A Report for a Subsidiary Company from Uk to China Associated with Recruitment and Selection Issues and Training and the Problems with Career Development

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B.Expatriate management .

Expatriate failure is an important issue in Expatriate management. There are many reasons for Expatriate's failure, including policy and personal factors. The main reason is that managers can not adjust their mentality, generate family-related problems, or manage the individual's physical immaturity or lack of Technology, can not cope with overseas responsibility. (Dowling et al., 1994) This emphasizes the choice of expatriates, including personal / family / cultural adaptability / technical requirements, while international assignments should be combined with career development, emphasizing job briefing and compensation for expatriates.

C.Repatriation management.

The main issue of repatriation management is that foreigners returning to the motherland is a new challenge, including the return to shock and reverse cultural shocks. (Dowling et al., 1999), especially for China, a rapidly developing country, many foreigners who return to their homeland or return from China to China will feel uncomfortable. On the other hand, most multinationals are not doing well in repatriation management, and multinationals are more focused on pre-job preparation and neglected repatriation (Welch, 1994), which has led to very few employees willing to accept Expatriate task.

As early as the early 1980s, China had sought help from other countries such as Canada, the European Union, Japan and the United States, to improve management training and development, and achieved significant achievements in China's coastal areas. To the subsequent management training reform in 2000, management training and development has been widely promoted, to almost all universities currently have to provide or involve training and development courses. It can be said that China now has a well-established management training and development infrastructure to deal with 'globalization'. (Jenster 2009) On the other hand, China Business School will increasingly learn from foreign business partnerships and balance the input from different countries. (Warner and Goodall 2009) However, Chinese managers lack the knowledge and skills to compete in the global environment and the quality and quantity of employees and the lack of enough senior staff to become familiar with foreign markets. In addition, the lack of foreign language skills and overseas management of large-scale activities of the experience is also the Therefore, how to train and develop Chinese employees is particularly important for overseas countries.revalence of Chinese management staff shortcomings.

Training and the problems with career development

- Need to re-understand the training and development

As China and the UK differ in their understanding of employee training and development, it is necessary to re-understand my knowledge of Chinese staff training and development.

First we need to understand the need for 'change'. Organizations need to keep up to the outside world, which means that organizations need to keep 'change'. And training and development is an important measure to protect and improve the organization's ability to adapt, because the enterprise's main resource is human, and can be understood as a human capital. Training and development to improve efficiency, improve the quality of staff work, improve the product or service only. And more importantly, to improve the competitiveness of the organization, so that organizations more easily adapt to the external environment. (Xiaofang Chen, Xinggui Zhang, 2008)

Second, there is a difference between training and development. From the management level, the main purpose of training to help employees how to get started their own work faster. However, development is aimed at developing employees' creativity and motivation, and by granting knowledge and skills to plan for the future career of their employees. (Xiaofang Chen, Xinggui Zhang, 2008)

And for Chinese employees, they tend to be more harmonious and personal relationships. (Verburg et al., 1999) In other words, Chinese employees are more inclined to observe and listen rather than 'change'. (Hofstede, 1991) This is different from the British and other Western countries, Chinese employees are more willing to pursue a harmonious company.

2.China 's' cultural distance' problems

First, language barriers are common for Chinese multinationals. Many multinationals often find that Chinese managers must improve their English language skills, especially English is still regarded as the most important international language. Many Chinese managers can not accurately express their own ideas in English, which undoubtedly caused the differences between Chinese subsidiaries and head office differences, but also weakened the Chinese multinational companies employee confidence. Therefore, for Chinese managers and staff, language training seems to be less than necessary.

Second, 'cultural distance' also led to cultural norms and work style is different. Chinese managers tend to work more clearly in a hierarchical structure rather than a more open and flat office environment. The right working environment and working environment can improve the staff's satisfaction with the work, but also help staff training and development.

Finally, 'cultural distance' at the same time caused the difficulty of regional mobility. During the training and development process, it is likely that the dispatch of staff to distant places and even overseas training, family issues or care of young and young cultural obligations will lead to the staff to oppose the relocation, which improves the difficulty of training and development.

3.'Localization' and 'globalization' training and development issues.

We say that there are many factors that affect the 'localization' of staff training and development, for example,

A. Language, in some places in China there are pride in language, some Chinese employees will be more preferred in practical native language than English.

B. The level of education and education are different, the level of education of employees is different, the absorption of training is different, manifested in its ability to read and write and language.

C. Different ways of learning and translation, Chinese employees are more likely to learn one way, which means that the higher managers need to consider