What Is Cross Cultural Management Of Human Resources?

　   張琳從國內某知名民營企業調到印度分公司任HR經理。工作不久，她開始迷惑起來，情況是這樣的：由于印度分公司的業務量不斷擴大，母公司從國內派出了一批精英來印度工作，加上原有印度籍員工共300多人。她一開始認為兩國員工都是經過嚴格招聘，精心培訓的高科技人才，會和睦相處，順利協作。但事與愿違，她發現在工作過程中，一些看似平常的事情，兩國員工意見相左，有時甚至怒目相對。漸漸地，兩國員工溝通減少，互不信任，士氣低落，業績下降。 

Analysis: with the continuous deepening of WTO, a large number of multinational enterprises are coming in, many domestic enterprises go out, and the cross-cultural factors of human resources are getting more and more attention. A large number of failure cases of pnational operation tell us that wrong marketing strategies, low market power and inefficient human resource management may be the reasons for the loss of multinational enterprises.

The development of the world economy is closely related to the management and development of human resources. Human resources are the most important resources for the development of enterprises.

The continuous progress of pnational operation and effective cross cultural management of human resources are the guarantee for the successful operation of international enterprises in a cross cultural context.

　　什么是人力資源跨文化管理？ 

In particular, the intercultural management of human resources refers to the process of integrated management of the human resources from different cultural backgrounds, such as obtaining, maintaining, evaluating, developing and adjusting the human resources from different cultural backgrounds, with the aim of improving labor productivity, working life quality and achieving economic benefits.

Here, the influence of intercultural factors on human resources is omni-directional, systematic and whole process.

It includes three levels: 1, the cultural background differences between the two countries.

This is a cross-cultural macro level. Because of its typicality, it is generally considered that cross cultural management takes a country as a unit and focuses on joint ventures and pnational enterprises.

2, the difference between the parent company's own "company culture" style.

This is a meso level of intercultural differences. This is particularly evident in enterprises that are annexed, acquired and reorganized.

3, individual cultural differences.

This is the micro level of intercultural differences. There may be cross-cultural differences between senior and young, men and women, superiors and subordinates, different departments, and so on.

　　跨文化人力資源如何管理？ 

Now, we always feel that the diversity and complexity of human resources have become an unavoidable fact of the organization, and the management of human resources and the cross-cultural management of organizations are becoming more and more difficult.

In addition, due to the urgent need of experience and support from enterprises that have already left the country and are preparing to go abroad, in this process, extreme conservative, communication interruption, irrational behavior and other phenomena have appeared, which has led to the rapid rise of paction costs.

However, the rise of China's economy and the pace of going to the world can not be stopped. This requires us to attach great importance to the cross cultural management of human resources and solve the problems encountered in the process of cross-cultural management.

Combined with the practice and personal thinking of a large number of multinational enterprises, the author believes that human resources should be managed in cross culture management.

　　一.加大本土化建設 

The localization of human resources is that the local government requires multinational companies to hire a certain percentage of local people to enter the company's work. However, some smart multinational companies find that localization of talents is beneficial to the improvement of the operation efficiency of enterprises and the enhancement of the corporate culture level.

Therefore, multinational enterprises have gradually adopted the localization of talents to promote the globalization strategy of enterprises.

　　加大人力資源的本地化有兩種策略： 

1, staff localization.

Local employees were born in SAS, who are familiar with local social culture, living customs, laws and regulations.

Enterprise appointments are equal to cultivating their own market rapid reaction force. They can react quickly according to the market changes in different regions, and maintain and improve the company's efficiency.

Similarly, through their management activities, the company's advanced technology and successful experience can be quickly localized to enhance the local influence of enterprises.

NOKIA (China) has more than 4000 Chinese employees, 90% of its local staff, and 80% of the local managers of MOTOROLAR (Tianjin). One of the successful ways of these famous multinational enterprises is localization of talents.

2, local staff training.

At the beginning, due to the differences in working habits, enterprise systems and management methods, local employees may not be able to fully adapt to the requirements of the company. At this time, it is very necessary for them to carry out relevant training, because human resources have strong plasticity, and through targeted training, their work ability and adaptability can often be greatly improved.

