In association with Machwuerth Team International
As discussed last month, a localised strategic retention system can decrease the turnover of staff within a company operating in China. This month we continue to explore practical options that can be of assistance to HR managers.
Don’t let it be an expat only project
A primary reason for frequent job-hopping in China is that those demanding young professionals thought their career was advancing too slowly with their previous employer. They expect to be trained and developed, while a major factor in seeking opportunities in foreign companies is that they have a reputation for promoting personnel faster than Chinese firms. Should it then be discovered that their new foreign employer cannot help them grow, the search will soon be on for a different nine to five.
The foremost task for managers should be to manage expectations down to a realistic level. Immediately afterward one need create practically challenging platforms to develop potential. The fast economic growth of the past two decades has shaped a “think big, do big” mentality among younger Chinese generations.
It should not come as a surprise that those 20-30 year-old inexperienced professionals are so greatly/only interested in doing big projects. Yet, as long as such opportunity is created, do not let it be an “expatriates only” project; be confident in delegating it to your Chinese employees. They are capable enough to have it done wonderfully well.
Contribute More Emotional Investment
For many Chinese people, their definition of “employer” likely refers to their direct superiors, unlike Europeans or Americans, who stay with the job because they like the company culture or the job assignment. That is why in many a case you see a whole team or department leaving a company together with their team leaders. Therefore, to avoid a connection vacuum, expatriate senior management should make more of an emotional investment in both junior Chinese management and ground level talented employees.
In China, it is culturally acceptable to measure oneself in comparison with others. When planning to promote some star employee, keep an eye on those around him/her. When someone is promoted in a team, other key players who joined the company at the same time and have made a similar contribution are likely to leave. They have no patience to wait for your systematic promotion plan. Not being promoted has resulted in a loss of face; the highly-prized social status sought besides money. To thus handle this aspect of “Guanxi” diplomatically, promote simultaneously. It does not necessarily mean that HR must create new positions and restructure the organisation; rather it can be done by handing out new and upgraded Chinese job titles while the English titles remain the same, thus effectively fulfilling expectations to catch up with others as regards social status.
