外企如何应对人才流失？

Q168

去年，肯特•凯德尔接管了伦敦管理咨询公司控制风险集团（Control Risks）的亚洲业务，他知道自己肯定会遇到大麻烦。在前六个月里，凯德尔坐在位于上海的办公室里，至少听四位高管讲过同样的故事：竞争对手打算以三倍的薪酬聘用他们。


    这四位高管后来都离开了公司，这让凯德尔不堪重负。他不得不寻找熟悉当地市场的合格人才来填补这些领导职位。凯德尔说道：“每周都会有猎头给这些人打电话，是否跳槽是每个人首要考虑的问题。”

  Kent Kedl knew he had big problems last year when he took the helm of the Asia practice of London-based management consulting firm Control Risks. In his first six months, Kedl sat in his Shanghai office and listened to the same story at least four times from top managers: A competitor offered to hire them away for three times their salary.


    All four people left the firm, handing Kedl the daunting task of filling those jobs with qualified leaders who had knowledge of the region. "These guys are getting calls every week by headhunters, and it's problem No. 1 on everyone's mind here," says Kedl.

Q168

美国的就业市场仍不景气，但在中国等新兴市场，招聘和留住高层管理人员仍处于卖方市场阶段，这和金融危机之前的美国很是相似。据安永会计师事务所（Ernst & Young）2011年对992名高管进行的调查显示，42%的公司领导者表示，在海外招聘优秀的人才是最艰难的挑战。例如，全球人力资源机构万宝盛华公司（ManPower）进行的另外一项调查显示，在印度，67%的雇主表示，他们很难在当地建立一支高效的管理团队，而在2010年这一比例仅有16%。
Hiring in the U.S may still be sluggish, but when it comes to finding and keeping top management in emerging markets like China, it's a sellers' market akin to pre-financial crisis America. Some 42% of company leaders say filling jobs with good people abroad is one of their toughest challenges, according to a 2011 survey of 992 C-level executives by Ernst & Young. In India, for instance, 67% of employers say they struggled to build effective management teams in that country, up from 16% in 2010, according to a different survey by global staffing organization ManPower.

Q168

印度受益于其惊人的GDP增长速度，并且在过去二十年里， 印度IT行业蓬勃发展，已经达到1,000亿美元的规模，然而，该国对于培养工程人才的重视，却使得具备领导与管理能力的印度人才匮乏，美国加州费利蒙市外包软件开发商iGATE的人力资源副总裁斯瑞尼•坎杜拉说，这家公司在班加罗尔有28,000名员工。


    坎杜拉表示：“所有人都喜欢有过跨国公司工作经验的领导者，结果导致人才供不应求。”于是便出现了来自各个行业的公司争抢一个人的局面。

While India has benefited from impressive GDP growth and watched its IT sector blossom into a $100 billion industry in the past two decades, its focus on developing engineering talent has left the country dry of Indians with leadership and management skills, says Srini Kandula, vice president of human resources for iGATE, a Freemont, Calif.-based outsourced software developer with 28,000 employees and operations in Bangalore.


    "Everyone prefers leaders who are exposed to global business practices, and supply is limited," says Kandula, so companies across a broad array of industries compete for the same people.

Q168

在俄罗斯，来自纽约律师事务所Rheem Bell & Mermelstein的爱德华•默梅尔斯坦花了六个月时间，对负责运营事务所莫斯科办事处的高层高管进行培训和职位调整。但在过去两年间，当地的竞争对手以接近两倍的工资挖走了他的两名高管。默梅尔斯坦表示，同样的事情，在事务所的大银行客户那里也在上演。


    律师事务所的合伙人默梅尔斯坦称：“竞争非常残酷，他们根本不会提前两个星期通知你。只要他们做了决定，二话不说就会离职。”

  In Russia, Edward Mermelstein spent six months training and relocating top-level executives to run the Moscow office for Rheem Bell & Mermelstein, a corporate law firm based in New York. But in the past two years, local competitors poached two of his executives, offering them nearly double their salaries. Mermelstein says the same scenario is playing out with many of the firms' other big banking clients there.


