人员配备、培训与管理在线视频

同学们好
Hello everyone

我是云南财经大学国际工商学院的潘雪冬老师
I am Pan Xuedong from International Business School of Yunnan University of Finance & Economics

这节课我们学习全球人力资源管理的第二节
Today we are going to learn Unit 2

人员配备 培训与管理
staffing policy training and management development

人员配备是为特定的工作岗位选择员工
Staffing policy is concerned with the selection of employees for particular jobs

一方面
At one level

是根据特定的工作岗位来选择具有相应技能的人员
this involves selecting individuals who have the skills required to do particular jobs

另外一方面
At another level

是发展 促进企业文化的手段 浓厚的企业文化有助于公司实施其战略
staffing policy can be a tool for developing and promoting the desired corporate culture of the firm

例如 华为公司要求员工不仅具备特定职位所要求具备的技能
Huawei for example is not just concerned with hiring people

例如 华为公司要求员工不仅具备特定职位所要求具备的技能
who have the skills required for performing particular jobs

还应具备与企业文化相一致的行为风格 信念及价值体系
it wants to hire individuals whose behavioral styles beliefs

还应具备与企业文化相一致的行为风格 信念及价值体系
and value systems are consistent with those of Huawei

跨国公司的人员配备政策有三类
There are three types of staffing policies in international businesses

一 以一国为中心
the ethnocentric approach

二 以多国为中心
the polycentric approach

三 以全球为中心
and the geocentric approach

在以一国为中心的人员配备政策下
An ethnocentric staffing policy is one

所有关键的管理职位都由母国人员担任
in which all key management positons are filled by parent-country nationals

这一做法曾经非常普遍
This practice was widespread at one time

例如宝洁 飞利浦和松下公司
Firms such as Procter & Gamble Philips and Panasonic originally followed it

其大多数国外子公司的重要职位一度由母公司指定的人员担任
All important positions in most foreign subsidiaries were at one time held by the people from headquarter

有证据表明 随着中国公司日益国际化
There is evidence that as Chinese enterprises are expanding internationally

他们也在外国分支机构中使用以一国为中心的人员配备政策
they are using an ethnocentric staffing policy in their foreign operations

推行以一国为中心的人员配备政策通常有三大原因
Firms pursue an ethnocentric staffing policy for three reasons

首先
First

公司认为东道国缺乏合格的人员胜任高层管理岗位
the firm may believe the host country lacks qualified individuals to fill senior management positions

在欠发达国家设立子公司时 这一原因比较普遍
This argument is heard most often when the firm has operations in less developed countries

其次
Second

公司把以一国为中心的政策作为维系统一企业文化的最佳方法
the firm may see an ethnocentric staffing policy as the best way to maintain a unified corporate culture

当公司对企业文化非常重视时 这一原因显得尤其突出
Such reasoning tends to predominated when a firm places a high value on its corporate culture

最后
Finally

当公司实施国际战略 力图通过向国外子公司转移核心竞争力来创造价值时
if the firm is trying to create value by transferring core competencies

当公司实施国际战略 力图通过向国外子公司转移核心竞争力来创造价值时
to a foreign operation as firms pursuing an international strategy are

公司会认为最好的途径是将具有相关知识 能力的母国员工移到国外子公司
it may believe that the best way to do this is to transfer parent-country nationals

公司会认为最好的途径是将具有相关知识 能力的母国员工移到国外子公司
who have knowledge of that competency to the foreign operation

尽管以一国为中心的人员配备政策有其合理性
Despite this rationale for pursuing an ethnocentric staffing policy

但现今大多数跨国公司逐渐不适用 原因主要有两个
the policy is now on the wane in most international businesses for two reasons

一是
First

以一国为中心的人员配备政策限制了东道国员工的发展机会
an ethnocentric staffing policy limits advancement opportunities for host-country nationals

导致怨恨不满 生产率下降
This can lead to resentment lower productivity

以及人员频繁的变动
and increased turnover among that group

通常 外派经理的薪酬大幅高于东道国经理 这也会进一步增加不满情绪
Resentment can be greater still if as often occurs expatriate managers

