By Richard Brubaker由Richard布鲁巴科

In terms of human resources, the current debate is focused on the continued need for multinational corporations in China to increase hiring of local staff, particularly for operations management, while decreasing or completely removing expatriate staff. 在人力资源方面，目前的辩论重点是继续需要，跨国公司在中国增加雇用当地员工，尤其是对业务管理，同时减少或完全消除外籍工作人员。 Reasons for this shift away from expatriate staff include the high cost of salary and benefit packages, questionable value (in terms of productivity and ability to drive the business), high failure rates and most recently, the large readily available talent pool of expatriates already based in China (“halfpats”). 这种情况的原因偏离外籍工作人员，包括成本高昂的薪金和福利，值得商榷的价值（在条款的生产力和能力，推动企业） ，高失败率，最近一段时间，大量现成的人才，外籍人士已经基于在中国（ “ halfpats ” ） 。

Many within China agree that there is a shortage of local talent in the middle management sector.许多中国同意，是有短缺的本地人才，在中层管理部门。 In the past, this was a significant issue as companies had only two options – to hire and relocate expensive expatriate staff from overseas, or inexpensive, inexperienced local staff. Previously, this HR decision was made all the more difficult by the fact that many companies had yet gain a solid foothold in China.在过去，这是一个重大问题，作为公司只有两个选择-雇用和搬迁昂贵的外籍工作人员从海外，或廉价的，经验不足的当地工作人员。以前，这个人力资源作出决定，所有更加困难事实，即许多公司尚未获得了坚实的在中国立足。 Without a solid track record behind them, these companies had to make the crucial hiring decision of placing their future in China in the hands of one manager, who would be responsible for directing the market entry strategy.没有一个坚实的往绩，他们背后，这些公司不得不作出关键的决定聘用，把他们的未来在中国的手中，一经理，谁负责指挥进入市场的策略。

In the last 5-10 years however, a new breed of manager has emerged – the “local hire expatriate”, or halfpat.在过去的5-10年，但是，一个新品种的经理出现了-“当地聘请的外籍” ，或h alfpat。 Following the slowdown of the US economy in 2000, western and Chinese professionals begun relocating overseas, to seek better employment and career opportunities.以下放缓，美国经济在2000年，西方和中国的专业人士开始迁往海外，寻求更好的就业和职业机会。 In China this resulted in a new wave of halfpats, typically fresh graduates or professionals with less than 5 years work experience.在中国，这导致了新一波的halfpats ，通常是应届毕业生或专业人士与不少于五年的工作经验。 Many had already studied China’s language, culture and business environment for 1-3 years while in the US, and sought opportunities that leveraged these assets in China.许多已研究中国的语言，文化和营商环境为1-3年，而在美国，并寻求机会，杠杆这些资产在中国。

Expatriates外籍人士

An expatriate (expat) is typically a Western-trained senior level manager who has accumulated 15-20+ years experience within a single industry.一外籍人士（外籍人士） ，是典型的西方受过训练的高层经理谁，积累了15-20年以上的经验，一个单一的产业。 Usually recruited for their ability to oversee a particular division of a multinational company, outside China, their scope of work expands to include higher-level managerial duties, in China.通常招聘的能力，以监督某一部一间跨国公司，在中国以外，他们的工作范围扩大到包括更高层次的管理职责，在中国。 Typically relocated with their family in tow, these managers don’t have any local language skills, aren’t particularly culturally aware or have any significant understanding of the local market.通常搬迁与他们的家人在拖车，这些经理没有任何当地语言技能，都没有特别的文化知道，或有任何重大的了解本地市场。 Their strength lies in their knowledge of the industry and they ability to manage business units back home.他们的优势在于他们的行业知识和他们的管理能力的业务单位回家乡。 Recently though, we have seen the emergence of the “perpetual expat”, who moves from one foreign market to another.最近虽然，我们已经看到出现了“永恒的外籍人士” ，谁的动作从一个外国市场的另一个。

