Localization Of Multinational Companies In China Human Resources

With more and more profound influence of the economic globalization in the world today, the form of global resources allocation multinational companies further developed. Transnational corporations as the main carrier of economic globalization, it not only embodies in abundant capital, advanced technology and well-known brand, perfect sales network and excellent management, etc., what is more important is the advanced human resource management. Among many human resource management modes. first. Therefore, I do a research on human resources in transnational corporations, in-depth analysis on the reason of implementation of the localization of human resources, and in the method of questionnaire and interview to transnational corporations in China, I found that some existing problem in human resource localization process in the transnational corporations, and puts forward some strategies to solve these problems. These strategies are also meaningful to Chinese corporations in the transnational business.The paper mainly conclude the following three aspects: Firstly, the problems of human resource localization process in Transnational corporations: Transnational corporations hire employees, but the proportion of China's senior management staff in China are still lower than the proportion of foreign employees of multinational companies in China, the top executive of China branch are always from overseas. Obstacles of the promotion to manager for Chinese is lack of ability and the accumulation of experience. Secondly, According to the above problem, the transnational corporations put forward the following solutions:①Chinese government should start strategy to the lack of senior talent and the global talent;②Transnational companies strengthen enterprise culture construction and staff belonging;③Establish a scientific performance evaluation mechanism and perfect the incentive mechanism;④Establish development of individual employees formulate plans and programs.⑤Enhance the understanding of Chinese culture deeply. Thirdly, The significance of the above strategy to Chinese enterprises:①Constantly optimize human resources environment;②Formulate mechanism of employing suited to local conditions;③establish good cooperation mechanism of talents training with foreign transnational;④Establish corporate culture and employing mechanism suited to the corporation itself.⑤Choose cultural diversity of senior managers and nationality, national diversity management team.