由麥克・ Threatt

進入中國的企業在他們的經營計劃總包括研究入地方市場條件和人力資源。
不幸地，一旦事務是建立和高效率地經營在本地系統之內許多這些企業摒棄負責對他們最初的成功的那些資源并且替代他們自己(西部)公司聘用的實踐。
這個不正常的週期有成為的SOP為大企業并且是一个主要理由被擴大的成長不實現最初的投射的期望。

1. 財富500強在亞洲尋求建立生產或分部或者出口。
2. 公司的先遣隊牌子與地方夥伴，并且，通過這些夥伴，當地政府接觸和准許個體。
3. 合同簽字，并且辦公室開始初步操作。
4. 地方職員雇用。
5. 外國管理被帶來訓練職員。
這是`公司』思路在齒輪闖入并且投擲沙子的點。

更加成功的公司保持這個訓練過程到位和連續地轉動新的外國經理保證操作被保持最新，并且新的規程安裝以極小的中斷。
聘用新的職員在辦公室動力學被保留在假設的地方水平居住和工作在城市的人民知道地方資源并且改變。
Companies that like to ‘think big’ cast the widest possible net and move their HR to a national level. 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