The practice of human resource localization management.

The implementation of the localization of human resources management can effectively reduce the labor cost of the enterprise, and help the project adapt to the local situation quickly, and establish a good corporate image, but it is often difficult in the actual operation. Taking the practice of a hydropower station project in Pakistan as an example, this paper discusses how to solve the problem in the process of localization of human resources in the "going out" enterprises.

Project introduction

A hydropower station in Pakistan has the benefits of irrigation, power generation and flood control, mainly including main dam, auxiliary dam, main and auxiliary spillway, irrigation tunnel, power diversion tunnel and hydropower station. According to the local policies and regulations, cultural background and current situation of human resources in Pakistan, the project has established a localized management system of overseas human resources, which integrates the recruitment, training and performance appraisal of local employees.
In terms of recruitment, the middle and high-end employees employed in the project will pay special attention to the review of their work experience and qualifications. When signing the labor contract, they will take the work performance as the main evaluation index and pay the salary in the form of basic salary plus performance salary. For general local personnel, their physical condition and criminal record are mainly examined. If they need to have certain skills, they need to be tested and interviewed on site.
In terms of training, the project carries out publicity and implementation of corporate culture and relevant rules and regulations for foreign employees, so that employees have a unified program of action.
In the aspect of performance management, the project brings the rewards and punishments of localized employees into the evaluation mechanism, and formulates a reasonable post promotion mechanism to help them obtain the sense of career achievement to the maximum extent.

