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Talent Retention in MNEs

Name: Shenglan Lu

Student number: S3132587

Date of writing: 21.06.2017

Supervisor: Hammad ul Haq

Co-assessor: Rian Drogendijk

Organization: University of Groningen

Faculty of Economics and Business

/MSc International Business and Management

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Abstract:

In the highly competitive environment of global business, MNEs are facing more opportunities and also challenges. To increase their opportunities and to cope with troubles, MNEs need to own competitive resources, and one of the effective resources is talent. Talents can help firms to gain economic competitive edges (Hiltrop, 1999) and to have better organizational performance (Collings and Mellahi, 2009; Tansley et al., 2007; Festing and Schäfer, 2014). Retaining talents becomes a vital project for MNEs to develop in further. However, the fact is that the resignation of employees including talents is high, although talents are relative loyal to organizations compared with normal employees. Therefore, talent retention is a beneficial and necessary action for MNEs who want to gain competitive resource. Unfortunately, few studies about talent retention treat MNEs as research target; some of them are pure theoretical; and no one of them consider both employer and employees in the examination. As a result, the research question of this thesis is: “Which factors contribute to talent retention from both employer and talented employees’ perspectives in MNEs”.

First of all, factors contribute to talent retention are proposed, based on previous literatures about employee and talent retention. Subsequently, the research method is qualitative research, that is to have interviews and collect second-hand data online. Huawei’s subsidiary in Norway is invited to coordinate with the research. HR policy maker substitutes employer to have the interview, and four excellent employees participate in the examination. Next, results are analyzed and the four main findings from the results are discovered. The most interesting one is that the factor “work-life balance” is not important in talent retention in Huawei, which is totally contradictory to former studies. In the end of, limitations of the thesis are discussed and corresponded recommendations are given. This thesis provides indications in talent retention for MNEs, and also explores different and fresh findings to afford deep thinking for future research.

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Content

1. Introduction ... 5

2. Literature Review: ... 11

2.1 The compensation/remuneration ... 12

2.2 Learning and Future Career ... 13

2.3 Working environment ... 14

2.4 A balance between work and life ... 15

2.5 Leadership ... 16

2.6 Recognition of corporate culture ... 16

3. Methodology ... 19 3.1 Research method ... 19 3.2 Case company ... 19 3.3 Data collection ... 21 3.4 Data analysis ... 23 4. Discussion ... 27 4.1 Employer perspective ... 27 4.2 Employee perspective ... 29

4.2.1 Providing monetary stimulation ... 29

4.2.2 Opportunities to learn and develop future career ... 30

4.2.3 Pleasant psycho-social working environment ... 31

4.2.4 Mixed feeling about physical working environment ... 32

4.2.5 Lack of work-life balance ... 32

4.2.6 Positive leadership ... 33

4.2.7 Recognition of corporate culture ... 34

4.2.8 Corporate image and reputation ... 35

4.3 Comparison between two sides ... 36

4.4 Comparison with former literature ... 37

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1. Introduction:

MNEs are paying more attention on their employees, because employees are organizational precious assets (Bhatnagar, 2007), instead of resource inputs or expendable commodities. Human relation theories (e.g. see Maslow, 1943; Hertzberg 1959; McGregor 1960) argue that employment can create substantial value by inventing new products or building client relationships (Edmans, 2011). In the practical life, within the people recruited by the organization, there is a kind of special people who are viewed as valuable resources for companies, often being labelled as talent. There is no need to doubt the talent’s position in one company because talents are well-known as unique and difficult to be replicated (Cole, 2016). They are the competitive resources of companies, to help firms to gain economic competitive edges (Hiltrop, 1999) and to have better organizational performance (Collings and Mellahi, 2009; Tansley et al., 2007; Festing and Schäfer, 2014). Organizations are willing to have more talented persons to create competitive advantages and benefit companies’ long-term development.

