What problems should be paid attention to in human resource management of multinational enterprises?

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Human resource management of operating enterprises

In today's world, economic globalization and cultural diversity have brought new problems to the human resource management of global enterprises. With the emergence of regional cooperation organizations such as the European Union, the North American Free Trade Area and the Asia-Pacific Economic Cooperation, the boundaries between countries are increasingly blurred, and the regional economy and even the global economy are increasingly becoming an inseparable whole, which affects the whole body. In this case, the traditional management concept is constantly being impacted. As the motive force and natural result of economic integration, transnational corporations not only face different political systems, legal norms and customs, but also promote mutual understanding, mutual penetration and continuous integration of various cultures. Managers of multinational companies often encounter problems such as how organizations with different management systems and values communicate and cooperate, and how employees with different nationalities, cultural backgrounds and languages cooperate.

The intensification of cross-border mergers and acquisitions makes human resource management more complicated. For example, since the 1990s, the wave of corporate mergers and acquisitions has been increasing worldwide. According to UNCTAD statistics, from 65438 to 0999, there were 6700 global cross-border mergers and acquisitions, amounting to 720 billion US dollars. The study of global enterprise mergers and acquisitions by McKinsey & Company in the United States shows that only about one-third of the mergers and acquisitions are successful, and most of them are unsuccessful or flawed. The main reason is that the problems in the transition and integration period of enterprises in the late stage of M&A are not handled well, especially the differences in corporate culture and human resource management of the merged enterprises, which lead to failure. It can be seen that human resource management is a topic of concern to enterprises all over the world.

After China's entry into the WTO, China will participate in international competition in a wider and deeper scope. As more and more domestic enterprises enter the international market, their human resource management problems are increasingly prominent in front of multinational enterprise managers. Moreover, the human resource management of multinational corporations in China is more complicated than that of foreign multinational corporations, because apart from the differences in nationality, language, culture and internal management system, China enterprises operating overseas also face many problems brought by different social systems and different ownership structures.

There are many misunderstandings in human resource management.

There are many factors for the success or failure of enterprise management, and people are the decisive factor. Due to many reasons such as history and system, although most multinational enterprises in China have gone abroad, their management concepts and methods have not got rid of the brand of planned economy for a long time. There are misunderstandings about human resource management, talent introduction, development, use and incentive, and there is a lack of effective talent management and incentive mechanism. As a result, enterprises can not meet the needs of the international market, and it is difficult to achieve the best benefits, and a considerable number of enterprises have caused operating losses. Mainly manifested in:

First, the misunderstanding of management concept.

It is difficult to give full play to people's enthusiasm and creativity by replacing human resource management with labor and personnel management. The personnel management of modern enterprises should fully realize that human resources have initiative and motivation. The development and management of human resources is centered on "people", seeking mutual adaptation between "people" and "work", and organically linking the development of "people" with the development of enterprises. This concept of returning to humanity in management field is one of the most remarkable signs of modern personnel management. For a long time, China enterprises have no human resource management, only personnel management. This management model emphasizes "work" as the core, and requires people's adaptability to work. The assessment of employees' job performance depends on job requirements, and the standard of salary distribution depends on job characteristics, such as the size and level of positions. It takes "work" as the core, which inhibits people's initiative and creativity and is not conducive to the improvement of work quality and efficiency. The human resource management of state-owned enterprises has not got rid of the transactional management mode, and has not brought human resource management into the strategic management category of enterprises. This kind of personnel management often pays attention to transactional operation, but is not good at developing the potential ability of personnel.

Second, the misunderstanding of attracting talents.

First, pay more attention to academic qualifications than ability. When employing people, many enterprises often only pay attention to academic qualifications, but ignore the quality and practical ability of talents. Many people have accumulated rich practical experience and strong working ability in practical work, but for various reasons, they have no academic qualifications or diplomas and cannot be promoted and reused. Some enterprises select talents on the condition of academic qualifications, and the requirement is that they must be masters or doctors. As a result, many doctors and masters were recruited, but the actual effect was not necessarily good. Some are useless, others are overqualified, resulting in a waste of talents.

The second is to emphasize ability and ignore self-cultivation. Some enterprises only pay attention to the technical level and management ability, but ignore the moral cultivation of talents, which leads some so-called "talents" with ulterior motives to take up important positions or even leadership positions, resulting in confusion in enterprise management and economic losses.

Third, we should not organically combine introduction or development, but focus on one aspect. As we all know, there are two ways for enterprises to acquire talents: external introduction and internal development. These two approaches have their own advantages and disadvantages: paying attention to the introduction of external talents can have a large number of talents in a short time and reduce training fees; Paying attention to the development of internal talents can reduce the investment in talents and improve the efficiency of use. However, focusing only on external introduction will dampen the enthusiasm of internal employees, and focusing only on internal development will make enterprises lose their vitality. Therefore, the two must be organically combined to achieve the best results.

Third, the misunderstanding of talent use.

