How to cultivate managers with international vision? This is a problem that must be solved for Chinese companies that are eager to perform in the international market. Chinese business habits are to exercise and cultivate talents in opportunities. Because there is a market opportunity, some people have pushed the corresponding position, as for him to do well, there is no necessary skills, how can companies provide, they can put it again. Because who is more fast enough in the rapidly changing market, not anyone's movements are more old and old.
This kind of cultivation is high, whether it is still very risky to the company. Due to more dependence on individual understanding and efforts, even if it is successful, it is difficult to copy to the company, and once failed, both sides will have a lot loss. Perhaps we should see how many multinational companies have cultivated talents worldwide. They have a lot of places worth learning in planning and systematic.
Deloitte's global development plan
International manager training project is not only a strategic career development plan, but also improves the company's global business capabilities.
Deloitte's 7 years of Li Sijia decided to participate in the Globe Development Plan. In June 2002, he made an application. In the next 3 to 4 months, after several procedures of the GDP review team, English oral testing and customer recommendation, Li Sijia's information was sent to Deloitte in different countries. Partner, Deloitte Chicago office selected him.
GDP development history
In 18 months of training and work, Deloitte's Global Development Program (GDP) enables participants to feel cultural differences. Li Siki discovered that Americans did not imagine them directly, they will also say "Small Talk" before they cut into the topic. A customer of Li Sijia handed the audit business to another accounting company. He has been exfolted when a woman named Lisa's 40 years old. He tried to take the topic of "Today's weather" and the topic, and the effect is not big. His Counsellor (counselor) - a colleague from South Africa in the last GDP project told him that Lisa has 3 children. The next day Li Sijia went again, the first topic is a child. Talking for 5 minutes, Lisa's attitude became very well.
As a multinational accounting firm, language is still the first obstacle to overcome. Li Siki said that even in China, there is still a long adaptation process after going out. To know that Deloitte's colleagues come from different countries, Turkey, Japan, Mexico, Lebanon, South Africa, etc., English often makes a joke. Second, we must understand the different working methods and cultural differences. Two Americans in his team don't work overtime, because they need to have a balance between life and work; one of the Pakistani people will eventually disappear for a while, let Li Sijia are quite confused, and then I know, It turns out that he is Muslim, looking for a place to make a week.
These interesting experiences are the main goals of Deloitte GDP: participants further improve foreign language levels, learn business practices and culture in other countries, strengthen contacts with other national colleagues, broaden business prospects.
Li Sijia returned to Beijing in May 2004, after two months, it was enhanced as the senior audit manager of Deloitte Beijing. For individuals, Li Siki GDP is the biggest harvest is a US Certified Public Accountant (AICPA). AICPA is the same in every state exam, but the registration requirements are different. Li Sijia did not take the Chicago test. He claims to learn the legal and tax system in the United States, and he has a Chinese accountant (CPA) license to the California, spent 4 Prepared months, the result was taken once. "With AICPA qualifications, foreign customers will agree with you."
GDP is a human resource project of Delo, arranges employees from all over the world to work in other countries. As a global professional company, Many customers in Deloitte are also global, such as Microsoft, Boeing, GE, GE, GDP is to cultivate future managers with global thinking. Deloitte China's new employees are generally trained in Shanghai's accounting colleges, and there are some short-term training programs such as the Hong Kong exercise for a few months, and there are also a week-to-week training, but the depth of the GDP project is greater. Prior to 1997, Deloitte GDP was also known as the "Strategic Vocational Development Plan", emphasizing how international experience can help participants climb higher on the professional ladder. At that time, Deloitte did try to have 128 participants, accounting for 1% of the total number of global employees. The plan of appealing is usually an opportunity to live abroad, and managers responsible for overseas organizations do not encourage employees to participate, and they are always reluctant to receive employees from other countries, because they have to bear their salary, but also important The customer is handed over. The study of Deloitte employee resetting the committee in 1997 also shows that the international delegation failure is because employees are unable to adapt to foreign life.
