Chapter VII Findings and Suggestion
3. Appendix C
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3. Appendix C
Interviewee: Human Resource Manager Gender: Female
Marriage: Single
Working Experience: 15 years experiences of human resource
1. What is your company's compensation or motivation system for your talents who are willing to go to China for work? (PS-01)
For the part of short term dispatch, to professional talents of engineers, mechanical engineer has the most frequent and time for dispatch. In our company, the dispatch location is China. What enterprise provides to dispatch employees is almost close to the other same type of enterprises.1 For the dispatch allowance includes daily allowance, living allowance and transportation allowance;2 food and transportation allowance are reimbursed for actual amount spent.3 Otherwise, we don’t have any extra encouragement or allowance.4 I believe that for business trip to China is normal in Taiwan, so that don’t have any differences with other enterprises. 5 Only for long term dispatch, we have more incentives and encouragements to them6 that because they must build the system, train to local workers and duplicate parent company in China. In my personal opinion, I thought that if company can provide project bonus that would enhance employees’ willing for short term dispatch.7
2. What percentage of the flow of the talents in your company are because of dispatching to work in Mainland China? What is your company’s compensation for it? (PS-02)
1 PS-01-HE-01
2 PS-01-HE-02
3 PS-01-HE-03
4 PS-01-HE-04
5 PS-01-HE-05
6 PS-01-HE-06
7 PS-01-HE-07
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The turnover rate of dispatch is annually 25%~35%.8 Actually, some employees who can’t accept the go- and- forth China for business trips to their permanent working pattern.
Initially, they accept this order, because they want to accumulate experiences and prepare to next job. Some of them quit after 1 year for 2 projects, because the in-adaption issues.9 For the senior engineers who would like to quit, we’d try to remain these excellent talents,10 such as, to change the job,11 adjust job contents and reduce the frequent of dispatch.12 But for changing jobs for some job vacancy, we need to consider the overall conditions to avoid anyone who makes excuse to change job.
3. What is your company’s policy for recruiting professional talent? What are the differences of policies between recruiting domestic and overseas talent? (PS-04)
Our domestic recruiting and foreign policy don’t change,13 for instance, we evaluate wage base on market criterion and we provide the wage over than P50~P75. P50~P75 is a wage criterion in the market.14 The only difference is to providing the tax subsidiary.15 If recruiting in China, we accord to different province16 to approve the basic salary,17 but don’t higher than 50%~75% of market criterion. In China, there is no any approval criterion on wage and the annual increase salary will be more. For the workers who have been working in company for many years, company will have different criterion for increasing salary annually.18 For the producing line of labors who are divided in different sorts of general and elite to approve wage.19 And for the part of recruiting Chinese employees, we provide
8 PS-02-HE-01
9 PS-02-HE-02
10 PS-02-HE-05
11 PS-02-HE-03
12 PS-02-HE-04
13 PS-04-HE-01
14 PS-04-HE-02
15 PS-04-HE-03
16 PS-04-HE-05
17 PS-04-HE-04
18 PS-04-HE-06
19 PS-04-HE-07
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training programs to Chinese and Taiwanese leaderships.20 Sometimes, we send Chinese leaderships to Taiwan for training21 and some creative of manager programs.22