First, enterprises attach importance to talent introduction and investment, but ignore the exhibition environment. Introducing or cultivating talents is also an investment, which will inevitably bring benefits to enterprises, but it needs certain conditions. Conditions include not only the salary, welfare and housing in life, but also the scope of responsibilities and interpersonal relationships at work, and the working environment and conditions are the key to the effectiveness and benefits of talents. Many enterprises attract and arrange talents with high wages and housing benefits, but they do not create a relaxed environment for talents to play their talents, which makes many talents feel that "heroes are useless", "being in the Cao Cao camp and being in the Han Dynasty" and "job-hopping fever" reflect the problems of enterprises in employing people. Talents can't work smoothly, and naturally they can't bring benefits to enterprises.

The second is to emphasize the use and ignore the value. The value of talents not only reflects the responsibility and contribution to society and enterprises, but also reflects the respect and demand of society and enterprises for talents. In practical work, some enterprises can't treat the value of talents correctly, attach great importance to the contribution of talents, but ignore the needs of personal development of talents, thus dampening the enthusiasm of talents.

Fourth, the misunderstanding of the incentive mechanism.

Material incentive and spiritual incentive are two different incentive methods commonly used by enterprises. However, in the incentive mechanism of multinational enterprises in China, material incentives are often emphasized rather than spiritual incentives. Enterprises often give material rewards by raising wages and improving welfare, which can achieve certain results in the short term, but no matter how high the treatment is, it is impossible to be satisfactory. As we all know, Maslow's demand theory divides human needs into five levels, namely, survival, security, social or emotional needs, respect and self-realization needs. Material demand is a lower level demand, and spiritual demand is the highest goal that people pursue. The so-called attention is to meet the spiritual needs of employees and stimulate their enthusiasm for work. To meet their self-development needs, spiritual encouragement plays a more decisive role in this respect.

Fifth, the misunderstanding of personnel flow.

It is manifested in fear of talent flow. The flow of talents is the inevitable result of social production development. From the enterprise itself, on the one hand, the enterprise needs a stable talent team to maintain its normal activities, on the other hand, it also needs to adjust its personnel structure with the help of talent flow. Therefore, it is normal to maintain a certain proportion of personnel flow. No matter how good the company is, it is impossible to guarantee that there is no job-hopping. But in fact, many enterprises are afraid of the flow of talents from the perspective of organizations and personnel, and set up various obstacles to avoid the losses caused by it and reduce the flow of talents as much as possible. The result of doing so is counterproductive, which actually greatly reduces the attractiveness of enterprises to talents and the vitality of enterprises themselves, and may cause more brain drain.

After China's entry into the WTO, the competition for talents has become more intense.

After China's entry into WTO, multinational enterprises in China will face greater competition and pressure in human resource management, mainly from two aspects:

On the one hand, it is talent competition of enterprises in other industries.

Talent shortage is a common problem faced by global enterprises in the future. Whether it is a domestic company. European companies, American and Japanese companies all have this problem. The transnational operation of China enterprises depends on attracting outstanding talents for enterprises, but in reality, the most headache for enterprises is to find and retain talents. From the perspective of transnational operation, there will be a shortage of employees who have certain professional skills, are familiar with foreign laws and regulations, understand foreign languages, have creativity and management ability, and can be loyal to enterprises. The shortage of excellent management talents and project managers is more prominent. In the past, in the process of transnational operation, enterprises focused on training a group of young people to take on heavy responsibilities and serve the company. Nowadays, with the liberalization of the talent market and the continuous emergence of emerging industries, the unstable components in multinational enterprises have increased and the flow of talents has become faster. Because the wages of information industry, computer, network and other industries are much higher than those of traditional industries and foreign trade departments, they often attract the best talents, which leads to the phenomenon of "job-hopping" from traditional industries and foreign trade departments to high-tech industries and brain drain. In this way, the time for talents trained by the company to work in the company is greatly shortened. This will pose a great threat to the development of multinational enterprises in China.

On the other hand, it is the competition from foreign enterprises in the same industry.

After China's entry into WTO, with the opening of the domestic market, a large number of foreign companies will enter the China market, and all kinds of domestic enterprises will inevitably face the problem of brain drain. In order to operate in China market, foreign companies have not only brought abundant funds and advanced technology and management services, but also failed to bring more technology and management personnel due to the personnel control mode adopted by the China government. They need to hire a large number of China employees in the China market, which is also the need of the localization of multinational companies' business and the inevitable choice to reduce costs. Because the treatment of foreign companies is much higher than that of similar domestic companies, and they can provide a more relaxed working environment, by then, a considerable number of senior technical and management talents will flow to foreign companies and Chinese enterprises; The talent problem will be very serious.

