Research On Talent Outflow Based On Organizational Culture In Multinational Company In China

When people do research in HR field, we have numerous research findings in HRmanagerial approaches and HR practices, but we usually ignore the most important factor:that is organizational culture impact, which will lead to the separation of HR managementand Organizational Culture, which prevent HR theory study from the deeper lever andprevent the further causal research from organizational culture.In contemporary era, the core competitive competences for a company areorganizational culture and talents, while talent outflow is a common challenge forinternational company in China. Talent outflow can lead to visible or invisible loss for acompany, which can enrich competitor or result in confidential information disclosure.However, how does a company attract, retain, inspire and develop key talent?Taking the study example of one international company called US APP, this thesiswill focus on the talent outflow problem and explore varies solutions to this challenge,Based on global economic climate, corporate culture and talent retain and development,from the three layers of organizational culture, we discuss and analyze the root cause fortalent outflow, from the different angle of corporate culture, we explore and provide thevaries solutions to this problem.Organizational culture includes eternal adaptation and internal integration, the threelayers of organizational culture are, from the outer to the inner, Ritual&Behavior&Material Culture, System Culture, and Spiritual Culture.From the outer layer of Ritual&Behavior&Material Culture, we find it means notonly attractive compensation and benefit, but also we should think over fromcompanywide people care climate building, and talent development environment creating.From the middle layer of System Culture, US APP is lack of related system to ensurethe actual practice of talent flow and development, such as job rotation regulation, internaljob opportunity, internal promotion specific, HR human-based management, talent careerdevelopment, Metrix Organization improvement, etc.From the inside core of Spiritual Culture, it is a pattern of basic assumptions for agiven group, it provide people the correct way to perceive, think, and feel in relation tothose problems, which is shared vision and value. We take this angle to understandindividual mental feeling, and to analyze and discuss the leadership and influence power ofour management level and organizational development.Finally, US APP establishes the HR strategy of “Benefit Retention, Career Retention,Feeling Retention” for all talents retention and development, HR sets up human basedsystem, cultivate employee loyalty, create people care environment and build up talent development organizational culture for future continuous success.