By Richard Brubaker由Richard布魯巴科

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. 在人力資源方面，目前的辯論重點是繼續需要，跨國公司在中國增加僱用當地員工，尤其是對業務管理，同時減少或完全消除外籍工作人員。 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”). 這種情況的原因偏離外籍工作人員，包括成本高昂的薪金和福利，值得商榷的價值（在條款的生產力和能力，推動企業） ，高失敗率，最近一段時間，大量現成的人才，外籍人士已經基於在中國（ “ halfpats ” ） 。

Many within China agree that there is a shortage of local talent in the middle management sector.許多中國同意，是有短缺的本地人才，在中層管理部門。 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.在過去，這是一個重大問題，作為公司只有兩個選擇-僱用和搬遷昂貴的外籍工作人員從海外，或廉價的，經驗不足的當地工作人員。以前，這個人力資源作出決定，所有更加困難事實，即許多公司尚未獲得了堅實的在中國立足。 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.沒有一個堅實的往績，他們背後，這些公司不得不作出關鍵的決定聘用，把他們的未來在中國的手中，一經理，誰負責指揮進入市場的策略。

In the last 5-10 years however, a new breed of manager has emerged – the “local hire expatriate”, or halfpat.在過去的5-10年，但是，一個新品種的經理出現了-“當地聘請的外籍” ，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.以下放緩，美國經濟在2000年，西方和中國的專業人士開始遷往海外，尋求更好的就業和職業機會。 In China this resulted in a new wave of halfpats, typically fresh graduates or professionals with less than 5 years work experience.在中國，這導致了新一波的halfpats ，通常是應屆畢業生或專業人士與不少於五年的工作經驗。 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.許多已研究中國的語言，文化和營商環境為1-3年，而在美國，並尋求機會，槓桿這些資產在中國。

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） ，是典型的西方受過訓練的高層經理誰，積累了15-20年以上的經驗，一個單一的產業。 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，以監督某一部一間跨國公司，在中國以外，他們的工作範圍擴大到包括更高層次的管理職責，在中國。 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.通常搬遷與他們的家人在拖車，這些經理沒有任何當地語言技能，都沒有特別的文化知道，或有任何重大的了解本地市場。 Their strength lies in their knowledge of the industry and they ability to manage business units back home.他們的優勢在於他們的行業知識和他們的管理能力的業務單位回家鄉。 Recently though, we have seen the emergence of the “perpetual expat”, who moves from one foreign market to another.最近雖然，我們已經看到出現了“永恆的外籍人士” ，誰的動作從一個外國市場的另一個。

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.通常是英文中國郵報（或任何國際張貼，為此事） ，是理所當然的在接近年底時的職業或作為的一部分，最後進展邁向一個副總裁或總裁級別的立場，早在家庭辦公室。 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.與他們多年的管理經驗和長遠的認識，企業文化，外籍人士預計：灌輸的關鍵素質/價值觀在當地工作人員;增加市場佔有率在現有市場;找出新的市場的業務增長;和管理減少了在製造業成本。 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.外籍人士傾向於看到他們的中國不惜為2-3年臨時指派，將結束與他們和他們的家人被遣返到家庭辦公室。

The first 3-6 months of an expatriates stint in China are commonly perceived as a honeymoon period.第一3-6個月的一個外籍人士不惜在中國普遍視為一個蜜月期。 Both business and private life offer new, exciting glimpses into another culture and another way of getting things done.雙方的商業和私人生活提供了新的，令人興奮的一瞥另一種文化和另一種方式獲得的事情。 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.一個簡單的訪問，供應商可能會導致出現一個晚餐在當地餐廳和一個寬鬆，有趣的談話傳達意識，冒險為所有參與。 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難，令人沮喪的經驗，這是加劇了缺乏語言技巧或清醒的認識社會和文化的細微差別，影響了各方面的商業和私人生活，而且往往導致嚴重的文化休克。

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.是否誘惑感好奇，或一個強大的信念在中國的潛力，在過去五年顯著波的外國halfpats （包括海外出生的華裔）開始學習中國語文及文化科在北京和其他重點城市。 The majority, recently graduated or young professionals, moved to China without a predetermined career path.大多數人，最近畢業或年輕專業人員，轉移到中國，沒有一個預定的職業生涯路徑。

