The wave of Chinese enterprises going overseas brings new demand for foreign talents

In the process of globalization, Chinese enterprises have begun to realize the shortage of compliance talents, but often the compliance talents they truly need are versatile, requiring knowledge of both business and local laws and regulations. We cannot just do business overseas. Functional departments, including HR and compliance departments, also provide strong protection. Nowadays, Chinese enterprises all have this awareness, but they still need to turn it into a tangible function of the company. The globalization of Chinese enterprises has gone through the past 20 years of development, transitioning from product internationalization and capital internationalization to the current stage of "capability internationalization". In the stage of "internationalization of capabilities", the focus of globalization for Chinese enterprises has shifted from high-speed expansion to optimizing operations, striving to establish intensive and localized operation capabilities. Organizational structure and talent management are important localized operation capabilities, and they are also the foundation for enterprises to achieve international development. In the past, we focused on going out of the Chinese market, but now we are more focused on entering the target market. The report shows that the target market for overseas enterprises is shifting, from the previous focus on European and American markets to a clear trend of returning to Asia. In the industry, the most obvious demand for talent is in the new energy industry, including photovoltaic and new energy vehicles. These enterprises are in a stage of rapid outward development, and the number of overseas talent growth is explosive. In the Southeast Asian market, the trend of more new consumer brands that cater to young people going abroad is particularly evident. From a regional perspective, the export regions of new energy vehicles are mainly in Europe, especially Hungary. The digital fields such as new consumption and the internet are relatively popular in the Southeast Asian market. In addition, international schools and other high-end educational institutions are also actively entering the Middle East market. Chinese enterprises need to break the existing model of prioritizing business and supplementing functions, avoiding the intermediate costs and constraints on development. It is recommended that business planning and functional department planning should work together to comprehensively create talent strategies.