changing work force in china busi 3001 sblc week 14, fall 2014 charles mo & company december 1,...
TRANSCRIPT
Changing Workforce in China The success of the manufacturing model in China is mainly due to its
large pool of cheap and skilled labor. Chinese Workforce in different time periods:
1949-76 1977-1994 1995 1996-2011 Today
Chinese workforce is more aware and conscientious about their rights today than in the past
Labor rights under the new Labor Contract Law Migrant workers are not as available as before Contention in using trainees as workers China faces a glut of graduates Weakness in the workforce China faces more HR issues Solutions to HR issues Turn over rate and salary increases Demographic shift in one child policy as a result from the
Old manufacturing model Foreign investment in manufacturing
Foreign firms invested heavily in plants and equipment in China because: Obedient workforce that can be trained Return on the investment means big profit due to the cheap and skilled labor. Easily exploited by both local and
foreign manufacturers for almost 3 decades Hundreds of thousands migrant workers moved to Shen Zhen, Gungzhou, Shanghai, and Beijing
This successful business model was then copied by the American distributors and wholesalers by-passing the US manufacturing companies.
Easy to duplicate the business model and undercut the US manufacturers by going directly to the producers
The old investment in heavy machinery and plant model is replaced by outsourcing.
Even the manufacturers now embark on toll manufacturing instead of making the products themselves.
1949-1976 Mao’s suit workforce
All jobs and work are assigned by the stateJobs are life time guaranteed , so called “ job like an iron rice bowl” Jobs are categorized: party officials, factory workers, civil servants, teachers, artists, and everyone else lumped into as peasant /farmersJobs are assigned according to political backgroundPolitical background determines if you can attend college
Founded in 1949Chairman Mao forced Chang Kai Shek to Taiwan but was left with an economyIn financial ruinUnder communism, only the state owns the land and properties
1976-1995Xiao Ping’s reform workforce
Purged twice by Mao, but Deng survived and became the ultimate leader in China in 1978 Inherited a country fraught with social and institutional woesReformed the closed socialistic economy into a modified Socialist market economyOpened to foreign investmentOpened up gradually to private industries and private ownershipChanges in workforce are gradual – color, majority of the jobs were still assigned, low wages, little social safety netEventually the reform lead the country to become the second largest economy in the world
1995 – workforce conditions
Living quarters Average 4 sq m/person
Compensation Professor – 800 RMB/monthCashier – 800 RMB/month
Housing Government subsidized, 50 RMB/m
Work subsidy Uniform, shoes, shower, newspaper, summer cooling subsidy, lunch provided, dinner provided with O/T
Nap Lunchtime
Office setup No cubicles, open space
House allocation Union determines who gets the houses which were purchased by the company
Workers behavior Heavy smokers, occasional heavy drinkers, obedient
Form of foreign investment
JV or Coop – partners fought over non essential arguments. WOFE became popular later
Today’s workforce – 1995 to present
All jobs are filled by supply and demandMajority of the State owned enterprises are privatizedMore sophisticated and more demanding workforceWorker rights are protected by the new Labor Contract LawLarge pool of workforce increasingly presents opportunities and competitionAt almost 100% literacy rate, the workforce is easy to trainCreation of the INPATS
Chinese workforce is more aware today
In the past, government/companies were used to a quiet workforce Willingness of workers to uproot their lives and work in coastal cities Large numbers of migrant workers willing to work for lower wages Large and cheap labor force to fuel the giant export machine Workers were displaced during the 1990 reform of state enterprises Demonstrations were confined to those factories unable to pay wages or severance
Now, employers must contend with assertive demands from the workforce for higher wages and better working conditions
Competition for skilled labor has intensified Rise in wage level Companies willing to share the higher sales and profitability Labor contract law enacted in 2008 improved worker rights, restriction on using temporary worker, Raised employees’ expectations and awareness of rights Labor grievances escalated Increasingly restless and vocal workforce Increased employment costs Wave of labor strikes in 2010 did come as a shock
Labor rights and employee awareness Labor Contract law in January 2008
Move upstream to higher values added products Targets factories with poor working conditions Guarantee contracts for full time employees Limit the use of temps Sets minimum standards Steep cost rise
Protections raised employees expectations and awareness Empowered employees to file grievances Sharp increase in cases The haves and the have nots is widening Took to the streets Wave of strikes in 2010
Honda strikes, suicides at Hong Hai Presision also known as Foxxcom China is still a good place for manufacturing
Migrant workers are not as available as in the past Migrant workers are staying home and get jobs
Workers have choice now More employment opportunities inland
2009- 22.5% reduction in migrant workers working in Pearl River Delta Government survey –working home migrant workers in 2009 increased by
8.2% Coping with reduced flow of labor
Find workers locally Setting up local training and recruitment centers Raising minimum wages Pushing companies to improve working conditions
Contention in using trainees by employers
To keep costs down: hire a large number of trainee workers The practice is legal and trainee workers are paid less than the
minimum wage Part of the complaints in last year’s Honda strike was trainee
workers. Honda’s May 2010 strike:
Crippled the Japanese auto maker’s car production for 10 days Demanding pay raise and better treatment 30% workforce was trainees
China faces glut of graduates WSJ 4-29-09 P 14 21.5 m university students were enrolled in 2008. 1/3 of the 2007 5.6 m university graduates, were unemployed Finding jobs for the 2009’s 6.1 m graduates became top national
priority University debts may be a bubble in the making
Government ordered universities to expand 30% per yr in 1998 Financing is a cinch More students, more tuition Universities are now crippled with debts
Resulting poorly qualified students, diploma mills A student graduated with a computer science degree from a Chinese
traditional medicine university with no history of teaching computer sciences
Universities tend to provide popular subjects such finance, English, trading courses instead of engineering courses
Students are trained to interview but not the technical skills
China faces glut of graduates WSJ 4-29-09 P 14
Chinese basic education is excellent that resulted in almost 100% literacy rate. Even the poor farmers can be trained into the best machine operators/technicians.