After some investigation, Deloitte decided to change the original way of operation. Since 1997, the plan is officially named GDP, participating in the country from 25 increased to 50, and participating in the number of employees has doubled, reaching 288 people. The plan has also begun to focus on real mission - help Deloittere improves global capacity. The Human Resources Team launched a marketing war within and spare no effort to promote GDP to managers and potential candidates. Deloitte invoked an external consultant, redesigned a set of self-assessment tools and virtual cases, helping employees in various cultural backgrounds to determine if they are the right candidates of GDP. At the location selection, the Human Resources Team is determined by the applicant. It is closely related to the need to serve the country and the country, such as the GM (General Motor) Mexican accounting may be sent to Michigan, serving the GM headquarters .
Lynda Spielman, deployment deputy director of Delo, said GDP not only teaches employees to learn about the accounting practice of another country, but also strengthen their global organization concept, which is quite obvious for international companies. At present, Deloitin is distributed in more than 150 countries around the world, and the employees have more than 120,000 employees who have participated in international training, which may mean that the income obtained from a customer will increase from 20 million US dollars to $ 23 million.
In addition, Deloitin encourages overseas branches to receive employees, burden wages, and arranges flexible working periods, allowing these young and potent employees to receive 6 months to 3 years (most of them are 18 months). In order to eliminate their discomfort to foreign life, Deloitte specializes in the "Experience World Booklet", introduces the situation from Chile, South Africa, Belgium, China, China, and they have also obtained "Body System" in all parts. Support, such as Li Sijia, can get guidance from counselors. Deloitte also tries to balance GDP's men and women, married unmarried proportions.
About 25% of GDP participants can serve the same global customer service for another location. The plan not only helps Deloitarian's operating agencies to get new customers, not satisfaction with existing customers, but also enhance employee confidence and professional prospects. Increase.
China's opportunity
Have you experienced the experience of snowing? And it is abroad. This has also become one of the contents of the company's training project. In 1988, he was sent to Chicago for only two months. He went to visit customers a morning, but he didn't have to go there. In the winter, he opened a lot of 40 minutes. He went to the trigeminal intersection of colleagues. However, the road sign was covered by snow. He went wrong, all the way to the Indiana border, waiting for him to turn back to arrive. Has been 10 o'clock. The painful leak has served as the president of Taiwan company, currently the Chinese business leader of Deloitte Technology, Media and Telecommunications Industry. The paragraph of Chicago has experienced his vision and also enhanced his business and management capabilities. Deloitte GDP is open to all employees, and each year, the Deloitte China will send 15 to 20 people to participate in GDP, and personnel choose to focus primarily in the three levels of senior auditors, audit managers, and senior managers. Deloitte Beijing is divided into three major business: tax, corporate consultation and financial consultation, each department has the quota of GDP, and the right to decide is in this department. Deloitte China will receive 5 ~ 6 members from Canada, the United States, and the employees of Deloitarian branch also want to understand China's rapid development environment. What kind of opportunities and characteristics are there.
If a GDP member specializes in the financial service industry, they will tend to send him to New York, where is the Global Financial Center. If you want employees to be familiar with technology, they will coordinate him to AT & T. Boston has always been an advantage in the field of venture capital. In 2004, Dynasty sent GDP members to Boston. "We hope he has some opportunities to learn, with the need for the entire Chinese business." Tell said. Deloitte has a senior partner in Shanghai. It has worked in Tokyo for 3 years. It is also the Asia-Pacific financial town. Later, he went to New York for two years. Now he is responsible for the Deloitte Shanghai financial service industry. "We saw China Finance a few years ago. The opportunity of the service restructuring, so it is planned to cultivate him. "
With some Chinese companies listed in the United States, GDP also helps to seize these opportunities. Deloitte will have an audit service for the 8 of them, even in New York, there is a team specializing in China's "US IPO" (in the United States for the first public listing). "GDP has colleagues working with them in New York, this connection and communication It will be very convenient. "Pantya said.
