Foreign Manager, Expatriate Or Open Recruitment?

"Case"

A

Before 2000, the company got a certain business.

Due to time constraints, the company is eager to enter the Shanghai market.

In August, 2008, the first chain branch company was established in Shanghai. The general manager of the company chose to recruit the manager of the branch office in Shanghai. The manager made use of his original sales channels to make Shanghai branch's performance flourishing. However, the company's strategic requirements for departing from the head office and the decision of the head office were inactive in its future operation. Finally, there appeared a contradiction between the departure from the head office management and the establishment of a chain store by the head office.

After repeated warnings, the head office had to make a decision to resign the manager of the branch and replace it with the outstanding business person from the head office.

The management of the company continued the management mode of the head office after its arrival. The management of the branch was carried out in strict accordance with the requirements of the head office, avoiding the situation of controlling the company from the head office.

As the manager of the branch company is mainly responsible for the market operation and outstanding business ability, the scoring company's performance keeps increasing.

But unexpected problems arise. The manager of the branch office has not had any contact with the specific management work, and the personnel of the Shanghai branch are all southerners, who have some estrangement in communication.

But the headache for the general manager is that the turnover rate of the branch is so large that only the expatriate manager is left.

Through investigation, the branch managers only pay attention to daily business work, communicate less, neglect personnel management problems, and make a mess of sales personnel training.

The strategy of A general manager is to build a team in every branch and rely on the strength of the team to push forward the development of the branch.

But today's situation makes the general manager of the company plunge into a puzzlement of recruitment. Is the foreign manager, expatriate or recruitment elsewhere?

Case analysis

Jumping out of the strange circle of recruitment can solve the confusion of recruitment.

Commentary on "branch manager, expatriate or recruitment"?

In reality, we often encounter such a phenomenon, the excellent talents in the new post after a period of time, the performance of the person often fails to achieve the company's expectations.

We often think this is a problem of recruitment, for example, the confusion caused by the above recruitment is such a problem.

But if we classify this kind of problem as a mistake in recruitment, this will make our recruitment work go wrong.

Because the key to the problem is not to choose between the two. Although the appearance of confusion directly refers to the recruitment of personnel, there are a series of problems behind the confusion, such as personnel training, personnel assessment and so on.

In this regard, I would like to make the following analysis to try to solve this problem, hoping to attract some valuable advice.

First of all, we can not directly attribute this problem to the mistakes in recruitment, and the training mechanism behind the problem involves enterprises.

To put it simply, recruitment is to find the right people according to the job requirements. The two categories of people in the case can basically choose the right people, but the question is whether the right person can ensure that the person's behavior or performance is in line with the company's requirements. The problem is obviously not so simple. The biggest problem in the case is the management of the off-site personnel.

The most direct way for us to manage people from different places is to set up a perfect training mechanism to create managers in different places, especially branch managers, so that their behaviors can meet the requirements of the company.

The confusion encountered by the A enterprises is related to the training mechanism of the enterprises.

The first type of personnel is in different places recruitment. This type of personnel's work style, thinking way and his management of the branch company have strong personal ideas. His understanding of the management mode, enterprise strategy and enterprise culture of the head office will lead to the development of the branch company contrary to the requirements of the head office and eventually lead to the departure from the control of the head office.

The second category belongs to his own expatriate staff. Because he is familiar with the management mode, corporate culture and company strategy of the head office, he can take these into the construction branch, which is not available to the recruiter.

But in reality, we will find a lot of business backbone, from the business to management positions, they often appear to be unable to manage the work, especially dealing with the relationship between the internal staff, so that they can not afford to pay any attention.

On this issue, companies need to develop systematic training courses for regular training so as to enable them to successfully change their roles.

Here, I can mention the problem of cadre echelon construction. If an enterprise wants to continuously acquire useful managerial talents, it must establish a cadre echelon suitable for its own enterprises.

A sound and mature training mechanism can solve the problem of people's abuses, and solve the problem of unclear understanding of Companies in remote recruitment.

The best case for solving such problems is many multinational enterprises. They train professional managers who have different international cultural background, ability and working style or way of thinking through the training mechanism to continuously train the talents they need. Through training system, they can solve the problem of expatriate and off-site management well, so that they can meet the requirements of the head office, so that they can inherit the corporate culture and management mode of the company.

This is of great significance for us to solve the problem of personnel training.

Secondly, we should give full play to the leverage of performance appraisal so as to keep the operation of the branch company in line with the head office. The most important problem of the branch management is not to let the branch run out of control. Besides training, strengthening communication, unifying ideas and acquiring management skills, there must be a set of management tools to enable the division's performance to meet the requirements of the head office, and to promote the development of the branch with the tools of assessment. At the same time, we should give full play to the guiding role of the performance appraisal so as to make the managers and employees in different places know the requirements of the head office, and guide the personnel behavior and management mode and development direction of the branch company to meet the strategic requirements of the head office.

This will keep the branch company under the control of the head office, so that we can solve the problem of the development direction of the branch, and better solve the problem of the remote manager.

Again, the deeper reason for confusion is the stage of human resource management.

We know that traditional human resources management is dealing with various complicated and pactional work. Each module is independent, not an effective management system, and can not support and promote each other. The main manifestation is that it can not effectively support the realization of company strategy, so it lags behind the development of enterprises.

In the case, A enterprise's human resource management is at this stage, which leads to such confusion.

Therefore, this requires us to liberate from the traditional human resources management work, enhance the strategic level, consider the problem from this level, establish a systematic human resource management module, and enhance the level of human resource management.

Only in this way, the confusion of these enterprises will not exist.

The construction of strategic human resource management is a gigantic systematic project. It requires a certain amount of time and money, and requires us to make efforts for human resources management.

At present, the human resource management of many enterprises is still in the traditional management stage, lags behind the pace of enterprise development, and is far from supporting the company strategy and serving the goals of the company strategy. Therefore, the emergence of confusion is inevitable.

Therefore, based on the above reasons, I think that this confusion is not a recruitment problem, but a higher requirement for human resource management in enterprises.