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Following the detailed definition of global talent management, each part during the process of management is important, while this thesis argues that the focus should be deployed on the talent retention. In the process of talent management, attracting, selecting and developing employees are the preparations of retention, the final intention of one company is to keep excellent employees. Two reasons can prove this view. In usual, the investment for recruitment and training is high, all of these inputs will be wasted if the recruited people leave away. It is not only about the waste of money, but also about the time and effort of organization, the loss will be large when organizations have no idea about how to retain talents. Second, compared with blind attraction, selection and development, investment in retention can be used in the most extent compared with. People attracted by organizations, participated in the selection and development may not be the right ones definitely, they may have deviation with the idea of companies. However, the employees targeted to be retained are more possible to be the treasures of organizations, the inputs on them are necessary and effective.

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psychological contract, which is the precondition to reach suggested outcomes such as higher job satisfaction, more employee loyalty, and better performance (Morrison and Robinson, 1997; Rousseau, 1995; Sonnenberg, 2011; Festing et al., 2014).

Second, talent retention is the key to save costs, as the costs of talents’ leaving are much more than retaining them. Bliss (2004), the president of a consulting firm that specializes in employee retention, argues that the costs of replacing an employee, such as the losses used to recruit and train a new employee, are 1.5 times more than the costs of retaining an employee. Outcomes can even be worse for mid-level to senior-level executives in companies (Frankel, 2016). To be more specific, the costs can be divided into recruitment costs, training costs, lost productivity costs, new hire costs and lost sales costs (Bliss, 2004). These various losses with terrible influences can be avoided through retaining and protecting talents to decrease the possibility of their resignation, which is an effective solution to save unnecessary costs. Brown et al. (2003) supported that talent retention can decrease costs such as agency fees and recruitment costs. Retaining talents avoids decreased productivity, downtime of firms and unexpected errors by subversive new members for companies, as well as economizes the time and effort should be spent by new substituted employees (Frankel, 2016). To save time, efforts and money for companies, retaining talents is the optimal way compared with recruiting new ones.

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dilemma. What companies can do to prevent similar tragedy is to retain their talents. If Goldman Sachs could have captured Smith’s thoughts, tried to negotiate with him to improve performance of Goldman Sachs, and strived to retain Smith, the tragedy may can be refrained feasibly. Moreover, the risks aroused by talents’ resignation also comprise hazard of losing confidential information to competitors (Frank et al. 2004; Walker 2001; Kyndt et al., 2009).

Retention of talent is highly beneficial to organizations, but in reality, things go contrary to wishes—the mobility of employees including talents is high. Employees are less loyal and have more opportunities than workers in the past, they do not want traditional work in one company (Burke and Ng, 2006; Hiltrop, 1999). Employees are taught not to be stuck in one company, high talents players leave for greater opportunities in other organizations instead of planning long-term strategy in the current one (Walker, 2001). A recent study found that “only 59 percent of employees in the US and UK felt their organizations deserved their loyalty” (Brown et al., 2003). A survey conducted by Adobe (2016) displayed that nearly 60 percent of office workers in America are willing to leave their job for new opportunities. Compared with normal employees, reasons for talents’ leaving are harder to be captured, because talents’ ways to perceive, value, and react are likely to be different (Khoreva et al., 2017). Hence, retaining talent is still a struggle in talent management for many organizations (Brown et al., 2003). However, there is no need to hold negative attitudes to talent retention, because evidence proves that the retention rate of talent is relative higher than normal employees once they are satisfied and decide to stay. The reason might be that companies invest more in high potential employees so that talents can experience more responsibility, career opportunities, and self-steering (Kyndt et al., 2009).

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be discussed are those factors which keep them stay. Reviewing literature about factors retaining talents, there are four gaps. First, most of the research is pure theoretical and lacks empirical data (e.g. see Walker, 2001; Frankel, 2016). This method makes literatures boring and lack of reliability, so my thesis fulfills this gap by researching on ground practical situation. Decisive factors in talent retention based on previous studies are found and confirmed, and data for investigating these factors are collected by myself from real big MNE, Huawei; Second, one obvious flaw of related literatures is that the employees were the only research targets (e.g. see Bhatnagar, 2007; Zhang et al., 2015; Brown et al., 2003). In fact, employees are not solely involved in retention, both employer and employees are important, this gap reflects the lack of complete understanding of roles in talent retention. HR policy makers can represent and broadcast employer’s view in organizations, and they deal with things related to human resource, including talents; talented employees are the targets or retention. This thesis implements the research from both HR policy maker and talented employees to make up this flaw, discussing factors from both superior and talented subordinates’ perspectives synchronously. If they can reach to a high degree of factors in talent retention, it will be easier for organizations to keep talents staying.