4. Compared with other enterprises, what are your advantages with regards to retention?
(PL-01)
In Taiwan, almost the enterprises belong to OEM/ODM, but we are not only OEM/ODM, but also OBM that is an incentive to job seekers and employees.23 Besides, wage and performance encouragement are another attractive factors.24 As a high-tech technology industry, we provide the welfares what other enterprises provide that including:
marriage, death and celebrate allowance, traveling allowance, gym, library, insurance, annual bonus, vacation, training courses, insurance, healthy examination, guarantee of 13 months of salary of a year and the like.25 The most important part that is we emphasize the
“overworking” issues that can’t appear in this enterprise.26 We try to develop the long life cycle time of projects27 and for the irrational schedules, PMs will try to do their best to negotiate with clients.28 We have the long term of co-operate clients, so the irrational schedules of issues would not happen in our company.29
5. What are your company’s policies compared with other companies’ to avoid or decrease
“brain drain”? (PL-02)
20 PS-04-HE-08
21 PS-04-HE-09
22 PS-04-HE-10
23 PL-01-HE-01
24 PL-01-HE-02
25 PL-01-HE-03
26 PL-01-HE-05
27 PL-01-HE-06
28 PL-01-HE-07
29 PL-01-HE-08
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The excellent enterprise must have some turnover rate to recruit talents and we also do many efforts to identify high performance of talents.30 For instance, 15%~20 of turnover rate is health and normal to electronic industry to hire excellent talents.31 HIPO means high performance and the KPI is the top of 15%, and there are 5% of them will place at observation area.32 High performance of employees who will get more bonus and increase salary than the others.33 Meantime, HIPO employees who will have more opportunities of training and take turns of job.34 We think that to provide the HIPO policies that can remain the talents.35
6. In your opinion, does your company have advantages that would appeal to overseas professional talents? What are they? (PL-02)
The recent years, the relevant of technologic industries have good performances that have advantages for recruiting.36 However, wage and welfare are still the key points to recruiting overseas.37 And the other advantage to attract professional talents/workers to our company that is we don’t adopt high stress38 and be tough39 to manage everything of the factory. We provide the flexible manage ways to provide the most convenient to them that increase their centripetal force to enterprise. Therefore, many of them make roots locally that is a very big attractive to job seekers.40
7. What’s your company’s policy to provide a security and comfortable environment to the employees who are dispatched to work in China? (OB-01)
30 PL-02-HE-01
31 PL-02-HE-06
32 PL-02-HE-02
33 PL-02-HE-03
34 PL-02-HE-04
35 PL-02-HE-05
36 PL-03-HE-01
37 PL-03-HE-02
38 PL-03-HE-03
39 PL-03-HE-04
40 PL-03-HE-05
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We do many different parts for creating a better environment to dispatch employees. In the dormitory, we provide Taiwanese style of food to make dispatch employee who can adopt local food.41 In China factories, we build the security system of fingerprint identify device to make sure their security.42 Also, the safety of transportation, we survey the taxis and have contract with them to make sure employees’ safe.43 On the aspect of medical care, we survey qualified clinics, if employees need to see a doctor, they can feel safe to have an appointment.44 We know that working in China is not easy than in Taiwan for overtime working. Therefore, we advocacy to team leaders to adopt flexible ways for working to avoid the overwork.45 For instance, on the weekends, they can take turns for working and engineers can have enough time to take rests to avoid the rebound of working in China.46
8. What is your company’s policy to accommodate the families of single or married dispatched talents? (OB-02)
We don’t provide any welfare to short term dispatch employees’ dependents.47 The dependents of long term dispatch in China, we provide visiting flight tickets48 and according to different areas provide different numbers of flight tickets.49 If taking dependents for long term dispatch, we provide both employees and their dependents for traveling allowances, medical insurance, children’s educational allowance and the like.50 Also, if there are any job vacancies in China subsidiary, we would preference to hire the dependents.51 If they need
41 OB-01-HE-01
42 OB-01-HE-02
43 OB-01-HE-03
44 OB-01-HE-04
45 OB-01-HE-05
46 OB-01-HE-06
47 OB-02-HE-01
48 OB-02-HE-02
49 OB-02-HE-03
50 OB-02-HE-04
51 OB-02-HE-05
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loan for buying real estate, our company also co-operate with local banks to provide better interest to help them work in locally.52
9. As we know, every country has been conducting recruiting, have you ever had handicap vs other corporations or countries when you are recruiting? (OB-05)
To China, the biggest issue is Chinese loyalty problems53 and whatever blue-collar or white-collar who have very low loyalty to enterprise and they evaluate the job only base on the wage.54 Taiwan has the demands of medium or high leaderships to manage enterprises, but enterprise now don’t want to pay a lot on wages.55 If government can improve their policies, such as, to adjust the tax to attract more professional talents that would help for enterprises’ promotion and break away from OEM/ODM.56 Nowadays, China is developing and release more talent demands opportunities of job vacancy that is a good chance to Taiwanese who are willing to work in China.57
52 OB-02-HE-06
53 OB-05-HE-01
54 OB-05-HE-02
55 OB-05-HE-03
56 OB-05-HE-04
57 OB-05-HE-04
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