Wie man für die Erfahrung benannte China vorbereitet? Pamela Lau tat eine interessante wissenschaftliche Forschung über Vorabfahrt Training für die expats, die planen, nach China zu gehen.
Obwohl es etwas Literatur gibt, die den Effekt des Vorabfahrt Trainings fragt (Kealy und Protheroe, 1996; Selmer et al., 1998), ist es frei, daß entsprechend expatriiert…
Wie man für die Erfahrung benannte China vorbereitet? Pamela Lau tat eine interessante wissenschaftliche Forschung über Vorabfahrt Training für die expats, die planen, nach China zu gehen.Obwohl es etwas Literatur gibt, die den Effekt des Vorabfahrt Trainings fragt (Kealy und Protheroe, 1996; Selmer et al., 1998), ist es frei, daß entsprechend expatriiert, ist Vorabfahrt Training relevant. Wenn die Daten erhalten sind, wurden statistische Tests geleitet, um ein tieferes Verständnis der Notwendigkeiten von zu verursachen expatriiert, die nach China von ihren Firmen geschickt werden. Lesen Sie den Rest „des Vor-Abfahrt Trainings für expatriiert, wem nach China“ geschickt oder eine Anmerkung bekanntgeben werden
When entering the China market, many multinational companies assume that a country with a population as large as China’s would not have a labor shortage. However, the fact is that qualified labor is at a premium in China. Under the booming economy, the rising demand for Chinese labor has exceeded its supply. Hiring talented employees—young, upwardly mobile Chinese professionals with advanced skills and an understanding of international business—is even more difficult. Because of the limited availability of such employees, the competition for this talent is intense.
Read the rest of “Attraction and Retention of Chinese Employees” or post a comment >>
By Christine Liu McLaughlin and Margaret Kurlinski
When entering the China market, many multinational companies assume that a country with a population as large as China’s would not have a labor shortage. However, the fact is that qualified labor is at a premium in China. Under the booming economy, the rising demand for Chinese labor has exceeded its supply. Hiring talented employees—young, upwardly mobile Chinese professionals with advanced skills and an understanding of international business—is even more difficult. Because of the limited availability of such employees, the competition for this talent is intense.
With tough competition comes a high turnover rate. According to a report by Hewitt and Associates, China has one of the highest (if not the highest) employee turnover rates in Asia, around 14% in 2006. It is no wonder that a recent poll by the American Chamber of Commerce-Shanghai revealed that Read the rest of “Attraction and Retention of Chinese Employees: A Legal Perspective” or post a comment
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