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surrounded normal employees, scarce literatures distinguished talents from normal employees (e.g. see Hytter, 2007; Frankel, 2016). However, high-potential employees are different from normal ones, they are relative loyal, experience more responsibility, career opportunities, and self-steering (Kyndt et al, 2009). My thesis adopts people who have excellent performance in work to be interviewees, and finds out the differences of high-potential employees and normal employees. It helps more in talent retention if differences in talented ones and normal ones can be captured.

In light of the research gaps and contributions outlined above, this thesis dedicates to integrate and investigate important factors which constitute talent retention, from both HR policy maker and employees in MNE by case study. The research question of this thesis can be developed as:

Which factors contribute to talent retention from both personal and organizational perspectives in MNEs?

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2. Literature Review:

There has been growing interest in talent management within both companies and academics since McKinsey consultants coined the phrase “the war for talent” to underscore the important role of high potentials in the success of leading companies in the late 1990s (Vaiman et al., 2012). It is worthwhile to notice that talent retention is the most pivotal in global talent management. Retention war even begins with the stage of recruitment. Companies select those employees who meet their needs, and more rights will be empowered and more skills will be taught to talents once they are in door (Ross, 2005; Bhatnagar, 2007). Talent retention is significant since it is the final goal of recruitment, development and training. Moreover, risk and more unnecessary costs will hit companies without talent retention (Bliss, 2004; Frankel, 2016).

Key leaders in many large organizations are increasingly concerned with the retention and motivation of talents (Vaiman et al., 2012). As long as companies keep retention in mind and implement it, advantages will ensue. For instance, talents are the competitive resources of companies, to help firms gain economic competitive edges (Hiltrop, 1999), have better organizational performance (Collings and Mellahi, 2009; Tansley et al., 2007; Festing and Schäfer, 2014) and they are valuable, rare, and difficult to imitate (Barney, 1991; Vance and Vaiman, 2008; Festing et al., 2014). However, the outflow of talented employees is still a big problem. Nowadays, a large and perhaps growing number of employees do not want a traditional career within only one company. Consequently, they are less loyal and more opportunistic than workers in the past (Burke and Ng 2006; Hiltrop 1999), although talents are relative loyal compared with normal ones.

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realm, the forms of factors promoting talent retention proposed by scholars are colorful and various. After the systematic review of literature, six factors proposed by this study are (1) remuneration; (2) learning and future career; (3) working environment; (4) a balance between work and life; (5) leadership style; (6) recognition of corporation culture.

2.1 The compensation/remuneration

At first sight, pay would appear to be a straightforward issue (Hytter, 2007). The term of remuneration is general means compensation or pay, it is a kind of return received from services or work (Murray, 2016). The type of remuneration is various, companies often provide pay packages superior to the market for critical talent, comprising special pay premiums, stock options, or bonuses (Walk, 2007). In the beginning of 1980s, the sudden high compensation for talents especially CEO, raised doubts of scholars (Murphy and Zábojník, 2004; Bebchuk and Fried, 2006; Van Veen and Wittek, 2016). Someone ascribed the compensation packages to a necessary and ongoing gift exchange relationship between the board and the CEO instead of a monetary arm’s-length transaction (Van Veen et al, 2016).

Some scholars support that the compensation can raise talent retention, as the table above shows, Bhatnagar (2007) and some other researchers mentioned pay, wages and compensation in talent retention. Evidence shows workers who felt they were paid fairly in relation to others in their organization exhibited higher levels of commitment (O’Connell, 2001; Hytter, 2007). In a recent study conducted in 2005, a fair pay accounted for 31.8 percent of the motivation for employees to stay within the company (Bhatnagar, 2007).

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employee is low. Some academics believe that if a culture tends to have more attention on future orientation, the less focus will be on money and other immediate rewards here and now. (House et al., 2004; Hytter, 2007). Overall, the effects of physical rewards on talent retention is unclear, some views support its positive influence while some deny it.

