Talent Retention in China: HR and General Management Aspects (Part III)

By David Petersson, on June 28th, 2011%
人才保留 [réncáibǎoliú] Talent Retention

This blog entry is a follow-up entry to Talent Retention in China:Some Suggestions for the Western Executive and Talent Retention in China:The Socio-Cultural Aspects.

Multinational Corporation (MNC) in China face employee expectations in the HR and General Management that are different from their home country. By integrating some of the more common Chinese HR . . . → Read More: Talent Retention in China: HR and General Management Aspects (Part III)

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Talent Retention in China: The Socio-Cultural Aspects (Part II)

By David Petersson, on June 15th, 2011%
人才保留 [réncáibǎoliú] Talent Retention

This blog entry is a follow-up entry to Talent Retention in China: Some Suggestions for the Western Executive and covers the socio-cultural aspects that Western executives in China should be aware of order to enhance employee retainment and commitment in their organisation.

In China, as anywhere, people want to be treated well by their employer . . . → Read More: Talent Retention in China: The Socio-Cultural Aspects (Part II)

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Talent Retention in China: Suggestions for the Western Executive (Part I)

By David Petersson, on June 13th, 2011%
人才保留 [réncáibǎoliú] Talent Retention

With the labour shortage and ever increasing labour costs in China, what can Multinational Corporations (MNCs) consider beyond offering attractive salaries that might threatens their competitiveness?

The trick to improve talent retention is to build a committed as opposed to a satisfied (or worse) workforce and I believe there are certain aspects where Western . . . → Read More: Talent Retention in China: Suggestions for the Western Executive (Part I)

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