New Models of Human Resource Management in China and India by unknow

Author:unknow
Language: eng
Format: epub
Tags: Social Science, Ethnic Studies, General, Regional Studies
ISBN: 9781136230615
Google: kZ1RkKE-_doC
Publisher: Routledge
Published: 2013-07-04T04:15:53+00:00

Some local approaches to talent management

Given the depth of the present and future talent shortages in both India and China, it is not surprising that multinationals, local companies and government departments have adopted a range of techniques for their attraction and retention, combining traditional with more modern approaches. Thus, together with the provision of competitive rewards and benefits packages, leadership development, continual learning and structured career development opportunities, coaching and mentoring, as well as the outsourcing of peripheral functions, many organizations have adapted their selection systems to access available technologies, and to more closely match the expectations and communication styles of new generation applicants. As examples, some companies in India and China employ applicant-friendly company websites, online screening and testing systems, and maintain comprehensive human resource management databases in order to access internal ‘talent pool folklore factors’ (Bassett et al. 2005: 3) as well as ‘smart’ business addresses and global relocation opportunities for external labour markets. With respect to the sourcing of different labour markets, Indian and Chinese companies have also ranged broadly, seeking talent from regional cities as well as from the major cities of Bangalore, Beijing, Guangzhou, Mumbai, New Delhi and Shanghai.

As discussed above, others have sought to lure skilled applicants from the diaspora (hǎiguī or ‘sea turtles’ in Chinese) with varying degrees of success, or consciously seek a blend of expatriates and locals. Multinationals often use global career paths (for example, Motorola) as inducements for talent attraction and retention. Perhaps the most innovative approaches use employee referrals, mobile phone numbers, email and SMS to contact potential applicants, as described by Downing et al. (2008: 16):

good firms reinvent themselves from ‘blue-jacking’ (SMS-ing) to social networking ... these new solutions allow you to reach out and get the attention of talent.

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