Deloitte's global development plan is equally important to the company's business and employee's personal career. Through the GDP project from the employees from all over the world, they have become a good friend. After 18 months, they will return to different offices and will continue to contact. This has also established a relationship network. It is said that "120,000" Deloit ", you can connect this network, you will be helpful to your career." Deloitte is of course happy to see colleagues from different countries. Mutual assistance to provide customers with services. Deloitte believes that any multinational company in China is keen on hiring and cultivating local managers, but has its own advantages, but has global vision, global operational capacity will be the most important direction in the future. This is a serious shortage of global leaders. There have been investigations to find that "wealth", "wealth", USA, is believed that the company has not cultivated enough global leaders, while Asian corporate leaders also have many cultural challenges. These multinational layouts, global operational companies must try to avoid Silo Culture, which is derived from all over the country.
Deloitte North China has more than 20 partners. It is said that he can lead this diverse team to benefit from 18 months in the United States, and after most of the GDP colleagues come back, "feels very different from the past, no matter Is a personal life experience or a process of learning growth. So when each year, people who want to go out have more and more. "
His hope is to reduce the screening criteria participating in GDP, so that more qualifications will be exercised earlier, after all, successful leaders Ning can "fail to succeed in order to succeed." (Fail Early To succeed sooner. Kodak Training: From Globalization to Localization
Wang Weibing
Systemically accepted transnational business training and can operate local markets more well.
Prior to 98 years, I only know that ABC English letters, Li Chunxi, did not even imagine English for work, or as a leader in Chinese institutions of multinational companies. In 1952, she was born in Shanghai in Shanghai. Since the 1998 Wuxi Almei Photo Chemical Company and Kodak Joint venture formation Kodak (Wuxi) Co., Ltd., her career has changed. Previously, she was only a branch office for Wuxi Almei Photo Chemical Company.
Since entering Kodak (Wuxi) Co., Ltd., as a potential local manager, Li Chunxi quickly was sent to Shanghai to Shanghai 3 months to strengthen training. Since then, she returns to Wuxi to carry out sustainable English training per week. This is a threshold that she participated in this multinational corporation must have across.
Since then, Li Chunxi has got a series of large-scale training opportunities, including some financial and corporate management training of closed full English. In order to let Li Chunzhi's body will be the original production and management concept of Koda. At the beginning of July 2000, Li Chunxi went to a production base of Rochester, the headquarters of Kodak, integrated into a real Kodak in a full-scale management training form. "3 months practice, I personally realized how the modern enterprise management system is reflected in the details in a multinational company." In 2003, in Australia and Kodak, the operators of Kodak Asia were carried out together. 2 weeks management training, let Li Chunxi have met more internal peers. Even now, they often use e-mail or telephone to discuss issues in work.
Inside Kodak, each employee will have its own development plan, including short-term and long-term goals, and review the outstanding employees to the corresponding cultured echelon of Koda.
When Li Chunxiao gradually became familiar with Kodak's management model, he learned a new level when he was treated and resolved in Kodak's way. In October 2003, after leaving China, Li Chunxi officially took office for General Manager of Kodak (Wuxi) Co., Ltd. One year later, review from 1998 to today's changes, Li Chunxi felt that "one of its fundamental differences is to use international management philosophy to manage the company. Now, the decision I have to do is in line with the concept of Koda, but also combine China. National condition. "As the beneficiaries of Kodak's local managers training," I feel very lucky, because Kodak chose me. "Li Chunxi said," Kodak said it has also successfully cultivated a localized manager. "
The Global Vice President of Kodak, the President and Asia Pacific of Greater China revealed that the general manager of the Ministry of Foreign Affairs, currently in Kodak China, the local manager of the training of cross-country manager training like Li Chunxi. A few years ago, only a deputy director of "Hello" in the Kodak Shantou plant, and now I have worked in Kodak United States headquarters, still studying the MBA degree in the local famous university. "He and his family have been fully adapted and used to life. However, he has planned to return to China in 2006." In fact, after strengthening English training, he has arrived in Australia in a few years. Companies in other countries in Kodak work.
