Hrm International Businss

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policy is so rigid and strict because of its deep-rooted Japanese culture.

The idea of "lifelong employment system " in traditional Japanese companies come out the result that , to those incompetent people in the work performance, it would rather take the way of changing jobs from their existing jobs than to take out the way to force it to leave. 7(Gary,1990) In addition, the salary policy in Although Calsonic (China) taken for many years always lack flexibility, which caused the constantly loss of capable staff, staff for many years, and the talent that the company has cultivated for years. They may even move to a competitor’s company to take an important position, which has brought the company’s management more tough.

The Polycentric Approach—German MNE: Siemens

Rigorous and precise independent HRM mode under Chinization

Under polycentric staffing policy, in order to eliminate the culture conflicts, the main managers of subsidiaries always are PCNs while the core positions are occupied by HCNs from home country. 4（Charles W.L. Hill，2010）

Siemens is one of the largest foreign-invested enterprises in China and China has become its main pillars of business in Asia Pacific area .Thus, in order to maintain Profit growth, Siemens will continue to expand the industry in China by enhancing local production, research and development, design, management training and leadership development, thereby advancing their localization process.

And I will take it as a typical example of which uses the Polycentric staffing methods, furthermore, to reveal the German multinational companies in China in the area of the international human resources management.

As the subsidiary of Siemens, Siemens China is managed by Cheng Meiwei, a Chinese (HCNs), who is far more familiar with Chinese culture and industry situation than the Germany. As for the executives of Siemens China, we can find that although Siemens China takes the polycentric policy, it also put some German in the core and key occupations to keep the balance between the parent in Germany and the subsidiary in China. (SEE Table 1)

Table 1 Siemens China Executives Framework (2012)

Recruitment: German concept & Chinese implement

Nowadays, the number of employees in Siemens China has increased from 200 (in 1989) to more than 30000, making Siemens China become one of the largest MNEs hiring Chinese workers.

Till now, the percentage of expatriate staff in Siemens China employees is less than 1% while the percentage of Chinese executives takes up more than 90%.Such high rate of staffing localization in Siemens China has been achieved through severe selections of potential employees and superior training of Chinese executives in area of leadership development. 8 (Jiannian, 2007)

The Siemens pays more attention to the branding director or marketing manager products represent the quality and image of the German and image. If there are no proper continuators in business, it needs to list all candidates from other countries and businesses. Local manager has a great impact on the list. However, the headquarters shall have the right to fill in their candidates on the list. Then, the senior hr. managers will discuss all opening positions every 3 weeks and they are likely to fill out the new candidate on the list. Finally, regional headquarters directors will review the list and are likely to fill in the other candidates every 6 weeks. 9 (Quanwen & yan, 2002)

Siemens’s human resources management system creates the direct interests connection by offering appropriate management talents to the business which promotes other coupling mechanism cultivating a kind of common culture and forming a network make the managers get broader experience, Siemens’s human resources management system speeds up the product knowledge and best practices, and implements the enterprise internal coordination.

Combination of training and development

In October of the 1997, Siemens (China) was established in Beijing Siemens management college SMI (Siemens Management Institute), which is used for daily staff training. Siemens (China) develops local managers and general staff also can get many opportunities to learn. Siemens not only relies on retaining talent by offering high salary. For employees, development is the most important factors. The company will provide employees with development opportunities as soon as possible, helping employees to achieve career goals.

In addition to developing management training established by local managers, Siemens Management College offers a comprehensive system of personal training, including advanced business training, team training, project management and communication skills training, marketing and sales training, etc. Employees are not restricted to expand own knowledge. During the process of learning professional knowledge, they also can improve their comprehensive quality and ability. Siemens Company in China also provide employees with frequent overseas training and job opportunities.

Siemens global headquarters lie in Germany, which means that there are good chances of employee training in Germany. Other training places are chosen according to the needs of training, such as the United States, Britain, Australia, Singapore and other countries. At present, Siemens’s training spends accounts for 20% of its profits, showing its importance to staff training. 10 (Shuming, 2001)As the result of the company that attaches great importance to the education, training and personal development of employees, and the way of this kind of talent in China also got great affirmation, attracting a large number of talents to join Siemens Company in China. Siemens is committed to make the potentials t into management talents with proficient skills and work enthusiasm, laying a solid foundation for the localization of Siemens process.

Siemens hires Chinese employees considers not only their short-term planning, but also about their long-term planning that can offer more opportunities and development space, That can help to explain, At Siemens, why the proportion of voluntary staff turnover left is far below market levels.

A geocentric approach—AMERICAN MNC: Coca-Cola

Surviving of the fittest: fairness and openness under culture diversity

The core concept of the geocentric staffing policy is to attract the superior

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