MOTOROLAR (Tianjin) stipulates that the annual expenditure is equivalent to 3% of the total staff salaries as a training fee. It has set up more than 170 localization tutorials for 14000 employees in China, and when the local staff are excellent, the employees in their home countries are pferred back to their home countries or third countries.

It can be seen that for multinational enterprises, attaching importance to the development of local human resources can not only improve the productivity of enterprises, but also improve the loyalty of employees to enterprises, and do no harm to the sustainable development of enterprises. Why not?

　　二.允許多元文化并存

From the theorist, we can understand that there are different cultures in the enterprise, and there must be some incompatible contradictions.

Under the background of globalization, cultural diversification and expansion of space greatly improve the complexity, risk and uncertainty of cross cultural human resource management.

The only way for enterprises to survive is to have a deep understanding of local laws and regulations, culture and customs, adjust their management ideas and methods according to local conditions, and provide diversified human resources management services.

In the different stages of enterprise development, the human resource management of enterprises has different characteristics: in the initial stage, enterprises are in urgent need of employment, recruitment, training, evaluation and salary can be lowered in standards; in mature period, human resources management can be relatively strict, so as to reduce product cost and improve the productivity of employees through its effectiveness.

Generally speaking, there are two kinds of strategies in dealing with cultural pluralism.

　　一是全球化策略。在招聘、選拔、評估和薪酬方面運用相同的標準和程序，全球范圍內招聘員工，忽略文化差異的影響，各子公司納入企業總部的文化體系。 

　　二是多元中心策略。總公司放權，分公司在不違背總公司的特殊條款下，各自根據本身需求進行人力資源管理活動。多家跨國企業的實踐表明，多元中心的組織文化更能適應跨文化管理的需要。 

　　三.解決好文化沖突 

Cross cultural management is the most headaches of cultural conflict.

The process of collision and mutual exclusion between different forms of culture is cultural conflict.

A survey of employees from different cultural backgrounds shows that if employees are not well managed by different cultural backgrounds, they will cause serious internal friction, improper decision-making and low efficiency, which will have an impact on the daily basic operation of enterprises.

On the surface, multinational enterprises are the combination of technology, capital and management in different countries, but in connotation, they are the collision and integration of different cultures.

For cross-cultural management, only by finding a combination of different cultures and implementing a balanced management mode can cultural conflicts be solved.

For this reason, 1, seek and establish a common concept as the core value of an enterprise, which is characterized by openness, compatibility and persistence, which can restrict employees' language and behavior.

2, cross cultural training.

Cross cultural training is the most effective way to prevent and solve cultural conflicts.

It includes understanding of both sides' culture, communication between the two languages, integration of management methods, cross-cultural communication skills and solutions to cross-cultural conflicts.

Through such human resources management activities, we can greatly promote communication and understanding between the two sides, improve employee relations, enhance team spirit and promote sustainable development of enterprises.

　　四.東部開放城市的示范作用 

0.

As the center of economy, culture and talent, the eastern cities such as Shanghai, Beijing and Shenzhen should take the lead in stepping out an effective way of cross cultural human resource management, which will undoubtedly be a beneficial attempt for the pnational operation of Chinese enterprises.

China's enterprise management is still quite backward. We must seriously analyze the cultural phenomenon of multinational enterprises in China, summarize and absorb their successful experience and methods, and further explore the particularity and leading strategy of Chinese enterprises in human resource management under cross cultural background.

　　因而，東部開放城市要組織專家來研究，識別文化差異，理清這種差異帶來的不同價值觀、行為模式和處事風格，進而既擺脫自身文化束縛，又不對他國管理模式單單是“拿來主義”。一切以經濟建設為中心，服從于企業生產經營的核心戰略，當務之急是要重視跨文化培訓，造就一大批能適應不同文化環境，能促進不同文化背景的溝通，能勝任跨文化環境工作的管理人員，包括提高外語溝通水平，諳熟不同國家文化，精于現代信息網絡技術。