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Comprehensive report on global staffing strategies: China

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Freelance journalist
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DG F.
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term papers
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  1. Introduction
  2. Association of the company's objectives with the concept of globalization
  3. Recruiting and staffing: Challenges
  4. The Chinese attitude towards work
  5. China's world trade organization
  6. Establishing loyalty and bonding between both companies
  7. Human resources
  8. Conclusion
  9. References

Substantial challenges exist in identifying and recruiting the right high tech telecommunications staffing talent in the Chinese market. In fact the need for high tech telecommunication leadership talent, for example, has produced a staffing gap in China that no longer remains balanced. Many view China's immense market as the long-unchanging high tech industry's biggest promise for growth. ?Therefore it is critical that companies have a full understanding of their particular stage of globalization and seek to recruit the right leadership talent for that stage? (Luo, 2007, p. 1). Different needs develop at different stages of globalization. A comprehensive strategy for the acquisition of a company in China will prepare the expected audit of HR systems. ?I define ?strategic staffing' as the process of identifying and addressing the staffing implications of business plans and strategies, or better still, as the process of identifying and addressing the staffing implications of change, ? (Bechet, 2000, p. 1). Challenges to the strategy might arise because of this acquisition--that includes unequaled cultural and regulatory factors.

[...] Human Resources realizes they, ?must temporarily forget the old colonial model that often underpinned the multinational stage in which the parent company simply tries to reproduce itself on foreign soil, often transplanting managers from the home country in order to ensure that copy is accurate? (Luo p.1). Human Resources will recognize its own strengths and weaknesses. And it will look for candidates for training and on-the-job experience to satisfy its own skill gaps. Despite cultural difference, HR has a working comprehension of the significance of gender in the work environment and overall development. [...]


[...] The facilitation of early staffing will prove easier with the availability of an intranet Web site. Potential job candidates may view job postings on the Internet, various international newspapers, university/college newspapers and collegiate bulletin boards. An appraisal questionnaire assesses fundamental skills, while the application provides needed information for Human Resources (enabling a selection process). Then, HR can select candidates after an interview. They will not allow the candidate's nationality to blind their decision concerning the best candidate for the position. [...]


[...] The complexity of this personal employee relationship in conjunction with the context of the workplace must remain at the forefront of Human Resources staffing considerations. In reality, this sort of workplace extended-family culture often precipitates business agreements. Additionally, though, this type of employee/employer relationship construction may produce organizational structure changes. In the vein contrasting cultures, regulatory factor differences must be regarded. As mentioned previously, China's World Trade Organization status has allowed ameliorated foreign approach?particularly to the service sector (most regulated) in China. [...]

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