分公司经理,外派还是异地招聘（Branch manager, expatriate or off-site recruitment）

分公司经理,外派还是异地招聘（Branch manager, expatriate or off-site recruitment） 分公司经理,外派还是异地招聘(Branch manager, expatriate or off-site recruitment) "Case" A enterprise is a large enterprise which makes auto parts trade. Its headquarter is established in Beijing and has experienced more than 20 years' development. Its company is well known in the automobile aftermarket. Under the careful management of its general manager, the management mode and market model become mature, and the company has achieved the operation of the company, and has its own professional team. Chinese regional general agent of 2000 enterprises to obtain a certain brand of parts, because the Chinese region is the world's largest consumer market, making the products in Europe and the Everfount sales agents to Chinese market, which makes enterprise A agents throughout the country have shaken, impact of the company's sales network. The general manager of the company in 2008 proposed to establish a molecular company in Guangzhou, Shanghai, Shenyang and other places to achieve chain operations, build their own team and sales network, put the recruitment problems the biggest problem is the different molecular company personnel in front of the enterprise. The company is eager to enter the Shanghai market because of the time constraint. In 2008 August the establishment of the first branch chain in Shanghai, the general manager of the enterprise recruitment selection of the branch manager in Shanghai local, the manager of the original sales channels, the performance of the Shanghai branch of the branch on the upgrade, but in the days after the business there are deviations from the requirements Corporation's strategy of corporation the decision to perform idle, finally emerged from the corporation management strategy, contrary to established chain stores and Corporation phenomenon. After repeated warnings failed, the head office had to make a decision to quit the branch manager and use the excellent staff from the head office to serve in the branch. After the arrival of the personnel in the management of the continuation of the company management, company management in strict accordance with the requirements of the company to avoid breaking away from the general situation of company control. As the branch manager is in charge of marketing operations in the head office, the business ability is outstanding and the performance of the scoring company keeps growing. But unexpected problems arise, the branch manager did not have contact with specific management work, coupled with the Shanghai branch of the staff are southerners, there is a certain gap in communication. But the headache for the general manager is that the company's staff turnover rate is unusually large, and only the manager of the expatriate team is left alone at the end. Through the investigation, the manager of the branch only pay attention to the day-to-day business work, less communication, ignoring the management of personnel, and the training of sales personnel is a mess. A general manager of the company's strategy is to build a team in each branch, relying on the strength of the team to promote the development of branch offices. But such a situation today, so that the general manager of the company into a recruitment confusion, off-site manager, expatriate or off-site recruitment? Case study Jump out of the recruitment circle, to solve “ recruitment confusion, ” — — review “ expatriate manager; expatriate or off-site recruitment; ”? In reality, we often encounter such a phenomenon, the excellent talents in the new post for a period of time, the performance of this person is often not up to the company's expectations. We tend to think that this is a recruitment problem, for example, the confusion caused by the recruitment of enterprises mentioned above belongs to such problems. But if we put this kind of problem down to the mistake of recruitment, it will make our recruitment work go wrong. Because the key problem is not what to do between the two, but the appearance of confusion, although directed directly to the recruitment of personnel, but the confusion behind it involves personnel training, personnel assessment and a series of problems. In this regard, I would like to do the following analysis, to try to solve this problem, hoping to attract a lot of attention. First of all, we can not directly attributed this problem to the recruitment of errors, the problem behind the enterprise training mechanism. Simply put, recruitment is to find the right person in accordance with the requirements of the post, the two types of people in the case can be said to basically choose the right person, But the problem is that the right person can make sure that the person's behavior or performance is in line with the company's requirements The problem is obviously not so simple, the biggest problem is involved in the management of personnel in different places. Remote personnel management to give us the most intuitive way is we need to establish a sound mechanism for training to build off-site personnel especially the branch manager, make its behavior conform to the company requirement, company strategy requirement of company development. The confusion encountered by the above-mentioned A enterprises is related to the training mechanism of enterprises. In the first class of remote personnel recruitment, personnel of this type of work, the way of thinking and management of his branch with strong his own personal thoughts on the inside, he on corporation management mode, enterprise strategy, enterprise culture, and know it, will lead to inconsistent requirement of the development of the company with the company, resulting from the total control of the company. Second kinds of personnel of their own expatriate staff, familiar with the company because of its mode of management, corporate culture and corporate strategy, he can bring them to the construction company to foreign recruiters can have. But in reality, we will find a lot of time in the backbone of the business, from business to management position, they tend to management often appeared to be inadequate, especially the relationship between the internal staff, the more they stretched, do no policy. In this regard, the company needs to develop systematic training courses, regular training to enable them to achieve a successful change of role. Here, I can mention by the way a cadre echelon construction, an enterprise in order to continuously obtain the available management personnel, it is necessary to establish suitable for their own enterprise cadres echelon. A sound and mature training mechanism can solve the problem of people who are not acclimatized, and can also solve the problem of understanding the company in different recruitment. To solve this problem the best case is that many foreign multinational companies, they have some different international cultural background, ability and work style or way of thinking of the occupation managers, through training mechanism Everfount cultivate the talent they need, through training system is a good solution to the remote management and personnel assignment problem, the in accordance with the general requirements of the company, enterprise culture and management of the heritage corporation. This is of great significance for us to solve the problem of personnel training. Secondly, leverage the performance appraisal, the operation of the company and the company consistent; the most important problem of remote management is not to let the company lose control, but through training, besides strengthening communication, unity of thinking, management skills, have certain management tools, the company's performance at the request of the company, to promote the development of the branch with the tool function of the evaluation; at the same time also play a guiding role of performance appraisal, so that places division managers and employees know the requirements of the company, leading the branch staff behavior and management mode and development direction to meet the requirements of the corporate strategy. This will allow the branch company is always under the control of the head office, so that we can solve the problem of the development of the branch, and also better solve the problem of different managers. Third, the deeper reason for the confusion is the stage of human resource management. We know that the traditional human resource management is in dealing with the complicated affairs, between each module is independent, not an effective management system, can support each other and promote, the main performance is in it can not effectively support the company's strategic implementation, so it lags behind the development of enterprises. In the case, A enterprise's human resources management work is in this stage, causes the enterprise to appear this kind of puzzle. Therefore, this requires that we must be liberated from the traditional human resources management, to enhance the strategic level, to consider the issue from this level, human resources management module to build a system, enhance the level of human resources management. Only in this way, the confusion of these enterprises will not exist. The construction of strategic human resources management is a huge systematic project, which requires a certain amount of time and money. It also requires us to do human resource management efforts. At present a lot of enterprises human resource management is still in the stage of traditional management, lagging behind the pace of enterprise development, also more do not talk to support the company's strategy, as the company's strategic target of service, so the confused appearance is inevitable. Therefore, based on the above reasons, I think this confusion is not recruitment problems, but in essence, put forward higher requirements for enterprise human resources management.