Background:

On March 13, 2025, the "Inspire2025 Human Resource Technology Development Trends Forum," hosted by China's leading HR technology platform HRTech, was grandly held at the Westin Hotel, Yitian, Shenzhen. The forum brought together over 500 corporate decision-makers and industry experts to engage in in-depth discussions on global talent strategies. SailGlobal’s Chief Human Resources Officer (CHO), Huang Yuanming, was invited to deliver a keynote speech titled “How to Effectively Manage the Full Lifecycle of Overseas Local Employees: Selection, Utilization, Management, Development, Retention, and Mobility”, systematically presenting talent lifecycle management solutions amid the macro trend of Chinese enterprises’ global expansion.

New Stage of Globalization Drives Management Paradigm Upgrade

Along the evolutionary path of “product globalization → channel globalization → brand globalization,” enterprises face complex challenges including organizational structure setup, cross-cultural integration, and local compliance. Citing data from the Ministry of Commerce, Huang Yuanming noted that among overseas enterprises with foreign employees accounting for 60% of their workforce, most encounter bottlenecks in building local talent pipelines during expansion, and labor costs driven by compliance risks have become a key factor affecting overseas investment returns. Huang emphasized, “In the new era, global human resource management must establish a triad management system of ‘strategic foresight, compliance foundation, and cultural enablement,’” adding that “this requires a shift from reactive measures to full-cycle, systematic operations.” The ultimate goal of globalization is localization, and the foundation of localization lies in people. Global expansion represents a brand-new entrepreneurial journey, necessitating comprehensive lifecycle management of overseas employees—selection, utilization, management, development, retention, and mobility—to reconstruct organizational competitive advantage in unfamiliar environments.

“Select, Deploy, Manage, Develop, Retain, Rotate”: Solving Overseas Talent Development Challenges

1.Select: Building a solid foundation through precise talent selection

Establish a three-dimensional structure of “local recruitment hub + headquarters support + outsourced collaboration.” Beyond assessing professional skills, focus on soft factors such as values, openness, and professionalism to identify candidates who align with corporate culture.

2.Deploy: Activating collaboration through effective utilization

Implement a “triangular positioning” management system: Chinese staff focus on strategic communication and resource coordination, while local managers serve as a cultural buffer. Establish a two-way communication mechanism to leverage complementary strengths and improve team collaboration efficiency.

3.Manage: Mitigating risks through scientific management

Develop a “dynamic job description system” that is comprehensive, accurate, and aligned with actual work. Choose flexible assessment cycles and maintain standardized processes—from goal communication and coaching records to evaluation and feedback—ensuring objectivity, fairness, and transparency. Adapt management practices to local conditions for flexibility.

4.Develop: Building talent pipelines through structured development

Train local managers, selecting individuals whose values align with the company. Assess performance in key events. The main risk in local talent development lies in cultural gaps and knowledge deficiencies. The core idea is “locals managing locals,” providing promotion pathways and granting sufficient authority to local managers while establishing checks and encouraging communication with headquarters to cultivate international perspectives.

5.Retain: Strengthening the foundation through an ecosystem approach

Localization is critical for successful global expansion. Retaining local employees requires adapting to the local work environment and culture, building an ecosystem conducive to local talent growth, meeting diverse needs at different stages, and establishing a strong global employer brand.

6.Rotate: Stimulating vitality through dynamic mobility

Employee mobility includes internal and external movement. Internal rotation enhances skills, organizational vitality, and retention of key talent. Clearly define rotation rules, provide training support, and track outcomes. For external mobility (resignations), comply with local regulations, understanding country-specific requirements to avoid violating “red lines.”

Conclusion

Globalization is a comprehensive reshaping of a company’s capabilities. This ability is reflected not only in the output of products and technologies but also in the enterprise’s DNA through overseas expansion and localized practices. The solutions presented by SailGlobal signify that Chinese human resource service providers now possess the methodology and standards to deliver global talent development.

As Huang Yuanming emphasized: "Companies going global must adhere to four principles: maintain compliance without compromise, pursue deep cultural integration, implement local talent strategies consistently, and apply flexible approaches to motivation and management." These principles represent the strategic pillars for continuously enhancing global human resource management capabilities.

Global Leadership in Focus: SailGlobal Showcases New Paradigm for Overseas Talent Development at Inspire2025