Yesterday Morning, the colloquium of the 4th meeting in the 13th City CPPCC was hold. Members of the National Committee of CPPCC had a lively discussion on “the 13-5 plan, innovations and development” with many other topics. Equipped with first hand information, members did not reserve to provide their insightful opinions and suggestions based on a first hand; a thorough communication was presented actively on site.
On the issue of “insisting on an open development” colloquium on site, Mr. Yang gao-cai, member of the National Committee of CPPCC and director of City Investment (China) Asset Management Co., Ltd., gave a speech on how to create an advantageous environment, to attract and retain international talent in the region. His speech had pitched to resonate in the ears of many members on the spot, and triggered an intense discussion among all the members.
Attached the speech of Mr. Yang gao-cai given in the colloquium:
A discussion on the development and appointment of international entrepreneurial talent
Respected leaders and members,
Good afternnon!
It is my pleasure to be offered a chance to give this speech on this conference, today I would like to open up a discussion with all of you on the topic of “how to develop and appoint international entrepreneurial talent”.
Since the economic reform and opening-up policy of our country, with the eventual development of economic globalization, there appeared an enormous amount od foreign enterprises rushing in our economy. On one hand it brought us with an advanced business model and some very innovative management concepts, but on the other hand it also brought along with great impact and challenge to some sectors of our national economy and business.
Human resource is always the core of social activities, the key of actualizing economic system and growth. Taken this into consideration, “how to take in and cultivate high-quality international talent to confront with the ever-changing environment” has become a crucial element for many major enterprises and for them to improve their international competitiveness.
During entrepreneurial development, in comparison to various other resources, Personnel are always the first priority and the most critical strategic resource, the competition among enterprises is in fact a competition in acquiring talent and valuable human resource: from business management to strategic resource, technology to innovation, none of them will be achieved without talent. No matter if you are national enterprise ready to go onto the international stage, or foreign enterprise planning to enter the market of China, or even pure demand of personnel among different industries, all of these areas will be related to the internationalisation of our human resource.
The demand of international talent is multi-level and of a great variety: we need professional expert to resolve problems; project managerial talent to ensure the continuality of work, at the same time we will need a team of people to keep you informed of the business environment at a global level. We are looking for real talented people who can create profits and benefits in this complicated international business environment. They are people who can solve the real problem for both the enterprise the region.
Therefore, these people whom we are in demand of should possess a broad and international vision, sophisticated communication and familiar with international rules and regulations. They are people who combined with professional know-how and practical experience.
To cultivate high-quality international talent is to actively compete in the international market, which in turn enhances our economic competitiveness in the process of globalization.
Nowadays, the major methods for enterprises to obtain international talent are through introduction and cultivation.
By introducing and accepting high-quality talent is very influential for the entrepreneurial development. There are numerous cases that a very impressed development can be seen from some companies, all because they had applied a suitable employment policy and picked the right person for their business. As for whether an enterprise can introduce a suitable talent, first it depends on the attitude of the management level, i.e. if they are interested and experienced in making such decision; second it depends on whether there is an insightful HR team that could spot the right person for the right job; last but not least if the enterprise could provide talent with a favourable working environment.
However, the willingness of paying a high cost to take in professional talents does not necessarily mean one would receive corresponding high return. Some outstanding enterprises, international or national, have proved with experience that there has been always a cultural difference to be resolved attention to be paid on such difference, which in turn form a cultural shock between the introduced crew and the local ones. This is one of the major reasons why enterprises cannot yield a proportional return regardless of the money and effort they had put.
Sending people abroad is another way to develop business personnel. Immersed in different cultures, enlightened by different ways of education, shocked by various values, their horizon will be broaden, their economic understanding of different countries and regions will become more comprehensive, they master better on the technological know-how from developed countries, they combine the best part of the east and west, these are what matter to the quality of international talents. However, due to various reasons, the number of talents who returned to our country after all the years of study is still far from enough to feed the economic demand of national enterprises nowadays.
Therefore, with China being as the focus on the economic stage, we ought to realise the urgency of internationalising our personnel and localising our international human resource.
First, enterprises will need to establish a complete set of strategic concepts on how to cultivate international talents, to complete its development and training system. Quite a large proportion of our national enterprises is now still lacking behind in the management of international HR resource. i.e. They are not paying enough attention nor are they involved in the area. In many enterprises, HR people still holds the old concept of tackling only about pure HR issues, but lacking a scientific scale or planning of managing talented personnel. In this case enterprises neglect the importance of development a strategy in HR management, thus the talented people cannot release their potential as they are supposed to, resulting in a loss in talents.
Emphasizing on the cultural integration in the process of internationalization, cultivate the cross-cultural competitiveness of the enterprise, improve the awareness of local staff on the international issues, building a multi, open-minded and rational business culture with harmony.
Establish a comprehensive motivation system, to guarantee those international talents will receive a reasonable amount of reward corresponding to the effort they had paid, thus stimulating and releasing their potential to the maximum. Through a thoroughly designed rating system and career path, improve on an entrepreneurial, personal and work level, fitting them into the business culture and fully utilise the comparative advantage of every side.
Enhance the internal cultivation system, pay attention to the training and development of internationalising personnel. Keep and improve the communication with different countries and regions, provide a favourable working environment for people who got the potential, shape people into those we value and in need of, make selection, cultivation and implementation more efficient and effective.
Thank you every one! Here I sincerely wish for a great success in this conference!
Speaker: Mr. Yang gao-cai
Questions:
1. In this ever-changing business environment, how to integrate people with rare and unique characteristics to existing HR, in order to achieve a maximum business benefits?
2. With different international HR elements, how should enterprise select a right control system to ensure business benefits when confronting with the incompleteness of the market while they are employing with angency?