By Wang Jun and Stephen Lou

In light of the financial downturn, many foreign invested and domestic companies in China have been laying off their employees in masses. Though much of the focus has been in the manufacturing sector with stories of massive lay-offs and factory shutdown, very few industries will be completely immune to the downturn – forcing many employers to consider downsizing as an option to weather the storm. This, coupled with the new Labor Disputes Mediation and Arbitration Law (effective May 1, 2008), allowing employees to file labor arbitration cases free of charge, China has since reported a significant increase in applications for labor dispute arbitration filed. Consequently, employers should be especially aware of proper procedures when considering the termination of employees during these times.

Under current Chinese law, there are two options available for the employer to reduce its financial obligations to employees based on financial difficulties. With respect to the first option, in lieu of dismissing the employee, the employer may negotiate with the employees to adjust the current employment agreement by significantly decreasing the employee’s work assignment and salary; in effect placing the employee on “holiday status”. The second option would be to simply terminate the current employment contract with the employee. Read the rest of “Practice and Procedures for Termination of Employees Due to Financial Difficulties in China – Part 1″ or post a comment

Prior to joining the WTO, the knowledge and experience of bank staff in Chinese banks was not an issue. Most domestic banks were very inwardly focused on their core domestic business and staff had the capabilities to match. However, as more and more SOEs were either listed or entered into partnerships with foreign multi-nationals, the requirements of domestic companies changed and expanded. No longer was it a case of simply…

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While most of the articles I’ve posted in my blog give the indication of similarities between corporate learning needs in the US and China, I’d like to capture some of the DIFFERENCES. Of course, I will have to speak in generalizations. If you find the description does not fit your situation, let us all know. We need you to fill in the gaps.

Differences in Corporate Learning: Leadership

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By Greg Bissky

During presentations Western audiences ask questions, Chinese don’t. But you need audience feedback to ensure they understand your points. What can you do? Absent a weapon how can you get Chinese to ask questions?

An easy, if time consuming way is quite simple: don’t leave. Chinese will ask questions, even good questions showing exactly what they don’t know, they just won’t do it in a group. You have to find a way to let them come to you alone or in small groups to ask.

If at some function, a hotel or such, just standing alone in the lobby after your presentation is often good enough. Chinese will circle around, in ones and twos, waiting for their chance to get you alone to ask questions. At an office is a little harder, and takes longer. Keep your office door open and encourage visitors works, as does wandering around, giving many opportunities for staff to find you alone and thus safe to talk to. Read the rest of “Getting Feedback From Chinese Audiences” or post a comment

After a few weeks of not listening to the endless doom and gloom on CNN and the BBC (I was on holidays), I seem to have removed the monkey from my back.

It’s a liberating feeling to leave the downturn behind, even if only momentarily.

But not everyone is in this fortunate position. Most staff…

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