75 elite universities were lavishly funded by the central government Beneath the elite are 2,100 other universities.
Vast majority undergraduate students Almost all are saddled with unserviceable debts In Anhui, 50 universities owe $1.2 b In Guangdong, the wealthier government spend $30 m to bailout universities Estimated 100b were spent in this expansion, but government told the universities
to borrow
China faces glut of graduates WSJ 4-29-09 P 14
Debts need to be paid off No significant alumni donation Slash costs and lure more students
Teachers salary cut Delay equipment purchase Increase classroom size Change to popular programs like, English, tourism, government, journalism and law Not focus or expansion for training program for technical job
Example: NJ University Student enrollment expanded 11 fold to 17,000 Library volume increased by half Faculty staff increased 20% to 1200 Interest payment at one time totaled 60m and tuition is 30 m Half of the university city is used for education, the other half for other
commercial uses such as golf course.
1977 78
79
80
81 1999 2001 2006 2007 2008
End of cultural revolution. May 16, 1966. Class Struggle, Red Guards, Gang of Four,
Deng assume power
First batch of graduates
After Asian financial crisis
Ave 30% of senior did not sign an employment contract
Unemployment rate 4.1% exclude unemployed college grads
270,000 students enrolled in Universities
E Reform
3 m high school graduates enrolled into college
First 250,000 graduates
4.95 m college graduates
5.2 m college graduates
5.6 m college graduates
Weakness in today’s workforce Lack of management skills Unwillingness to take responsibility Unsure about the ethical issues Too much rumors Weak middle management Eager to change jobs Unwilling to work harder Acquired all the bad habits
Companies have more HR issues than before
China’s Economic Reform resulted in an unprecedented economic growth. Prior to the reform, enterprises are state owned College graduates are allocated to enterprises for work Jobs are life time, iron rice bowl jobs, subsidized housing, job securities After the reform, MNCs entered the country and private companies sprung up Workers can hop from company to company Attracted by higher wages elsewhere
Demand for talent workers becomes a top issue for most MNCs HR issues facing the MNCs:
Acute shortage of talent workers High attrition rate MNCs struggle to attract talented and skilled workers Higher cost to attract and retain workers Need to train the new college grades because less than 10% are up to the job
Companies solutions
Short term “buying” the talent approach Throwing more money Inflating the title
Long term “developing” strategy Salary and bonus Benefits packages Training Career development Two way communication
Turnover rate/minimum wage increase % in Asia
Macau Hong Kong China Taiwan Japan
Turnover 2% 3.4% 4.2% 4.25% 4.5%
Ave. Raises 8% 4.5% 6% 4% 2.3%
Source: China Daily 2012
Compensation Trend – salary increase in China
2002 2003 2004 2005 2006 2007 2008 2009
Salary increase 8% 8% 8% 10% 8% 8% 4% 4%
1995 1996 1997 1998 1999 2000 2001
Salary increase 15% 15% 12% 12% 12% 10% 8%
2010 2011 2012 2013 2014 2015 2016 2017
Salary increase 6.9% 8.3% 12%
Corporate culture to attract and retain employees
Build brand Value proposition to customers Emphasizing quality control Global leader World class organization
Employment image Employee sense of connection to company Commitment to the company Employee engagement
Some companies now are developing the next generation leaders in China in the changing global market
Build a scalable and sustainable workforce Include process that practices that contributes to development of future
leaders The concept of developing future leader is not new Rapid growth and ever changing nature of business in China makes it a
tough challenge to the most experienced EXPAT manager. Developing future leaders
Train the Chinese managers leadership skills Overseas rotation Intra China rotation for high potential employees
Shorter EXPAT assignments Allows high potential employees and future global leaders to gain a
deeper understanding of China Leaves the company better equipped to deal with ever changing global
market
In Beijing, One-Child Policy’s Is Modified Family planning policy, is the population control policy of the
People's Republic of China. Sometimes the policy is misunderstood as the policy allows many
exceptions rural families can have a second child if the first child is a girl or is
disabled, ethnic minorities are exempt. Families where both parents are the only children are also allowed
to have two children Residents of the Special Administrative Regions of Hong Kong and
Macau, and foreigners living in China are also exempt from the policy
In 2007, approximately 35.9% of China's population was subject to a one-child restriction
In November 2013, the Chinese government further relaxed the policy by allowing families to have two children if one of the parents is an only child.