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.之後，第一6-12個月的語文訓練，大部分這些halfpats開始他們的中國職業在各個領域的市場研究或發展業務。 For the majority, who were rarely technically-trained, their value lay in their Western training/education and their ability to communicate in Chinese.對於大多數，誰很少在技術上訓練有素，他們的價值奠定在其西部培訓/教育和他們的能力，以中文溝通。 They were capable of developing effective networks, communicating efficiently with foreign clients and managing lower-level execution by small local teams.他們有能力制定有效的網絡，溝通，有效地與國外客戶和管理級別較低的執行由小地方隊。 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).一般來說，這些職位提供多一點的機會，以了解如何進行在中國的業務，作為工資往往較低，大量基於委員會及無好處（如住宿，運輸或健康保險） 。 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.的價值，這些職位是榮譽徽章所提供的對-在職培訓後1 -2年，當更好的薪金套件提供。

The Pros利弊

There are more than simply financial benefits to hiring halfpat staff.有更多比單純的財政利益，僱用halfpat工作人員。 Perhaps the greatest advantage is their cultural understanding and language skills – which simply cannot be underestimated in a market like China.也許是最大的優勢是他們文化的理解和語言技能-這根本不能被低估，在市場和中國一樣。 These two characteristics allow halfpats to hit the ground running and give them a sustainable advantage over traditional expat managers.這兩個特點讓halfpats打地面運行，並給他們一個可持續的優勢，比傳統的外籍經理。

The overall stability and long-term commitment of halfpat staff is also superior to that of the average expat.整體穩定和長期的承諾， halfpat工作人員也優於即平均外籍人士。 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.事實上，很多留在中國為5-10年期間，使他們少了一個風險的條款，未能依期完成他們的任務。 Its estimated that 60% of expats are unable to complete the duration of their assignments.其估計，有60 ％的外籍人士是無法完成的時間，他們的任務。 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.考慮到成本，搬遷一外籍人士及他們的家人到一個完全新的國家，這是在一個公司的最佳利益，以減少這些高層次的員工流動率和失敗率。

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也遠遠更有能力的運動在該國全境迅速，由於其相當大的聯繫網絡後， 3-5年-這再次，根本不能低估在中國。 This characteristic means halfpat staff can produce results at a faster rate than an expat, which saves the company considerable investment funds.這一特點意味著halfpat員工可以產生的結果在速度超過一外籍人士，從而節省了相當大公司的投資資金。

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.最後，由於學生對語言和文化， halfpats遠遠更能夠確定的文化發展趨勢，可以至為重要，公司的發展，整體商業策略和能力，超越競爭對手。

The Cons該意見

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.主要關注在僱用halfpat工作人員是決定自己的能力，了解行業，公司的立場，在工業和他們的潛力，利用此信息，以推動公司前進。 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.最大的權衡之間halfpat和外籍工作人員是halfpat的不熟悉的公司，它的業務（本地和全球）和其整體的策略。 The time required for them to learn this, and their in China, must be carefully assessed.所需的時間，他們要了解這一點，和他們在中國，必須仔細評估。

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.從長遠的角度來看，關注的另一個問題是， halfpats可能難以看到他們的長期職業目標，發揮出在該公司本身。 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，誰發送到中國， halfpats並不一定有工作在家庭辦公室返回。 In fact, many halfpats may perceive a stint in the home office as their “expatriate assignment”.事實上，很多halfpats可能察覺到一不惜在民政辦公室，作為其“外籍轉讓” 。 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，其重要的多國公司僱用halfpats ，了解他們潛在的職業發展道路符合中國-不論這條道路，導致高級職位，在中國，或家庭辦公室。

Conclusions結論

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.不斷轉變的需求，跨國公司在中國導致了改變，在工作人員的僱用做法和人力資源的要求-尤其是依賴於外籍員工。

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.凡海外曾經是唯一的選擇，公司已在條款的外國工作人員的聘用，一種新的專業資格，西方訓練，雙語的非本地員工已經改變了人力資源的景觀。 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.這些halfpats提供了公司與一個在財政上可行的替代辦法外籍工作人員，往往接受的工資是少於一半，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 ，與之前的工作經驗3-4年，之前在該國的經驗， 3 +年，已經證明他們的能力，願望和承諾，經營在中國。 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.以利用這一經驗，現成的人才，跨國公司有能力在當地招聘和培訓，以及合格的管理人員和增加工作人員的保留率。

Richard Brubaker,理查德布魯巴科， All Roads Lead to China所有道路，導致中國