2.2 Learning and Future Career

Learning is a process to promote oneself and it is also a step before development of future career. Among the types of training programs, the frequent ones are attendance at conferences and seminars, tuition reimbursement, and managerial training (Arthur et al., 2001). To compete with other firms worldwide, companies have to encourage employees to have the continuous learning and development (Kyndt et al., 2009). Companies are strengthening development for talents (Walker, 2001), because these talents have higher possibility to serve as future leaders in an organization (Kyndt et al., 2009), and individuals strive to expand their knowledge, learning and competence (Button et al., 1996).

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traditional projects to stop employees from resigning. Instead, they are using innovative ways, like DuPont designs and promotes career paths for main nine positions in long-term perspective, utilizing this method to gain back the loyalty of its workforce (Cappelli, 2000; Hytter, 2007).

There is little conflict about the impacts of learning and future development on talent retention. However, some scholars had debates about the value of different channels of knowledge. Someone proposed that not all types of the learnings are positive, only planned learning, and within this, only task-related characteristics associated with skill development positively, and then can contribute to skill development successfully (Gelderen, 2005). While some encouraged companies to stimulate staff to enroll in activities to learn new or complementary skills, not just to enhance existing ones (Frankel, 2016).

2.3 Working environment

The working environment can be divided into physical and psycho-social work environment (Hytter, 2007). In terms of physical work environment, it can be seen as all materials, objects and stimuli that employees are exposed to in their workplace, including macro and micro levels (Shea et al., 2011). From some dimensions, great working environment represents economic strength of MNEs, and pleasant working conditions can entice productive employees to stay. Compared to physical context, the psycho-social work environment received more attention. Psycho-social working environment includes job stress, the needs for fairness, transparency and flexible work arrangements (Hytter, 2007), representing psychological needs in vocation.

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unimportant, unappreciated and even leave if an employer fails to build relationships with his or her employees (Michaud, 2005). An individual’s links to other people, teams, and groups, which have a direct impact on employee turnover (Bhatnagar, 2007), employees say they would sacrifice if they leave their job when they feel the involvement (Mitchell et al., 2001). Feeling of involved into the team can provide the context for innovation, acceptance, and forward motion during times of change (Royal and Rossi, 1996). Appreciation can help to establish connections, learning and working in an appreciative climate makes people feel acknowledged for their strengths and increases possibilities to develop people’s qualities (Cooperrider et al. 2007; Visser 2001; Kyndt et al., 2009). People are prone to stay in companies when their abilities, efforts, performance and contributions are recognized and appreciated by others (Walker, 2001).

2.4 A balance between work and life

The issues about work-life balance have received substantial attention over recent years (Deery, 2008). The balance of working and personal life can be understood as the extent that time spent on job has little impacts on life stage needs such as health, location, family, dual-career, other personal needs (Walker, 2001). Prior papers indicated that a balance between professional work and personal life is influential in talent retention (Walker, 2001; Hytter, 2007). Frontline employees who spend too much time and efforts on job, are probable to have problems with their family members or social commitments; their emotion could be exhausted and then destroy job satisfaction (Deery, 2008), because work-family conflicts are connected with job satisfaction negatively (Namasivayam and Zhao, 2007). As a consequence, the rate of retaining will be lower (Deery, 2008).

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to ensure employees’ tasks are not overloaded; allowing adequate breaks during the working day; involving employee’ families into consideration; try to provide health and well-being opportunities such as access to gymnasiums.

2.5 Leadership

The role of leaders is to formulate feasible blueprint and encourage employee to fulfill schemes, turning them into reality (Papalexandris and Galanaki, 2009). Come scholars contended what employers need to do is to convert values, needs, preferences and aspirations of individual employees into collective interests (House and Shamir, 1993). Therefore, the personality of leaders and the way they operate the leadership have effects on their employees. Some pioneers confirmed this argument that leadership style has impacts on talent retention (Hytter, 2007; Zhang et al., 2015), but the results of whether top employees can be retained, should be embedded with which kind of leadership the employers adopt.