通常 外派经理的薪酬大幅高于东道国经理 这也会进一步增加不满情绪
are paid significantly more than home-country nationals

其次
Second

以一国为中心的政策会导致文化短视
an ethnocentric policy can lead to cultural myopia

公司无法了解东道国与母国的文化差异
the firm’s failure to understand host-country cultural differences

这种差异要求在东道国采取不同的管理方法

这种差异要求在东道国采取不同的管理方法
that require different approaches to marketing and management

还有外派经理需要较长的适应期
The adaptation of expatriate managers can take a long time

在这段时期内 很可能出现重大失误
during which they may make major mistakes

外派经理并不了解他们负责管理的子公司所在地的文化
Expatriate managers may also make decisions that are ethically suspect simply

因此 可能做出理伦上有问题的决策
because they do not understand the culture in which they are managing

以多国为中心的人员配备政策要求在母国人员占据公司总部的关键职位同时
A polycentric staffing policy requires host-country nationals to be recruited to manage subsidiaries

子公司管理层由东道国人员担任
while parent-country nationals occupy key positions at corporate headquarters

以多国为中心的政策在很多方面克服了以一国为中心的政策缺点
In many respects a polycentric approach is a response to the shortcomings of an ethnocentric approach

一大优点就是避免了文化短视
One advantage of adopting a polycentric approach is that the firm is less likely to suffer from cultural myopia

外派经理易犯的文化方面的错误 在东道国经理身上可以避免
Host-country managers are unlikely to make the mistakes arising from

外派经理易犯的文化方面的错误 在东道国经理身上可以避免
cultural misunderstandings to which expatriate managers are vulnerable

另一个优点是以多国为中心的人员配备政策的实施成本低
A second advantage is that a polycentric approach may be less expensive to implement

降低了价值创造的成本
reducing the costs of value creation

以多国为中心的人员配备政策也有不足之处
A polycentric approach has its drawbacks

一是东道国人员缺少在本土以外工作的经验 因而难以在子公司谋得发展
Host-country nationals have limited opportunities to gain experience outside their own country

一是东道国人员缺少在本土以外工作的经验 因而难以在子公司谋得发展
and thus can not progress beyond senior positions in their own subsidiary

与以一国为中心的政策情况一样
As in the case of an ethnocentric policy

以多国为中心的人员配备也会引发不满情绪
this may cause resentment

这一政策最大的弊端在于
The major drawback with a polycentric approach

东道国经理和母国经理之间很可能产生隔阂
is the gap that can form between host-country managers and parent-country managers

语言障碍 国家忠诚
Language barriers national loyalties

及一系列的文化差异会将公司总部人员与各个国外子公司人员隔离开来
and a range of cultural differences may isolate

导致总部与国外子公司无法实现一体化
the corporate headquarters staff from the various foreign subsidiaries

以全球为中心的人员配备政策是指
A geocentric staffing policy seeks the best people

在整个组织内不考虑国籍因素为关键岗位寻找最佳人选
for key jobs throughout the organization regardless of nationality

这一政策的优点是
This policy has a number of advantages

一
First

公司能够最好地利用其人力资源
it enables the firm to make the best use of its human resource

二
Second

公司可通过以全球为中心的人员配备政策建立一支国际管理人员的核心队伍
a geocentric policy enables the firm to build a cadre of international executives

可在各种不同的文化环境中轻松自如地工作
who feel at home working in a number of cultures

三
Third

以全球为中心的人员配置政策所形成的多国管理队伍有利于避免文化短视
the multinational composition of the management team that results from

增强对当地的适应性
geocentric staffing tends to reduce cultural myopia and to enhance local responsiveness

在其他条件相同的情况下 以全球为中心的人员配备政策显得最有吸引力
A geocentric staffing policy seems the most attractive with other things being equal

近年来
Recently

许多跨国公司采用以全球为中心的人员配备政策
there has been a sharp shift toward adoption of a geocentric staffing policy by many multinationals

