人力资源全球化的策略与实践（国外英文资料）.docVIP

人力资源全球化的策略与实践（国外英文资料） The talent bottleneck of Chinese enterprise globalization Jack. Talent is the top priority, Welch said. people are right and the organization is right. So he spends 60% to 70% of his time on discovering, evaluating and nurturing talent because this is the key to winning. Study the academic authority of multinational corporations and the harvard business schools Christopher. Prof bartlett and sumantra at London business school. Ghoshal professor pointed out that multinationals need to four types of talents: business manager (achieve global scale efficiency and competitive advantage), regional manager (capture local market demand and flexible response), functional managers (professional knowledge of international transfer, integration of the scarce resources and ability) and headquarters senior managers (global as a whole, the front three manager selection, training and coordination between them). The most important is the senior manager. At the mature stage of the multinational enterprise, the high-level team is diversified and the team members are rich in international experience. Among ges top executives, for example, the number of non-americans rose from 16% in 2004 to 25% in 2006, as globalisation grew. Caterpillar, the world leader in engineering machinery, has 30 of its 36 top executives working abroad. Compared with the predecessors, the globalization of Chinese companies tour has just set sail, most enterprise senior team does not have such diversity and rich working experience in overseas, and in a global talent face special bottlenecks in the supply of: Globalization lack of talent According to a study by the McKinsey in 2005, due to factors such as language, communication and culture, only 10% of Chinas current college graduates can meet the demand of multinational companies. In the next 10 to 15 years, China needs 75,000 global management talent, but the current stock of talent is only 3, 000 to 5, 000. Professional management abilit