Research On The Talent Localization Strategy In The Myanmar Factory Of B Company

Since joining the WTO,China has vigorously encouraged its enterprises to "going out".In recent years,Southeast Asia’s economy has developed rapidly.With its open investment environment,loose investment policy and manpower cost advantage,Southeast Asia has become popular places for the worldwide investment.Domestic costs rise,the lack of manufacturing labor force,small and medium-sized businesses(SMEs)in China’s manufacturing respond to the call of "going out" one after another,began to invest in Southeast Asia to build factories for the comparative advantages of the region.When investing in Southeast Asia,many multinational enterprises(MNEs)will formulate appropriate management countermeasures according to the local political,economic,social and cultural environment.However,in terms of talent management,it usually adopts the way of talent assignment——the headquarters of the enterprise assigns personnel from the home country to the host country for transnational operation and management,especially in the initial stage of investment.However,this style of management has often failed.This is due to the expatriate’s own background,as well as the differences in culture,language and social conditions between China and Southeast Asian countries,which make expatriate managers face high human costs,complicated living security,cultural conflicts in management and other problems.Therefore,in order to realize the sustainable development of the production and operation of overseas factories,MNEs must change from the mode of talent dispatching to the mode of talent localization.The function of talent localization is to reduce the operating cost,solve the cultural conflict and deeply integrate into the locality.The reason why local talents are used as the main body of management personnel in overseas branches of MNEs is not only because of their own abilities,but also because they are more familiar with local conditions and can implement operation and management strategies more in line with local realities.It can be seen that talent localization is a HRM mode adopted by MNEs in the host country.This management mode is based on the fact that the multinational operation of enterprises requires overseas branches to realize the strategic intention of enterprises,and the headquarters can effectively control the overseas branches.Talent localization,as a choice of HRM mode in the process of enterprise internationalization,has gradually become an effective way for MNEs to gain competitive advantages in Southeast Asia.Predecessors have carried out relevant research and analysis on the content of talent localization,but there is still a lack of analysis of the specific reasons and implementation standards of talent localization strategy from the actual level of the company.Since the reform and opening up,there has been more research on the talent localization by transnational enterprises in China.However,there is relatively less research on the talent localization of Chinese enterprises,especially SMEs,and even less on the talent localization of Chinese SMEs after direct investment in factories in emerging economies such as Southeast Asia.Therefore,the purpose of this paper is to explore how to implement talent localization strategy more effectively from the perspective of international human resource management(IHRM)and enterprise practice by using the first-hand data obtained from in-depth enterprise research.Based on the above considerations,this paper first summarizes the relevant research on IHRM and talent localization management,analyzes and summarizes the development direction,characteristics and theoretical basis of talent localization.Then,taking the talent localization management practice of the Myanmar factory of B Company,a small and medium-sized manufacturing enterprise in China,as the research object,this paper firstly analyzes the macro environment of the implementation of talent localization strategy,then analyzes the motivation,current situation and existing problems of the implementation of talent localization strategy,and then analyzes the reasons behind these problems.Finally,according to these reasons,the author gives some suggestions to improve the talent localization strategy.After comprehensive analysis,the following conclusions can be drawn: MNEs must decide whether and how to adopt talent localization strategy;The essence of talent localization is to seek common ground while shelving differences and eliminate cultural barriers to minimize the resistance of production and operation;Specific practices of talent localization can be improved from the aspects of establishment of coordination institutions,recruitment,training,daily management,cross-cultural education,incentive mechanism and centripetal cultivation.This paper has practical significance for promoting the healthy development of the Myanmar factory of B Company,and also has certain reference value for the IHRM practice of Chinese SMEs investing in Southeast Asia.