例如
For example

印度塔塔集团 日本索尼公司 美国微软等
India’s Tata Japan’s Sony corporation U.S. Microsoft and so on

但是以全球为中心的人员配备政策也有缺点
However a number of problems limit the firm’s ability to pursue a geocentric policy

一 实施成本高 在国家间转移管理人员时 培训费用和再安置费用随之增加
A geocentric staffing policy also can be expensive to implement Training and

一 实施成本高 在国家间转移管理人员时 培训费用和再安置费用随之增加
relocation costs increase when transferring managers from country to country

二 公司的薪酬结构需要采取国际标准化水平
The company may also need a compensation structure

二 公司的薪酬结构需要采取国际标准化水平
with a standardized international base pay level higher than national levels in many countries

会高于公司正常薪金标准 可能导致公司其他人员不满
The higher pay enjoyed by managers placed on

会高于公司正常薪金标准 可能导致公司其他人员不满
an international fast track may be s source of resentment within a firm

我们来进行一个小结
Let’s make a brief conclusion

以一国为中心的人员配备政策适用于国际战略
An ethnocentric approach is compatible with an international strategy

以多国为中心的人员配备政策适用于本土化战略
a polycentric approach is compatible with a localization strategy

以全球为中心的人员配备政策对全球标准化战略和跨国战略都适用
and a geocentric approach is compatible with both global standardization and transnational strategies

其人员配备政策的优缺点在这张表上一目了然
The advantages and disadvantages of the three approaches to staffing policy are summarized in this table

在上面讨论的三种人员配备政策中
Among the three staffing policy discussed above

以一国为中心和以全球为中心的人员配备政策大量使用外派经理
the ethnocentric and the geocentric rely on extensive use of expatriate managers

外派人员是指一国公民到另一国去工作
Expatriates are defined as citizens of one country who are working in another country

在以一国为中心的人员配备政策下
With an ethnocentric policy

外派经理都是转移到国外的母国人员
the expatriates are all home-country nationals who are transferred abroad

在以全球为中心的政策下
With a geocentric approach

外派经理不一定是母国人员
the expatriates need not be home-country nationals

国际人员配置的一个突出问题是外派失败
A prominent issue in the international staffing literature is expatriate failure

外派失败说明公司筛选人员政策的失败 其选定的外派人员不能在国外很好地发展
Expatriate failure represents a failure

外派失败说明公司筛选人员政策的失败 其选定的外派人员不能在国外很好地发展
of the firm’s selectin policies to identify individuals who will not thrive abroad

外派失败的结果包括提前回国和高离职率
The consequences of expatriate failure include premature return form a foreign posing and high resignation rates

这给公司带来的结果就是高额的成本支出
and lead to high costs

据估计 每次外派失败的成本为4万到100万美元
One estimate is that the average cost per failure to parent firm can be between $40,000 and $1million

研究显示 配偶难以适应 外派人员难以适应新环境
Research indicates that the main reasons for expatriate failure including inability

或其他家庭问题是外派失败的主要原因
of spouse to adjust manager’s inability to adjust and other family problems

因此
Hence

外派人员的甄选就极其重要 通过甄选排除不合适的候选人员
expatriate selection is critical for screening out inappropriate candidates through improving selection

除了必须具备相应的专业技术能力
Besides necessary professional skills

跨国公司在甄选外派人员时 还需要考虑外派人员是否具有以下素质
international businesses need to consider following dimensions when the expatriate selection is implemented

一 自我倾向
One self-orientation

自尊 自信与良好的心态
self-esteem self-confidence and mental well-being

二 他人倾向
Two others-orientation

与东道国人员交往的能力
the expatriate’s ability to interact effectively with host-country nationals

三 感知能力
Three perceptual ability

理解他国人行为原因的能力
the ability to understand why people of other countries behave the way they do the ability to empathize

四 文化刚性
Four cultural toughness

选派国家与外派人员适应特定职位的程度
the relationship between the country of assignment and how well an expatriate adjusts to a particular posting

