Study On Human Resource Management In Sino-Indonesia Company Invested By Julong Group

Under the pressure from the increasing domestic market competition, Chinese enterprises have expanded their business into the global market, practicing the national strategy of “go global”. However, such overseas expansions often put these Chinese multinationals in a completely new competition environment. Their extended overseas business would be confronted with the diverse difference in national or regional political institutions, economic development levels, legal regulations and policies as well as the religions and civil customs. Like a double-edged sword, the challenges could either become the opportunity for a glorious victory or the Waterloo of their “go global” strategy. In recent years, the difficulties in human resource management, especially the management team building have become the thorny issue for Chinese enterprises in localizing their overseas business operation. Thus, the efficient solution to the human resource management with the localization strategy is the key to ensure the success of Chinese companies' overseas investment and the “go global” implementation.Combining both of the successful experience of western multinational companies and the example of Julong's multinational management practice in Indonesia, this paper discussed how to establish a relatively more complete human resource system to enhance the central management team in a Chinese Multinational corporation in the assumed Indonesia investment environment. This human resource system will include essential components from personnel recruitment, training, evaluation to compensation, etc. Based on the theory of localization and multicultural management, the theoretical model in this paper and its implementation pathway have been thoroughly illustrated by the empirical and comparison analysis and will provide a practical and comprehensive solution to the overseas human resource management for Chinese multinationals.