由麦克· Threatt

进入中国的企业在他们的经营计划总包括研究入地方市场条件和人力资源。
不幸地，一旦事务是建立和高效率地经营在本地系统之内许多这些企业摒弃负责对他们最初的成功的那些资源并且替代他们自己(西部)公司聘用的实践。
这个不正常的周期有成为的SOP为大企业并且是一个主要理由被扩大的成长不实现最初的投射的期望。

1. 财富500强在亚洲寻求建立生产或分部或者出口。
2. 公司的先遣队牌子与地方伙伴，并且，通过这些伙伴，当地政府接触和准许个体。
3. 合同签字，并且办公室开始初步操作。
4. 地方职员雇用。
5. 外国管理被带来训练职员。
这是`公司’思路在齿轮闯入并且投掷沙子的点。

更加成功的公司保持这个训练过程到位和连续地转动新的外国经理保证操作被保持最新，并且新的规程安装以极小的中断。
聘用新的职员在办公室动力学被保留在假设的地方水平居住和工作在城市的人民知道地方资源并且改变。
象对`认为大’塑像最宽的可能的网并且移动他们的小时向一个全国水平的公司。 The (false) logic behind this is that if local talent is able to perform at a certain level then expanding the pool raises the number of hiring possibilities. There are a few problems with this way of thinking.

While the number of possible candidates does increase, the percentage of qualified candidates decreases to a much greater degree.
Rather than streamlining the process, this practice of utilizing national recruiting simply creates a much larger bureaucratic tangle for local managers. Where hiring was once the responsibility of my local HR manager who had inside information on local conditions, I now have less say and bigger headaches when an HR agent in Beijing sends an accountant who lives in Haerbin to my office in Jinan based on requirements they were given by an office in Chicago. Recruiters who work nationwide under rules established by a head office on the other side of the world will never be as efficient or aware of needs as the local recruiter who has actually seen your office.

Foreign firms thinking about moving into the Asian market need to know more than ‘what has worked everywhere else’. They need to learn that when it comes to operating in a specific area of Asia, nothing beats local intelligence.

Mike Threatt,  Dalian Universal Human Resources