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有关东非共同体国家全球人才管理的战略研究的英语论文

  东非共同体国家全球人才管理的战略研究

  A Study on the Practices and Strategies of Global Talent Management in East Africa Community

  1. Significance of the Study

  这项研究的目的是研究东非共同体国家如何向中国学习,如何管理使用其它国家的人才,无论是使用海外华人,或通过海归招商吸引的主要投资在中国的工作者。这是关于人力资本的投资,因为它包括中期全球人才管理,吸引、聘用和寻找继任者,这项工作覆盖了整个员工工作周期,成为越来越多的企业战略组成部分。

  The aim of the study is to demonstrate on how AEC countries will have to learn from china, on how it managed to use the Talent from outside world by either using overseas Chinese, or by using the returnees or by welcoming people from major countries to invest in china or to work. Which is human capital investment because the term Global talent management it include, entire employee life cycles from attracting and hiring and finding the successors up on the retirement it is increasingly part of corporate strategy for various organizations.

  为创建企业人力资源管理制度的需要,以树立正确的人才战略和人才管理规划常规,允许在全局和局部范围进行具体规划。

  In order to create corporate HR functions need to establish the right Talent governance practices to allow strategic talent management planning at both a global and local level.

  Key governance issues include determining those decisions and practices that will be handled globally, because they are core to the overall corporate identity; those handled locally, due to unique in-country factors; and those that will be shared to leverage benefits across divisions, areas or functions. This crucial step results in clearly outlined roles and responsibilities for your worldwide HR team, and ensures accountability for the results. It also helps empower local-country business leaders to make decisions on local HR matters, just like they do with other aspects of the business cycles.

  The study aim at revealing the fact that most young economy countries or developing countries fail to realize the importance of GTM (global talent management), as to the economy of the nation and fasted the development of the nation through the use talent and HR management most are abide by the old ways of management in steady of the new way of public administration of the talent management.

  If most of this countries especially EAC nations will open up the gate for the International organization to engage into completion with local market through global talent management (GTM) it will highly improve economic situation of the country, there are keys to the managing of global talent which are as;

  First ensure that local (Human resources) HR strategy clearly aligns with the strategic and geographic needs of the business. 

  Second Establish global (Human resources) HR governance practices that support global employment which is in other way global talent management(GTM) brand priorities while allowing flexibility at the local level.

  Third Invest in technology and processes that allow for more efficient global demand planning and collaboration in both sectors.

  The study aim at also opening up the problem and enlighten the rulers up the matter facing the economic situations of EAC. Which are basically if clearly stated will improve the performances in community economic welfare this problems can such as;

  Poor business planning without following the sustainable development framework due to lack of guidance on some of international or local firms. Even the privatized firms the poor guidance normally leads to poor performances of these firms and also most tend to tax evasive actions which deteriorate the country development due to poor tax collections.

  Lack of understanding of management in international organization, and as well lack of moral for public administrators who tend to run into decision making or corruption maneuvering.

  Most of these countries have lack or Limited awareness on legal and regulatory of international organization, due to either few of international matters experts or poor regulations making even lack of seriousness on the matters regarding Global talent management.

  Lower technologies in these countries which lead to lack of investors to invest into this countries technological backwardness, contribute to the failure of global talent management in these countries. Compared to China which in recent years have been doing great in technological advancement, as result china has won world attention to it, so in doing so the china global international awareness has increasingly high and talent management and investment has increased in high percentages.

  2. Research Issues

  GTM in EAC countries operate either as individual enterprises /groups / clusters. Large number of organization in these countries formed different sectors exists in AEC, connected with the natural resource base of the region. Over the years, as there were no proper policy level focuses on these sectors regarding Global talent management (GTM), there is a potential for such sectors to create economical and social development.

  In HR (Human resources) these natural sectors are sources of value addition, Proper management of these sectors could at least, lower the cost of the operation of global firms, the labor shortage problems are likely to be of continuing concern. Particularly in the rapidly emerging economies, such as China, India and Brazil (Jorek Gott and Battat, 2009).

  Regardless of the size of the gap between the available and desired pool of talent globally, however, human resource location and relocation, and cost reduction through lower compensation levels are likely to become major global talent challenges over the next several years. 

  When EAC countries did not take Global talent management into serious war, the world had engaged into the matter for several past years so it whether or not the aforesaid trends sustainable is the matter for debate. This is primarily because the region is shaped by unity of contradiction which can be either an obstacle to facilitate the talent management.

  Over the years, most international assignment programs were managed on a local, country-by country basis (which goes the same to EAC) with little coordination between the entities for policy or process. Today, these programs are managed in a “globally” centralized manner which leads us to the question as if EAC has engaged into these matter with globally centralized manner?Taking china as example to these question we can see how china has managed to attract global firm and companies such as SONY, SUMSANG, NOKIA, various vehicle companies such as HONDA and TOYOTA etc and also send local companies globally or international level such companies are LENOVO, HUAWEI banking services such as HSBC,ICBC and BANK OF CHINA which recently has even started to operate in some African countries as well.

  China is now at a new stage, it has become one of the major players in the global economy, with a growing consumer market. And while Chinese consumers have become the target customers for international companies, Chinese companies have also begun to compete in international markets. With a population of over 1.3 billion, China is an impressive market. Though the market for international brands is much smaller than this, it is still sizable. The country has huge regional differences and more opportunities than Western companies generally tend to realize, particularly in urban areas. According to official statistics there are over 20,000 cities and, of these, 274 have more than 1 million inhabitants.

  In order to compete with the international market China has done this to ensure greater compliance, also consisted more on relocation experience for assignees, regardless of their destination location, and to leverage volumes across the supply chain. So in these research we will try to use China, as the center of comparison on how or strategies it ever use to increase the talent management and attract more talent in the country while giving away or suggesting EAC countries to use similar strategies.

  A centralized program, in our definition, is one in which there is one group or division within the organization that controls all global moves. A partially centralized program is one in which accompany maintains a regional hub or center of excellence—most often within specific countries where there’s a lot of move volume—that coordinates all of the assignment management for the region. According to the results of (Mercer’s 2010) International Assignment Survey, the overwhelming majority of companies (86%) maintain centralized or partially-centralized international assignment programs. This trend is reflected in and corroborated by our research. So the popularity of centralization isn’t surprising when you consider that successful expatriate management demands several different areas of expertise, from relocation and immigration to compensation, tax and payroll.



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