例如
For example

许多美国人认为英国的文化与美国有许多相同点 因而在英国任职相对容易
many Americans regard the British culture have much in common and find postings easier

但在非西方文化地区 如东南亚 中东 任职就比较困难
than non-western cultures such as Southeast Asia Middle East

除了以上自身素质
Besides above self-character

具有世界视角和全球思维是一名国际经理人也应具备的基本素质
some researchers suggest that a global mindset and a cosmopolitan outlook

具有世界视角和全球思维是一名国际经理人也应具备的基本素质
is the fundamental attribute of a global managers

具备这样素质的经理人能够处理高度复杂和模棱两可的问题并且视野开阔
Such managers can deal with high level of complexity ambiguity and are open to the world

因此
Hence

跨国公司在甄选外派人员的时候
when International businesses select expatriates

不仅仅是基于员工的技术专长
the technological skills is not the only criteria

还应评估员工是否具有跨文化适应性
the ability to adapt culturally also should be considered

也就是以上提到的五种素质
This is the five dimensions mentioned above

跨国公司可以通过对员工的文化敏感度
Global firms could make some tests to assess employees

人际关系技能 适应能力及灵活性等进行测试
by cultural sensitivity interpersonal skills adaptability and flexibility

甄选只是使外派人员与工作岗位相匹配的第一步
Selection is just the first step in matching a manager with a job

下一步就是对经理进行培训 使其能够胜任这一特定的工作
The next step is training the manager to do the specific job

跨国公司通常采取的培训方式有
Normally global firms take following training methods

一 文化培训 旨在培养外派人员对东道国文化的欣赏力
Cultural training seeks to foster an appreciation for the host country’s culture

对东道国文化的理解有助于移情东道国文化
The belief is that understanding a host country’s culture will help the manager empathize with the culture

从而提高与东道国人员交往的有效性
which will enhance his or her effectiveness in dealing with host-country nationals

二 语言培训 使用东道国语言交流的意愿
Language training refers to improve employees’ effectiveness

有助于外派人员与当地员工建立良好的关系
and enable them to relate more easily to a foreign culture

从而提高工作效率
which fostered a better image of the firm in the host country

三 实践培训 旨在帮助外派人员及其家人适应东道国的日常生活
Practical training is aimed at helping the expatriate manager

三 实践培训 旨在帮助外派人员及其家人适应东道国的日常生活
and family ease themselves into day to day life in the host country

日常生活规律形成越快
The sooner a routine is established

外派人员及家人适应的成功率就越高
the better are the prospects that the expatriate and his or her family will adapt successfully

最后
Finally

我们一起来学习外派人员的管理发展及战略
Let’s study the management development and strategy of expatriate together

管理发展规划是通过对外派人员不断进行管理培训
Management development programs are designed to increase the overall skill levels of managers through a mix

并让他们在公司内部轮换担任不同的工作职位来获取各种经验
of ongoing management education and rotations of managers through a number

并让他们在公司内部轮换担任不同的工作职位来获取各种经验
of jobs within the firm to give them varied experiences

从而提高管理人员的总体技能
They are attempts to improve the overall productivity

目的是在于提高公司总的生产率和管理资源的整体质量
and quality of the firm’s management resources

越来越多的跨国公司将管理发展作为一项战略工具
International businesses are increasingly using management development as a strategy tool

随着实施跨国战略的企业日益增多
with the more implementation of transnational strategy

外派人员的管理发展更显重要
The management development is becoming more and more important

具体做法是 让外派人员在几个国家担任不同的工作职位
The specific approach is that rotating expatriates through different jobs

可以建立非正式的管理关系网
in several countries help the firm build an informal management network

这个关系网能够作为组织内部交换提高工作业绩知识的渠道
such a network can then be used as conduit

这个关系网能够作为组织内部交换提高工作业绩知识的渠道
for exchanging valuable performance-enhancing knowledge within the organization

这一节的内容就是这些
That’s all for today

感谢大家的参与
Thank you for your participation