"After making him a global manager, he will be more competent in the development of the local market." Ye Wei believes this is the ultimate goal of Kodak's local talent training.
HSBC IM "Special Forces"
Liu Xuemei
Only 400 international managers in HSBC Group 230,000, they are a special force that plays an important role in HSBC's globalization.
HSBC's IM is derived from the Early International Agency (IO, INTERNATIONAL OFFICER). HSBC was established in Hong Kong in 1865, which is destined to carry out cross-border business from the beginning. In order to manage the distribution of bank bases, Huifeng effect "British Imperial Rule Colonial" model, recruiting young people from overseas adventures, through strict systematic training, transfer them to Asian countries, and began every two or three years Replace a global travel life of a job place. On November 26, last year, HSBC Holdings President, 63-year-old Pang John said in Beijing: "I met with all newly recruited employees. Some people are very good." He refers to HSBC's international manager. Only 400 IM in HSBC 230,000 will, which is equivalent to only 1.7 per thousand employees. They are called HSBC's "Special Forces", playing an important role in HSBC's globalization, is the cradle of HSBC senior management.
Almost half of the 22 presidents in the entire HSBC group have IM identity. Pang John often goes to HSBC London Bricket Wood Training Center, and communicates with trained employees. HSBC needs to recruit 10 to 12 IM each year. After 7 weeks of training in London, there will be 3 months of overseas traditions.
In HSBC's historical documents, there is such a description of the training center: these graduates live in dormitory in the historic history of the bank, Mmitland Bank (Midland Bank, HSBC acquisition Mitra is the biggest banking industry. The acquisition) The wall of the dormitory is filled with banks, employees and banks. Old photos of banknotes. Each small room has a single bed, and new employees can sleep after the book of a bank history. The young people have the same training with the same training, with the same expertise and values. Early training is an apprentice, up to 15 years.
Compared with the degree, HSBC pays more attention to the quality of IM, such as loyalty, tenacity, unity and rigor. In the early years, many IMs are recruited from the military or football team. This elite team implemented military management, and at first or even asked for not marriage without the consent of the group before the age of 25. IM started to have female entry from 1988, and now there is approximately 1/4 of non-British nationality. In 2000, HSBC China had an IM. IM is called HSBC's Marine Corps, also called "Special Duty Force), and every acquisition action, it is immediately formed into a airborne troops, assisted in and distributed and integrated work.
According to HSBC's human resources department, HSBC has a professional evaluation center, through scenario simulation, training IM's various capabilities. HSBC's brand image is "The World's Local Bank", which is mostly willing to learn the culture, language and customs of the host country. With mergers and acquisitions, HSBC, which is the global expansion, has always avoided the image of "intruder", Pang John tells IM, "In addition to the UK, in other 78 countries, HSBC is a guest." He also said, "Every country It is necessary to suit your own history and culture, think that there is a universal solution suitable for everyone, so that it is arrogant, and thinking that it is the only right way, it is extremely arrogant. "
In terms of career development, each IM is assigned to various regions or branches, and the direct supervisor is responsible for and accepted the task, and its performance is also in accordance with the company's relevant regulations. However, IM's promotion and the next job, but it needs to be implemented by the HSBC Group Personnel Department, and the regional supervisor has no power to deal with IM's personnel mobilization and appointment.
Not only the IM of strict, training is perfect, HSBC's entire training system is first-class in financial institutions, in order to let employees have stabilized internally, all of HSBC has more than one personnel, and accept a functional assessment every three years, but in order to train 230,000 employees worldwide, HSBC's bricket Wood Training Center has nearly 2,000 coaches. IM is the secret force of HSBC Group, rarely accepts interviews, or unveiled in front of the public. This is also a concept of Pang John: "The banking industry has few innovative strategies. This is a changing, different branches, in different countries, different countries. The consistency has earned us trust. HSBC's rules are clear, long-term consistently is the reason for many managers for life ... "