Typically a China post (or any international posting for that matter), is granted towards the end of a career or as part of the final progression towards a Vice President or CEO level position back in the home office.通常是英文中国邮报（或任何国际张贴，为此事） ，是理所当然的在接近年底时的职业或作为的一部分，最后进展迈向一个副总裁或总裁级别的立场，早在家庭办公室。 With their years of management experience and long-term understanding of the corporate culture, expats are expected to: instill key qualities/values in local staff; increase market share in existing markets; identify new markets for business growth; and manage a reduction in manufacturing costs.与他们多年的管理经验和长远的认识，企业文化，外籍人士预计：灌输的关键素质/价值观在当地工作人员;增加市场占有率在现有市场;找出新的市场的业务增长;和管理减少了在制造业成本。 Expats tend to see their China stint as a 2-3 year temporary assignment that will conclude with them and their family being repatriated to the home office.外籍人士倾向于看到他们的中国不惜为2-3年临时指派，将结束与他们和他们的家人被遣返到家庭办公室。

The first 3-6 months of an expatriates stint in China are commonly perceived as a honeymoon period.第一3-6个月的一个外籍人士不惜在中国普遍视为一个蜜月期。 Both business and private life offer new, exciting glimpses into another culture and another way of getting things done.双方的商业和私人生活提供了新的，令人兴奋的一瞥另一种文化和另一种方式获得的事情。 A simple visit to a supplier can result in a dinner at a local restaurant and a relaxed, interesting conversation conveying a sense of adventure for all involved.一个简单的访问，供应商可能会导致出现一个晚餐在当地餐厅和一个宽松，有趣的谈话传达意识，冒险为所有参与。 However, the following 2 ½ years can rapidly descend into a series of difficult, frustrating experiences which are exacerbated by a lack language skills or clear understanding of social and cultural nuances, which affect all aspects of business and private life and often result in severe culture shock.但是，下列2年半能迅速下降到了一系列的困难，令人沮丧的经验，这是加剧了缺乏语言技巧或清醒的认识社会和文化的细微差别，影响了各方面的商业和私人生活，而且往往导致严重的文化休克。

Halfpats halfpats

Whether lured by a sense of curiosity or a strong belief in China’s potential, in the last 5 years a significant wave of foreign halfpats (including overseas-born ethnic Chinese) began studying Chinese language and culture in Beijing and other key cities.是否诱惑感好奇，或一个强大的信念在中国的潜力，在过去五年显着波的外国halfpats （包括海外出生的华裔）开始学习中国语文及文化科在北京和其他重点城市。 The majority, recently graduated or young professionals, moved to China without a predetermined career path.大多数人，最近毕业或年轻专业人员，转移到中国，没有一个预定的职业生涯路径。

After the first 6-12 months of language training, most of these halfpats began their China careers in the fields of market research or business development.之后，第一6-12个月的语文训练，大部分这些halfpats开始他们的中国职业在各个领域的市场研究或发展业务。 For the majority, who were rarely technically-trained, their value lay in their Western training/education and their ability to communicate in Chinese.对于大多数，谁很少在技术上训练有素，他们的价值奠定在其西部培训/教育和他们的能力，以中文沟通。 They were capable of developing effective networks, communicating efficiently with foreign clients and managing lower-level execution by small local teams.他们有能力制定有效的网络，沟通，有效地与国外客户和管理级别较低的执行由小地方队。 Generally, these positions offered little more than a chance to learn how to conduct business in China, as salaries were often low, heavily commission-based and without benefits (eg accommodation, transportation or health insurance).一般来说，这些职位提供多一点的机会，以了解如何进行在中国的业务，作为工资往往较低，大量基于委员会及无好处（如住宿，运输或健康保险） 。 The value of these jobs was the badge of honor afforded by on-the-job training after 1-2 years, when better salary packages were offered.的价值，这些职位是荣誉徽章所提供的对-在职培训后1 -2年，当更好的薪金套件提供。

The Pros利弊

There are more than simply financial benefits to hiring halfpat staff.有更多比单纯的财政利益，雇用halfpat工作人员。 Perhaps the greatest advantage is their cultural understanding and language skills – which simply cannot be underestimated in a market like China.也许是最大的优势是他们文化的理解和语言技能-这根本不能被低估，在市场和中国一样。 These two characteristics allow halfpats to hit the ground running and give them a sustainable advantage over traditional expat managers.这两个特点让halfpats打地面运行，并给他们一个可持续的优势，比传统的外籍经理。

