外企如何应对人才流失？
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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。” 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。”(财富中文网） 译者：刘进龙/汪皓 |
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. 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." |
