What are the main modes of human resource management in multinational corporations? What are the characteristics of various models?

The human resource management of multinational enterprises generally has the following modes:

1, localization mode based on cost considerations

Some multinational companies have adopted the localization model of executives for cost reasons, and these multinational companies have a high degree of localization. For example, the Unilever company under study follows the local human resource management habits of China subsidiary in the setting of senior managers. The company mainly employs or selects China people as senior managers, and 60% of the senior managers are China people. However, Unilever believes that in order to better implement the company's development strategy and management model, the president of the subsidiary should be the manager of the home country, and the local manager should not get involved in this level of management positions, so the president of China is still a native European. In addition, GE company also belongs to this situation.

2. The global center model based on strategic considerations.

For strategic reasons, Coca-Cola Company has adopted a global center strategy in China, and the current president of China District is British. The senior managers of various departments basically come from all over the world. Coca-Cola Company's global center model is to recruit and select employees worldwide, meet the local demand for executives, and train and equip talents globally. Coca-Cola Company focuses its human resource management on coordinating global goals and local responsiveness, turning cultural differences into business opportunities, using senior managers from different countries to improve the creativity and flexibility of enterprises, and providing potential managers with opportunities for growth. Ericsson also adopts a global talent setting strategy.

3. Regional center model based on regional cooperation.

M&A enterprises have followed the original mode of setting up senior managers in the parent company, but they are not completely localized. In March 2000, Danone Group of France acquired 54.2% shares of Robust. The newly acquired Robust company's senior management position in China follows the original home country model-it is set from the whole East Asia region according to the regional equipment. It is made up of people from Hongkong, Taiwan Province, Malaysia, Singapore and India, and the senior management of China subsidiary can also serve the whole East Asia. The flow of managers of subsidiaries in this region can strengthen the cooperation of subsidiaries in this region, which is conducive to the gradual transition to the global center human resource management model.

4. The ethnocentric model based on cultural considerations.

Similar to the previous research conclusions, Japanese companies Lotte and Toshiba in China have adopted the human resource management model of ethnic center. Its executives are all sent by the headquarters of Japanese companies. Therefore, the mobility of local managers below the middle level in these two companies is extremely high, and basically few managers below the middle level have worked in the company for more than two years. This is caused by cultural differences, conceptual differences and professional differences between China and Japan.

Ethnocentrism mode is the management means from the home country and the operation of the cultural dominant subsidiary, and only the managers from the home country are the first choice of the company's top managers. The parent company strictly controls the employees of its subsidiaries. The key positions (such as president and chief financial officer) of China subsidiary are directly dispatched by the parent company. The senior managers employed in China are limited to the human resources and information service departments, while the employees in China are generally engaged in auxiliary or auxiliary work. The evaluation and promotion of employees also adopt the home country standard.