The overall stability and long-term commitment of halfpat staff is also superior to that of the average expat.整体稳定和长期的承诺， halfpat工作人员也优于即平均外籍人士。 In fact, many remain in China for a 5-10 year period which makes them less of a risk in terms of failing to complete their assignment.事实上，很多留在中国为5-10年期间，使他们少了一个风险的条款，未能依期完成他们的任务。 Its estimated that 60% of expats are unable to complete the duration of their assignments.其估计，有60 ％的外籍人士是无法完成的时间，他们的任务。 Considering the cost of relocating an expat and their family to an entirely new country, it is in a company’s best interests to reduce these high levels of staff turnover and failure rates.考虑到成本，搬迁一外籍人士及他们的家人到一个完全新的国家，这是在一个公司的最佳利益，以减少这些高层次的员工流动率和失败率。

Halfpats are also far more capable of moving throughout the country quickly, due to their considerable network of contacts after 3-5 years – which again, simply cannot be underestimated in China. halfpats也远远更有能力的运动在该国全境迅速，由于其相当大的联系网络后， 3-5年-这再次，根本不能低估在中国。 This characteristic means halfpat staff can produce results at a faster rate than an expat, which saves the company considerable investment funds.这一特点意味着halfpat员工可以产生的结果在速度超过一外籍人士，从而节省了相当大公司的投资资金。

Finally, as students of the language and culture, halfpats are far more capable of identifying cultural trends that can be crucial to the company’s development, overall business strategy and ability to outperform competitors.最后，由于学生对语言和文化， halfpats远远更能够确定的文化发展趋势，可以至为重要，公司的发展，整体商业策略和能力，超越竞争对手。

The Cons该意见

The key concern in hiring halfpat staff is determining their ability to understand the industry, the company’s position in that industry and their potential to use this information to drive the company forward.主要关注在雇用halfpat工作人员是决定自己的能力，了解行业，公司的立场，在工业和他们的潜力，利用此信息，以推动公司前进。 The biggest tradeoff between halfpat and expat staff is the halfpat’s lack of familiarity with the company, its operations (locally and globally) and its overall strategy.最大的权衡之间halfpat和外籍工作人员是halfpat的不熟悉的公司，它的业务（本地和全球）和其整体的策略。 The time required for them to learn this, and their in China, must be carefully assessed.所需的时间，他们要了解这一点，和他们在中国，必须仔细评估。

From a long term perspective, another concern is that halfpats may find it difficult to see their long-term career goals played out within the company itself.从长远的角度来看，关注的另一个问题是， halfpats可能难以看到他们的长期职业目标，发挥出在该公司本身。 Unlike expats, who are sent to China, halfpats don’t necessarily have a job at the home office to return to.不像海外，谁发送到中国， halfpats并不一定有工作在家庭办公室返回。 In fact, many halfpats may perceive a stint in the home office as their “expatriate assignment”.事实上，很多halfpats可能察觉到一不惜在民政办公室，作为其“外籍转让” 。 Therefore its important for multinational companies that hire halfpats to understand their potential career path within China – regardless of whether that path leads to senior positions in China or the home office.因此，其重要的多国公司雇用halfpats ，了解他们潜在的职业发展道路符合中国-不论这条道路，导致高级职位，在中国，或家庭办公室。

Conclusions结论

The changing needs of multinational companies in China have led to a change in staff hiring practices and HR requirements - particularly the reliance on expat staff.不断转变的需求，跨国公司在中国导致了改变，在工作人员的雇用做法和人力资源的要求-尤其是依赖于外籍员工。

Where expats were once the only option companies had in terms of foreign staff hire, a new breed of professionally qualified, Western-trained, bilingual non-local staff has changed the HR landscape.凡海外曾经是唯一的选择，公司已在条款的外国工作人员的聘用，一种新的专业资格，西方训练，双语的非本地员工已经改变了人力资源的景观。 These halfpats have provided companies with a financially viable alternative to expat staff, often accepting salaries that are less than half that of the average expat.这些halfpats提供了公司与一个在财政上可行的替代办法外籍工作人员，往往接受的工资是少于一半，即平均外籍人士。

Halfpats, with prior work experience of 3-4 years, and prior in-country experience of 3+ years, have already proven their ability, desire and commitment to operate in China. halfpats ，与之前的工作经验3-4年，之前在该国的经验， 3 +年，已经证明他们的能力，愿望和承诺，经营在中国。 By taking advantage of this experienced, readily available talent pool, multinational companies have the ability to locally recruit and train well-qualified managers and increase staff retention rates.以利用这一经验，现成的人才，跨国公司有能力在当地招聘和培训，以及合格的管理人员和增加工作人员的保留率。

Richard Brubaker,理查德布鲁巴科， All Roads Lead to China所有道路，导致中国