    "The competition is cutthroat, and they don't give you two-week notices. If they leave, they just leave," says Mermelstein, the firm's principal.

Q168

面对劳动力短缺的局面，常见的应对措施是空降外派高管，然而，这一策略并不总是有效。安永调查的高管中，仅有29%认为公司做到了在没有造成重大损失的情况下有效调整员工的工作地点。


    如今，美国房地产市场仍不景气，外派员工便更具挑战性。因为，购买和出售员工的房子，把他们送到国外去的代价高昂。而且，亚特兰大调查与管理咨询公司Leadership IQ的CEO马克•墨菲认为，这些高管通常也并非理想的人选：对于当地的文化、市场和员工心理这些大多数公司保持长期稳定不可或缺的方方面面，当地管理团队通常有更深的认识和了解。
  Confronted with these labor shortages, the typical response has been to parachute in expatriate executives, but that strategy is not always successful. Just 29% of executives surveyed by Ernst & Young said their companies effectively relocate employees without big disruption.


    Moving those expats can be even more challenging with the U.S. housing market still in a slump. It's a costly endeavor to buy -- and then sell -- an employee's home to send them abroad. And these execs are not always the ideal hire: Local management teams often have deep knowledge and understanding of national cultures, markets, and worker psychology that most companies need for long-term stability, says Mark Murphy, CEO of Leadership IQ, an Atlanta research and management consulting firm.

Q168

为了规避未来的风险，百威英博啤酒集团（Anheuser-Busch InBev）采取直接从大学招聘有前途的领导者，包括旅居国外的外籍人士。公司最近聘用了华盛顿大学（University of Washington）的两名中国毕业生。这两名毕业生均参加了公司的全球管理培训项目。凡是表现良好的管理人员将被指派担任10年任期的全球首席管理工作。公司全球部门的三位总裁和两位首席高管想出了这种方式。公司培训项目负责人比艾克•蒂尔林克称：“事实证明，这是非常成功的。”
Beer-maker Anheuser-Busch InBev (BUD) is hedging its bets for the future by recruiting promising leaders straight out of college, including foreign nationals while they are living outside their home countries. The company recently recruited two Chinese graduates from the University of Washington who joined the beer-maker's global management trainee program. Managers who perform well are put on a 10-year track for global C-level jobs. Three of the company's global division presidents and two C-executives came up this way. "It's proven to be successful," says Bieke Teerlinck, who oversees the company's trainee program.

Q168

为了确保留住优秀的印度高管，iGATE开始提供股票期权，而且虽然竞争对手不断抛出两倍或三倍的薪酬，但公司还是成功使印度的高管团队多年保持稳定。此外，坎杜拉称iGATE也非常注重从公司内部挖掘具有管理潜力的印度籍员工。


    四位高管跳槽之后，控制风险集团的凯德尔开始为新聘用的高管规划一条清晰的职业发展道路，向他们介绍了获得更多领导机会的具体步骤、薪酬和工作说明。此外，他还对高管定期进行绩效评估，如果可以的话，还会主动给高管加薪和升职。他说：“‘人才是公司最宝贵的资产’绝不仅仅是个形式，而是一个客观事实。如果身处中国这样的市场，你就能深有体会。”

  To ensure top Indian executives stay today, iGATE began to offer stock options, and the company has managed to keep its C-team in India for several years even while competitors offer executives jobs for two to three times the pay. iGATE has also placed an emphasis on identifying Indians within the company who could be groomed for top jobs, says Kandula.


    After losing four top people in China, Control Risks' Kedl started laying out a clear career path for new management hires, showing them the specific steps for more leadership opportunities, pay, and job descriptions. He also gives managers regular performance reviews and, when appropriate, offers them raises and promotions before they even ask. "The whole 'people are the most important assets' thing is not corporate bologna," he says. "That's the hard-core truth. You really learn that in a market like China."