Renewal of human resource management concept

After China's entry into WTO, China's multinational enterprises are facing many opportunities while competing for talents, among which the biggest opportunity is to further open up and bring new ideas and methods of human resource management. The concept of human resource management in China was gradually introduced from abroad after 1980s, and it has developed rapidly since 1990s. Some enterprises began to introduce foreign advanced human resource management model, and combined with the specific situation of China to carry out innovation and application, and achieved good results. For example, Haier's management thought of "people-oriented management" fully attaches importance to and exerts the cohesion of corporate culture; Lenovo's transformation from relying on individuals to institutionalized management. After China's entry into WTO, China is further integrated with the world economy. The concept of modern human resource management will gradually replace the traditional personnel management and be recognized by more enterprises, thus pushing the management of enterprises in China to a new level.

Accelerating the flow of talents is not only a challenge to enterprises, but also an opportunity for enterprises to select outstanding talents from a wider range.

some advice

Under the background of China enterprises' full participation in economic globalization and integration into the international economic system, combined with the opportunities and challenges faced by China enterprises' human resources management after the Eighth World Congress, China multinational enterprises should make preparations as early as possible, update their human resources management concepts, improve their management level, and take active actions to reduce the loss of brain drain. The author believes that the following aspects should be considered:

First of all, we should establish the concept of great human resource management and incorporate human resource management into the development strategy of enterprises. Multinational enterprises should change the traditional personnel management mode, from the traditional work-oriented management mode to the "people-oriented" human resource management mode, so as to maximize the enthusiasm of employees. Only in this way can the human resource management of enterprises get rid of transactional work completely and move towards a higher management level.

Secondly, we should attach importance to and give full play to the effectiveness of corporate culture and encourage innovation. Establishing an innovative corporate culture in line with the actual situation of enterprises is the root of improving the cohesion of enterprises. In the fierce competition of modern enterprises, if there is no innovation, it will be difficult for enterprises to develop, and even if they survive, they will face crisis. The same is true in management. Through constant self-denial, self-transcendence, and constant sublation, enterprises improve their management level and improve the utilization efficiency of human resources.

Third, the sources of talents are diversified. A large part of multinational enterprises in foreign markets can learn from the management experience of multinational companies, adopt the management mode of localization and internationalization of human resources, and boldly use foreign talents to serve China enterprises. Needless to say, using local people for management has many advantages. For example, Zhejiang Wanxiang Group 1994 set up a subsidiary in the United States, and the general manager was hired from the former American General Motors Company, and the annual salary was 720,000 US dollars, much higher than the original salary level; In addition, the general manager came to Wanxiang because he saw Wanxiang as a company with great development potential. The purpose of Wanxiang Company's hiring American management is to turn Wanxiang American Company into a localized company, with a high starting point, operating according to American standards and norms, and positioning its export target in the mainstream market of the United States. Wanxiang Group is a manufacturer of universal shafts for automobile parts. From the beginning, the company focused on large automobile companies such as General Motors. Sure enough, after five years' development, the export of Wanxiang American Company has increased from $5 million to more than $40 million in 1999. At present, it continues to maintain a good momentum of development and has carried out a series of other cooperation with General Motors.

Fourth, human resource management should be linked with the economic benefits of enterprises, establish various forms of systematic incentive mechanisms, and attach importance to spiritual incentives. When determining the post reward level, enterprises must consider the incentive mechanism and have an appropriate degree. If reward is not incentive, employees will lack motivation, which is the source of high output rate; On the other hand, if the salary is too high and the labor cost rises, it will also make the enterprise lose its competitiveness and cannot be supported. Therefore, the formulation of salary must be linked with the contribution of employees and the economic benefits of enterprises.

When formulating the incentive mechanism, multinational enterprises in China should grasp the following aspects: First, the objectives of the enterprise should be combined with the personal development goals of employees, that is, the goal setting should not only reflect the requirements of the enterprise goals, but also meet the personal development needs of employees, otherwise it will be difficult to receive good results; Second, the combination of material encouragement and spiritual encouragement. Material encouragement is the foundation, but it is not everything. Spiritual encouragement is the foundation. The perfect combination of the two can make enterprises really retain talents and mobilize the enthusiasm of employees at a higher level. Spiritual motivation can be multifaceted, such as goal motivation (setting a development goal and commending it for achieving it), honor motivation (giving various honorary titles or commendations), participation motivation (encouraging employees to participate more in the business activities of enterprises) and so on. Third, the principle of combining internal incentives with external incentives, with internal incentives as the mainstay and external incentives as the supplement; Fourth, combining positive incentives with negative incentives, giving priority to positive incentives and giving full play to employees' development opportunities.

Fifth, be good at using external resources to serve the human resource management of enterprises. Compared with multinational companies, enterprises in China are small in scale, generally lacking in human resources departments and experience. In this case, we can learn from the experience of foreign enterprises and consider making special plans for the development of enterprises by professional consulting institutions. Of course, not only the human resource management planning, but also the development strategy planning of enterprises should seek the opinions of professional consulting companies and make full use of external resources to serve the development of enterprises. Although China's consulting industry started late, it has developed rapidly. At present, there are many such service intermediaries. Outsourcing some services is an inevitable development trend for multinational enterprises in China to enter the international market and connect with international practices.