Enterprises Must Read: How To Retain Talents With Minimum Cost

　　 personnel It has become the common scarcity of overseas development of Chinese enterprises and expansion of multinational companies in China. Resources Factors, and Chinese employees show higher liquidity than the global level. For example, Chinese talents in 2010. market The flow is very active, and the voluntary turnover rate of employees is more than twice that of last year. Therefore, for multinational companies, overseas dispatching has become an important means for attracting foreign enterprises to retain key talents in China, and for those companies facing the front-line cities such as North going and Guangzhou, exploring why employees flow, how to flow and grasp these information will help enterprises retain talents with minimum cost.

According to the survey results of 9986 workplaces from 30 provinces and 13 industries in China, the survey of KellyServices's global employee index released by KellyServices, HR service provider, China talent and World Manager website shows that Chinese employees tend to have higher mobility across regions (transnational and domestic), and more than 80% (82%) of Chinese employees are willing to accept job opportunities in different places, exceeding the global average (77%); over 30% (34%) Chinese employees have stronger willingness to work in transnational areas than the global average (30%); and nearly 50% (48%) Chinese employees tend to work in cities across the country.

The reasons for the acceleration include overseas expansion, mainly in the areas of petrochemical industry, manufacturing and technology, etc. the government encourages industrial upgrading, and the employees of new industries (such as modern service industry) want to learn from overseas mature market. When foreign enterprises attract and retain talents through career development, they often choose overseas jobs as the first choice, while employees want to improve their professional skills through overseas work, increase their cross-cultural understanding, and increase their career opportunities; because of the shortage of overseas talent market, some overseas employees are jumping to other overseas companies with better conditions; the government develops the west, and the traditional industries led by manufacturing industry are gradually transferring to the mainland; China's foreign investment ranks second in the world, and has entered a stage of steady development, and more foreign investment is increasing investment in China's two or three tier cities. Promoting the mobility of Chinese employees

Junior employees have high willingness to work on a transnational basis, but the feasibility is low because junior employees usually have relatively short entry time, relatively low ability, relatively high pressure and high turnover rate. The post-90s and post-80s employees pursue individuality, independence, freshness, weak sense of risk and lighter family burden. They hope to add points to their backgrounds through overseas work experience, but their core competencies are insufficient and the feasibility of transnational work is low. The feasibility of transnational work of key talents (professional and technical management personnel) is very high. The mainstream of transnational work is professionals. They will be engaged in important project management, supervision and advanced research and development. On the other hand, after overseas acquisitions, enterprises need to open up overseas businesses and managers have a large gap.

Chinese employees believe that the first three obstacles to transnational movement are: family and friends (65%), language barriers (15%), and culture (10%). Among them, language and cultural barriers are higher than the global average of employees, especially cultural barriers, which are more than twice the global average (4%). Chinese employees are experiencing similar experiences of foreign employees entering China before. The understanding and tolerance of cross culture is the prerequisite for doing well in multinational management. Other obstacles include cost of living and quality inspection, taxation, safety, relocation costs and so on.

Apart from the rigid factors such as job opportunities, salary and career development, employees are more concerned about the balance between life and work. Employees in first tier cities believe that the top three factors affecting their work and life are far from work place (27%), long time work (21%) and heavy workload (20%).

Workplace is far from a common problem in the first tier cities. Chinese employees are more dissatisfied with this aspect than other countries. The heavy workload is due to the fierce competition in China, which brings pressure on employees' work efficiency, and less concern for abnormal working hours and more business trips, indicating that Chinese employees are willing to spend more time on their work. With more young employees becoming the mainstream of the workplace, Chinese employees are paying more and more attention to the above aspects. 23% of employees expressed the hope that the situation would be changed in 6 months, and 27% of employees would like to change in a year.

Wang Weigang, vice president of Zhaopin recruitment, points out that with the development of China's economy, especially after the 80's and 90's in the workplace, the new generation of employees value the balance of work and life more than the previous generation. The new generation of employees is more diversified in value and more concerned about their inner feelings than their boss's appraisal. These characteristics bring new challenges and opportunities for employers.