Zhang et al (2015) verified four main types of leadership that are authoritative leadership, coaching style, task-focused leadership and employers who focus on relationship, and they proved these four kinds of leadership are associated with talent retention positively. A wrong way of leadership will bring bad outcomes. The truth is, the more control employers have, the more they will give away (Frankel, 2016). An investigation was implemented by Saratoga Institute (Hodges, 2008), based on nearly 20,000 interviews suggests that leadership contributes to almost all of the reasons for talent loss (Zhang et al., 2015). A conclusion can be derived that leadership style is one factor cannot be ignored in talent retention.

2.6 Recognition of corporate culture

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of corporation culture as organizational commitment, an individual’s organizational commitment comprises a belief in and acceptance of the organizations goals and values, a willingness to exert considerable effort on behalf of the organization, and a desire to maintain membership with the organization (Mowday et al., 1982; Dunham et al., 1994; Bishop et al., 2000; D'Amato et al., 2008).

Importantly, employees’ organizational commitment is a strong predictor of desire to retain, low organizational commitment is associated with increased turnover (D'Amato et al., 2008). However, there is scarce literature about this factor (Arther et al., 2001). Organizational culture is listed exclusively for emphasizing its importance, it plays a crucial role in shaping behavior in organizations (Watkins, 2013). It is critical that all components of an organization’s culture should be aligned with its corporate brand, and then relate to employees. That means, if employees see the value in the organizational culture as it relates to corporate brand, and then they will be fanatics of the company. (Snyder, 2016). The Table 1 depicts my factors and related factors in former studies.

My factor Related factors in other research

Compensation/ remuneration

• Bhatnagar (2007): fair pay

• Frankel (2016): affording competitive wages and benefits • Walker (2001): the compensation

• Arthur and Diane (2001): innovative compensation and benefits

• Hytter’s (2007): rewards

• Bhatnagar (2007): exciting work and challenge; career growth or learning

• Brown et al., (2003): learning and development

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Learning and future career

• Walker (2001): the need of challenging work; opportunities to learn and grow

• Arthur and Diane (2001): career planning; mentoring programs; coaching for career development

• Hytter’s (2007): career opportunities; the training and development of skills

Working environment

• Bhatnagar (2007): relationships

• Brown et al., (2003): internal communications

• Spencer (1986): more mechanisms to express dissatisfaction • Frankel (2016): make employees feel valued, expressing

appreciation and treat them like integral members of the team • Walker (2001): working relations within the organization;

cognition and appreciation by others; good communications • Arthur and Diane (2001): effective rewards and cognition;

employee needs

• Hytter’s (2007): physical working conditions Balance between

work and life

• Walker (2001): a healthy balance between work and life • Arthur and Diane (2001): work and life strategy

• Hytter’s (2007): the balance between work and personal life

Leadership style

• Bhatnagar (2007): supportive management or great boss • Hytter’s (2007): leadership style

• Zhang et al., (2015): leadership Corporation

culture

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3. Methodology

3.1 Research method

The single case study is adopted as the method to refine results, owing to the main gaps: pure theory about talent retention and lack of empirical data (Walker, 2001; Frankel, 2016); Second, only employees are involved (Bhatnagar, 2007; Zhang et al., 2015; Brown et al., 2003); and scarce researches on MNEs. In a words, doing research on talent retention from both employer and employee in MNEs is a fresh topic, which needs support from qualitative methods. Theory needs to be built firstly and related data is required to be collected to implement qualitative research. Case study is defined as “an intensive study of single unit for the purpose of understanding a larger class of similar units” (Gerring, 2004). There are three reasons for doing case study. First, case studies facilitate the exploration of unusual; Second, case studies are grounded in live reality; Third, case studies can enable research to focus on the significance of the idiosyncratic (Gerring, 2006).

Case study can be single or multiple, here the single case study is chosen. First of all, compared with single case study, multiple case study is enormously expensive and time-consuming (Baxter and Jack, 2008). Because the budget and time for this thesis is limited, it is difficult to have several case studies, single case study saves more effort, money and time. Next, single case study produces a better theory to develop high-quality result (Dyer and Wilkins, 1991). It is easier to have a deeper thinking about the factors contribute to talent retention in MNEs when there is only one case, every view can be examined in-depth. In simple terms, single case study is more suitable for the topic about talent retention in MNE in this thesis.

