| Talent management is critical to every company’s survival and growth. As a strategic resource of modern enterprises, Talent management has become the key factor affecting the development of enterprises. Talent motivation and engagement scheme, a crucial topic in modern human resources management, is attracting Western scholars and enterprises’ attention, becoming the focus of current human resources research. Talent motivation and engagement scheme will bring positive effects in provoking employee’s potentiality, building enterprise evaluating system, reinforcing the core-competitiveness of the enterprise, as well as improving the productivity.Under the intensive trend of globalizing and competing of industries, multinational enterprises’ management has evolved from a universal model to an local-characterized model. In the innovation of such management, how to motivate and retain local employees is a challenge, particularly for those employees at lower level. The primary reason is that multinational companies are highly affected by each local country’s macroeconomic, national policy and cultural background; the motivation and engagement scheme used in other countries may not function well in China; even some incentive and retention policies developed and promoted in China may not achieve its target; meanwhile, bias issues that arise in the implementation of incentive retention policy are hard to be realized immediately. In the end, the motivation and retention policy failed to achieve a satisfying fulfillment. One example is from AL, a multinational corporation operated in China, initiated various motivation and retention plan, yet the staff turnover rate once reached as high as 14%, especially in primary and middle-level employees.This paper sets AL corporation as study target, by analyzing its motivation and engagement strategy, summarizes the common methods used in multinational enterprises for incenting and engaging the local talents, explains the issues should be careful with and lessons should be learned.This paper is divided into five parts:Chapter One is an introduction. Including background analysis, the purpose and the content of the study as well as the importance in theory and practice.Chapter Two is the literature review and relevant theory about the motivation and engagement scheme. It reviews the study of scholars on the theory of incentive and retention, and analysis the errors that exists in the motivation and engagement system of multinational enterprises in China. The study is based on the review of the literature materials.Chapter Three is the improvement process of AL’s motivation and engagement system. Including company profile, enterprise organizational structure analysis, AL’s salary and incentive scheme and the results of incentive and retention policy.Chapter Four is the application of motivation and retention strategy, by combining cases in AL corporation, describes the problems in AL’s corporate governance, such as: salary and welfare system, incentive policy, talent retention policies, and other issues in the enterprise management. Moreover, from the perspective of management, the author uses tools like questionnaires, interviews, and other methods to find problems, analyzes the factors and solutions to improve HR management level in AL, and shares AL’s successful management experience.Chapter Five is conclusion and recommendations, including the limitations as the result of some objective factors. Further, the author explores the prospect of applying AL’s motivation and engagement policy.The author hopes that the conclusion of this paper could help enterprises, from a point of view of management, through a number of methods to discover problems, analyze the causes and further enhance the company’s human resources management; The author also wants to share AL’s successful management experience, which can be referred by other huge High-Tech manufactures. Meanwhile, hopes that this paper can help enterprise in talent engaging and talent people in their career planning. |
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