Reward and Talent Management Between China and Canada

Beijing University of Agriculture

Department Environmental Management

Course：Human Resource Management

Difference and impact of contemporary HR practices in difference culture

Name & Student number:Yongyuan Wang (Eric) 201721031191

Tutor:Polyanna Pateli

Submission Deadline; 31 December 2018,Monday,10:00

Word count:1316

Reward And Talent Management Between China And Canada

Abstract

With the globalized advancement, the cooperation among countries has become the theme of The Times. China and Canada are increasingly close. Based on the background culture of China and Canada, this article analyzed their(China and Canada) cultural differences by using Hofstede's cultural dimension.  Comparing their talent management system and reward system. Summarizing the way that how Chinese companies learn from Canada’s more beneficial mode of human resource management.

Content

Introduction··············································································P3

Talent management································································P4~5

2.1 Recruitment and selection·························································P4

2.2 Staff training··········································································P4

2.3 Evaluation of employee········································ ··················· P5

2.4 Employee stay······································································· P5

3.Reward management system····················································P6~8

3.1 Way of reward········································································P6

3.2 Salary level············································································P7

3.3 Health care and social welfare···············································P7~8

4.Conclusions··············································································P8

5.Recommendations·····································································P9

References··············································································P9~10

1.Introduction

China is a developing long-history country. In contrast, Canada has being developed for almost a century. It has a mature economic model and unique talent management model, including the reward system discussed in this article. Studying and discussing their difference is of great significance. Chinese companies can study the ways from Canadian in order to make themselves better. This article analyzes the differences of two countries’ talent management through Hofstede cultural dimension(Hofstede ,1980). At the same time, comparing the reward management system between China and Canada. Finally drawing conclusion and finding useful ways for Chinese companies. Many articles have discussed HRM of different countries. This paper focuses on talent management and reward management between China and Canada.

2.Talent Management

2.1 Recruitment and selection

Both Chinese and Canadian companies have a complete process system for recruiting and hiring employees, focusing on individual abilities and the needs of the company to select talents. However, Canada's companies think highly of experience and ability as well as personal hobbies. Education background can not influence their appointment utterly. In contrast, Chinese companies value hard conditions such as academic qualifications, skills certificates, ages, and internships. (Wanhua, C, 2004)

2.2 Staff training

Due to the masculine and individualistic society, once a Canadian company hire employees, it will generally develop a targeted training program that integrates the personal development of employees with the development of the company. In addition, Canadian law requires employees to be trained at The proportion of total wages should not be less than 3%(Tong L, 2013）, which can be seen as an emphasis on training. However, China companies lack this strategic mind. There is a common situation that only if there is a certain technical need, relevant training could be developed. Compared with Canada, China lacks thinking about the personal development of employees.

(Hofstede Insights, 2018)

2.3 Evaluation of employee

    China and Canada have a complete performance appraisal system. However, the management system of Canadian enterprises is more humanized than that of China. Jobs, responsibilities and work abilities are the main criteria for assessing work. The wages are not connected with the length of service. Enterprises adopt flexible and varied performance appraisal systems, as long as they are beneficial to enterprises. Development can be rewarded. Whereas in China, performance appraisal is like task-based. As the incentives of the company are not enough. Employees rarely innovate. Employees rarely innovate. Moreover they are not good at giving advice to their superiors. As China has great higher power distance than Canada. (Wanhua, C, 2004)