popular with multinational companies.

Secondly, from Coca-Cola Company's acquisition of Huiyuan Juice, combined with COFCO and other behaviors, it can be seen that the branch established in the form of acquisition follows the local human resources strategic practice more than the branch established in the form of peaceful investment.

Thirdly, as Haier and Coca-Cola continue to penetrate into the international market, we can see that the longer the branch is established, the more similar its human resource management practices are to the local ones.

Fourthly, the gradual shift of strategic direction has made Coca-Cola Company more and more popular and China-oriented in China, and made Haier's internationalization model more and more mature. It can be seen that the human resource strategy is negatively related to the cultural differences between the home country and the host country.

4.2. China enterprises to deal with multinational talent localization strategy.

It is time for China to deal with the talent localization strategy of multinational corporations. We can't help but be overjoyed to see a state-owned enterprise like Haier go abroad. At the same time, we should also note that foreign companies like Coca-Cola and Procter & Gamble are also approaching. Coca-Cola can buy Huiyuan juice today, and maybe one day it will rush to Mengniu, Yili and other dairy industries to buy it. We need to be vigilant and not sit still.

First, attach importance to the safety of talents from a strategic perspective. Under the new situation that the process of economic globalization is accelerating and scientific and technological progress is changing with each passing day, human resources have become the most important strategic resources, and the security of human resources has become the basis of national security. In view of the influence of multinational companies' talent localization strategy in China on China's talent security, we must learn from international experience and vigorously implement the talent security strategy in order to effectively safeguard talent security.

Second, strengthen the policy guidance for multinational companies to implement the talent localization strategy. It should be noted that multinational companies' implementation of talent localization strategy in China is to maximize profits, so it will inevitably have negative effects. On the whole, we must strengthen the policy guidance for multinational companies to implement the talent localization strategy in China. Its premise is "active and effective", its method is "guided by circumstances" and its goal is "win-win", not "special control" of multinational companies.

Third, the training, use, allocation and incentive mechanism of innovative talents. The biggest negative impact of multinational corporations' talent localization strategy in China is brain drain. In order to reduce this influence as soon as possible, it is imperative to adhere to the scientific concept of talents based on the requirements of coping with international competition and enhancing China's international competitiveness, firmly establish the concept that talent resources are the first resource, talent advantage is the greatest advantage, and talent development is the first driving force for economic and social development, and further innovate the mechanism of talent training, use, allocation and incentive. The first is to establish a training mechanism for innovative talents. The second is to establish a mechanism for using innovative talents. The third is to establish an innovative talent allocation mechanism. The fourth is to establish an incentive mechanism for innovative talents. Further establish distribution incentive mechanism, human capital property right incentive mechanism and social value incentive mechanism that can fully reflect the value of talents, so as to better attract talents, retain talents, give play to talents and enhance competitiveness.

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