Motorola Staffing Approach in China


Evaluate Motorola’s staffing approach for senior management in implementing their strategy in China?

Many companies investing in china experience problems especially when it came to employing new workers. Motorola being one of the multinationals operating in the Asian country despite the success in earlier years had to face numerous challenges concerning staffing. It is an issue of greater concern more so when staffing senior management employees (Aswathappa, 2007). The first problem experienced by Motorola was that the Chinese people have low levels of fluency of the English language. Motorola a US based company experiences a different approach of doing business in China, the culture and management practices of the Chinese people creates difficulty when it came to management of international business relations.

The staffing approach of china’s Motorola staff in the early 1990s was a major breakthrough employing over 13 000 people. As per the senior vice president of Motorola in china, they understood the Chinese culture well and due to the lack of middle and senior management, talent in the country Motorola had to train its own employees to avoid losing its market share in china. The best approach used to attract and retain employee in china was through training new staff in the established research and developments centers. Motorola also invested greatly in the education sector where scholarships were awarded to bright students from poor backgrounds, because of this they could end up being good senior staffs in the company. The foreign managers guided the newly trained managers from the United States of America (Griffin, 2011).

Motorola localized its management; it aimed at getting only Chinese employees by formation of partnerships with local universities and later founded the Motorola University to train their own employees to take up those top managerial positions. The living culture in the university favored the western culture as an aim of westernization of its new employees as this enabled them to take up the positions in any part of the world (Pride, et al., 2011).

Engineering recruits were sent to other countries for technical training after they had undergone a leadership training “cadres 2000”. Motorola also had local sourcing of employees after acquisition of the local Chinese companies in line with their employees this not only reduced the cost of doing business but also provides a source of managers who could easily be trained to fill the positions of senior managers.

Brand building was also essential to new employees willing to work in the company as the now viewed Motorola as a Chinese company. The Chinese government helped in the development of Project Hope through the China Youth Development Foundation. Provision of competitive compensation and benefit packages helped in attracting new employees to Motorola in china. This assisted mainly to absorb already trained top managers to Motorola thus an advantage to the company, as it had to acquire without training.


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