3.2 Case company

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world (The Economist, 2012), founded in Shenzhen, China in 1987, and started its road of international expansion in 1997. Huawei accumulated a net profit worth 5.3 billion USD in last year (Huawei, 2017), which symbolized its financial strength and economic influence. In the ranking published by Fortune Global 500 in 2016, Huawei ranked as the 129th, improved from the 228th in 2015 (Fortune Global 500, 2016), the rapid improvement for Huawei’s ranking is the indication of its high growth in global.

The second reason is Huawei values its talented employees, they are one important dimension for Huawei. According to Sun Yafang, the chairwoman of the board, said that “our people are the company's one true asset. Only through their ongoing dedication can we continuously create value for customers and for society” (Huawei Annual Report, 2016). These words reflect a core conception of talents in Huawei, that means this company underlines what they can offer is a strong growth platform, but only for those dedicated employees (Huawei Annual Report, 2016). This successful Chinese MNE uses this unique corporation culture to attract numerous talents, up to 180,000 ones in last year (Huawei Annual Report, 2016), and also creates impressive economic accomplishment (Huawei, 2017). Besides its different culture, Huawei also established Huawei University in 2005 to provide training courses to its employees, its aim is to develop workers, technicians, managers and future leaders of Huawei. This great MNE also pays attention to the exchange and special development for Chinese and foreign employees (Cooke, 2011).

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3.3 Data collection

As discussed before, this study combines both employer and employee perspective. In the perspective of employers, HR policy maker is invited to have the interview, because HR policy maker is more familiar with operations in talent retention and they can represent views of employer. The representation of HR policy maker is the vice manager of human resource, who has tenure exceeds 12 years in Huawei and higher position than these four talents, the most important, who has abundant experience in the aspect of talent management; In terms of employees, the selection of interviewees is vital. There are various definitions of talents, such as people with excellent abilities, and also terms like key employees, or individuals with high potential who are of particular value to an organization (Thunnissen, 2016). What this thesis needs are the people who fit in these words, and have high potential to develop to benefit companies. Four candidates are chosen from employees to represent talents in Huawei in Norway. The four interviewees of employee side are product manager, financial manager and project manager respectively, all of them have at least two years of tenure, even more than 5 years in Huawei, and acquire many rewards with superior performance in their career in Huawei. It is worthwhile to note that all the interviewees are Chinese. Some Norwegian were invited, but they refused to have the interview. To sum up, two audio interviews and three email interviews are applied. The information of the HR policy maker and talented employees are listed in the following tables, see Table 2 and Table 3.

Interviewee Type of interview

Position Tenure Education

Liu Audio interview Vice manager in Human Resource department More than 12 years in Huawei Bachelor

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Interviewee Type of interview

Position Tenure Education

Dong Audio interview Project manager 2 years Master

Huang Email interview Finance manager 6 years Master

Liang Email interview Product manager 6 years Master

Yang Email interview Project manager 5 years Bachelor

Table 3: Information of interviewed talented employees.

This investigation adopts interviews to implement case study in an MNE, but face-to-face interview is hard to be realized because of the geographical dispersion, financial constraints, and time (Cater, 2011). However, the rapid growth of technology in Internet has developed the experience of online interview to meet qualitative research and reduced the problems related to face-to-face interviews (Hooley, Wellens, & Marriott, 2012). Janghorban et al. (2017) divided online interview into synchronous (real-time) and asynchronous (non-real-time) arenas. In terms of synchronous interview, audio interview through Wechat and Skype to have conversation with interviewees are adopted. On the other hand, in terms of asynchronous method, e-mail interview is considered as well. Talents in Huawei in Norway is unavailable to have a face-to-face interview, audio interview and e-mail interview are the substituted methods for these fast paced high potential employees.