problem analysis

1、 Existing problems
1. the target of employment localization has not been achieved
Objective: the business manager and safety director of management are recruited from the local. The operation level and department office shall use the local personnel accumulated in the past project implementation for many years, with the proportion of local personnel planned to reach 80%.
Reality: after the implementation of the project, although local personnel are tried to be business manager and safety director, they fail to do so due to salary and welfare, ability and concept differences, and finally, they are replaced by Chinese personnel and the localization goal is not achieved; The responsible persons in the Department and operation team are Chinese personnel, and the localization is not realized; The comprehensive department, QHSE, measurement department, support department and mechanical comprehensive team use local personnel in large quantities.
2. different localization degree in different stages
In the period of earthwork operation, the local employment ratio of the project operation team is large; The proportion of Chinese personnel has expanded during the period of concrete operation.
2、 Cause analysis
1. lack of system and system guarantee
Overseas projects are usually led by project managers, and the general management department is responsible for the management of employees, and there is no special human resource management department. With the deepening of the project, their main energy is devoted to progress, safety, quality management and coordination work, which leads to the loss of human resource management, and the implementation of relevant rules and regulations is difficult, especially the disjoint of the employee evaluation system, which will bring adverse impact on the future development of the enterprise's personnel selection and staff.
Before the implementation of the project, two local personnel are planned to be business manager and safety director. However, due to the high salary and welfare requirements of local candidates, such as high housing standards, and the project does not build a local senior employee suite alone during the construction stage of temporary facilities, while the local senior employees are reluctant to live in an area with the person who does not think they are in accordance with his or her identity. In addition, the salary expectations of local senior employees are different from the salary levels available to the company.
2. relatively lack of high-end talents
At present, the international projects undertaken by the enterprises of "going out" are mostly in underdeveloped countries or regions. The local economic development and education level are generally low, labor resources are relatively sufficient, while technical and management talents are relatively lack, and the talent structure is incomplete, which is difficult to meet the human resource needs of the project.
In terms of operation layer, the local employees currently used in the project mainly include operators, drivers, maintenance workers, semi skilled practitioners and general workers. Simple training can also be used for earthwork based operations. However, for concrete works, reinforcement, formwork and other operations, it is difficult to employ local personnel in large quantities due to the failure of systematic training and the consideration of rush work and other factors.
3. the management ability of localization needs to be improved
The Chinese management of the project has a high understanding of localization and hopes to use local personnel more at all levels. However, due to the differences in English and management level of local management personnel, considering the communication efficiency, they worry that effective communication can not be achieved and affect the implementation of the project. Meanwhile, they will also avoid internal decision-making and discussion and leakage, which will affect the interests of the project department. Therefore, the localization management has not been effectively promoted.
4. it is difficult for Chinese employees to integrate into the environment and lack of communication
For historical reasons, many countries have a high sense of identity with the culture and management model of Europe and America, and have no idea of Chinese culture. It is difficult to understand and accept the management mode of China.
Due to cultural differences, more due to language barriers, the problem of poor communication between Chinese employees and local employees in the project, as well as strict site management and difficulty of Chinese employees to integrate into local environment, also lead to the reduction of mutual recognition between the two parties.
5. regional protectionism
Due to political and other factors, some governments have restrictions on the employment of local employees, limiting the scope of recruitment of Chinese enterprises, which leads to the reduction of the selection scope of recruitment talents and the decline of staff quality.
6. lack of local staff training system
Because the project department aims to implement the project with quality and quantity, when the construction period is tight, the domestic transfer personnel is used to solve the employment problem. In the idle time, the training of local employees is not paid attention to, which makes the technical upgrading of local employees difficult and slow. At the same time, due to the lack of the design of the rising channel for the localization staff, the localization work is difficult to carry out for a long time and continuously.
Solutions
1、 Construction of corporate culture and social responsibility in the territorial country
Innovation of business characteristics, the integration of cultural construction into the overall strategy of enterprise development, and the formation of an international management mechanism with its own characteristics. In operation, we should establish a good image of the enterprise, display the corporate culture, build the enterprise brand, and constantly improve the enterprise reputation and reputation. The project regularly carries out skills training, skills evaluation, skills competition and other activities of local employees. The construction team is the unit, and the personnel with relatively high education level are the construction team leaders. The team leader assigns the responsible personnel. In this way, the problem of low level of labor skills is basically solved, and the social responsibility of Chinese enterprises has also been fulfilled to a certain extent.
2、 Cultural exchange and integration of the territory
Due to the differences in language and culture, the communication and integration between Chinese and Pakistani personnel is relatively difficult, and the work in the local area is bound to be hindered. After employing staff from Pakistan, through communication and cooperation with them, we will continue to learn their language and understand their culture, thus enhancing the relationship between Chinese employees and local people, gradually resolving the gap with local people, avoiding and reducing the safety risks of Chinese employees in local construction, and more conducive to the company to carry out various work in the local area.
3、 Use cross-cultural management
To promote the cultural exchange and integration of the local areas, we should first thoroughly understand the local social and cultural customs, religions and beliefs, and actively integrate them. Secondly, we should pay attention to cultural integration, seek common interests between Chinese culture and local culture, and constantly resolve conflicts. Various activities can be organized to eliminate the adverse effects of cultural differences between Chinese and local employees, deepen understanding and enhance friendship. At the same time, we should pay attention to strengthening the project culture construction, enhancing the local employees' recognition of the project and the company culture, and enhancing their sense of responsibility. The project organizes local management personnel to participate in various activities, organizes the management personnel to learn the relevant management system of the enterprise, strengthens the sense of belonging of local managers, and trains the idea of local managers serving the enterprise.
4、 Establish a systematic and standardized management system
1. set up a full-time department or post
According to their respective scale, overseas engineering projects can set up appropriate local employment management institutions or posts. The project is led by the human resources department to establish "local employee autonomy committee" and other institutions, and learn to master local laws and regulations, and formulate various local employee management systems with strong enforceability. If necessary, after establishing relevant institutions, the legal consultant shall review and report to the local labor supervision department for record to obtain the support of local government.
2. standardize recruitment process and selection criteria
According to the specific employment demand of the project, it is advisable to use the local human resources intermediary service agency to recruit for the project, so as to broaden the recruitment channel. According to the job responsibilities and qualifications, the resume of candidates shall be screened and reviewed, the interview procedure shall be standardized, and the knowledge structure, responsibility and comprehensive quality of candidates shall be investigated, so as to ensure the employment of all kinds of local employees meeting the post requirements and establish a localized talent pool.
3. establish reasonable performance appraisal and incentive mechanism
For local employees, the overseas engineering project department shall establish an incentive mechanism based on performance appraisal, and give them fair rewards or promotion opportunities by performing performance appraisal on the work of local management personnel, technical personnel and front-line workers. At the same time, the unqualified employees will be eliminated according to the performance appraisal results. In addition, we should pay attention to emotional motivation and increase the local employees' recognition and belonging to the company and the project.
4. improve the training system and improve the working skills of local employees
Overseas projects should pay attention to the training of localization employment, which can be combined with internal and external, namely, external training teachers, internal technical experts and other forms to conduct diversified training and improve the training system.
(1) Basic training: before new employees enter the job, they should receive a basic training, mainly including the project, company culture, objectives, basic rules and regulations.
(2) Pre job training: new employees shall be organized to receive pre job training including post responsibilities, post related systems, procedures, work processes, operation manual, safety regulations, etc.
(3) On the job training: targeted skills training can be carried out for local employees with outstanding work performance, positive attitude, high sense of responsibility and loyalty, so as to further improve their working ability and stabilize the local employees.
(4) Post change training: if the local employees' posts are changed due to the work needs, or the company publishes new systems, processes, or adopts some new technology and management method for the project, special training can be conducted for relevant personnel.
5. promote the localization of senior management and technical personnel
Compared with the first-line construction personnel, senior management technicians have great differences in work content, working conditions, salary and treatment. At present, only 1 / 45 of the local employees are employed by Chinese enterprises in overseas engineering projects, with a relatively low proportion. According to the practical experience of Pakistan project, senior employees who participate in project management, project development, construction technology, personnel management, external coordination and other posts can play a greater role in their work. The project can not only take advantage of their language, interpersonal relationship and other advantages to handle social affairs and public relations, And they can be the bridge between the project and local employees, and reduce the occurrence of labor disputes and friction. For such personnel, we should pay more attention to the integration of training and culture, strengthen the sense of belonging of employees, and gradually train them to become the backbone talents of project and even the company's localized management.
It is a systematic project to carry out the localization management, which needs to be explored and perfected constantly. Enterprises need to recognize their own shortcomings, and learn standards based on the actual situation, and constantly summarize innovation and promote them quickly based on the successful management experience already achieved, and help the company achieve sustainable development.

(the author Shi Qian works for China Power Construction Group International Engineering Co., Ltd. and sun Shiwei works for China Power Construction Group Co., Ltd.)