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(James, 2016). Some other advantages of audio interviews are found in prior papers. Audio interview online makes interviewees be more talkative, owing to its invisibility, people who feel reticent or shy in face-to-face interview may be more confident to speak; it also reduces the dependence of keyboards for participants, facilitates those who are not familiar with texted communication (Rheingold, 1994). Email interview is also used. Email is a contemporary form of communication that creates opportunities for research both online and offline (Burns, 2010), offering unprecedented opportunities and generates high-quality data for qualitative research (Meho, 2006). Three advantages of email interview are observed. First, it is different from audio interview that email interview does not need to negotiate a fixed time fitting both researcher and participant, it depends on their own pace (James, 2016), unlike the constrained time and space they might have experienced in a face-to-face or telephonic interview (Thrift, 1994). Second, the questions proposed in the email interview are listed one-by-one, embedded in the email’s body, it allows interviewees to be concentrated with questions without distraction (James, 2016). The last benefit of email interview is that participants can change their mind after thoughtful and personal conversation (James, 2016).

3.4 Data analysis

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Open coding Factors

Figure 1: Results of HR policy maker.

• Afford short-term rewards like bonus and year-end awards, and long-term rewards including dividends and positions. • Provide many kinds of allowances

• Natives feel unfair because they earn less due to the local laws

Provide monetary stimulation

• Provide positions and work with more challenges lead employees to grow.

• Invest a lot in qualified training projects to improve the ability of employees

Opportunities to learn and develop future

career

• Meet the needs of communication and appreciation • Offer gifts and wishes to employees on birthday and

festivals

• Establish canteen for Chinese employees exclusively • Choose the location close to downtown

Focus on working environment

• The company is driven by performance instead of “relationship”

• Culture in Huawei is to give more if employees are harder

Spread corporate culture

• Huawei pays little attention on work life balance • Keep working on weekends

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Open coding Factors

• Use extreme high monetary stimulation to drive employees

• Remuneration is one of the main reasons for me to stay in Huawei • Income in Huawei is relative high compared with other

companies

• Activate employees in long perspective such as the shares • Total salary higher than natives’ because of extra allowance for

Chinese

Provide monetary stimulation

• A big platform to learn more than in other companies • Development of career raises the possibility of retention • Have internal trainings and benefit from them

• Affords many opportunities for employees to learn • The practical approach adopted in various trainings is extreme

effective for me

Opportunities to learn and develop future

career

• Have good relationship with colleagues, moved and attracted by friendship

• Have the feeling of appreciation and achievement • Have strong recognition of the same race

Pleasant psycho-social working environment

• Huawei does not feed lazy people • Appreciate the generous way of Huawei • Value distribution is fair, depends on how hard working and

capability

• The core is client-focused

Recognition of corporate culture

• People prone to stay if leaders support them • Learn a lot from experienced leaders • Helped by recognition of management and strategies of leaders

Positive leadership

• The location in Norway is good

• The equipment is old and no infrastructure for entertainment • Canteen is awesome can create the feeling of belonging

• Huawei is the best company in China • It is a big multinational enterprise.

Corporate image and reputation Mixed feeling about

physical working environment

• Do not know what personal life is, the personal life is occupied by job

• Employees have to give up time for break for high income • Impossible to have work life balance and have little attention on it

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4. Discussion

To compete with others, MNEs need to accumulate their competitive advantages. Employees play a vital role in competitive advantages, especially talented employees. The talented ones are unique and difficult to be replicated, they are valuable resource in companies (Cole, 2016). Retaining employees, especially talents, is the key of keeping competitive advantages for MNEs, and the high rate of resignation and low loyalty make retention to be urgent. Owing to the value and urgency of talent retention, this thesis dedicates to find out the factors contribute to talent retention, the research question is “Which factors contribute to talent retention in

MNEs”. This research goal is implemented in terms of both employers and employees, because

they are all indispensable parts in the process of retaining talent. Moreover, more interesting results can be discussed in detail from interviews with both two sides, because they may have consistent views and contradictory opinions.

4.1 Employer perspective

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leadership is not important in talent retention, so this factor is deleted through employer’s perspective.

The first factor in talent retention in Huawei is remuneration. The requirement of employees ranges from low to high, the basic one is physical need, so the main method Huawei adopts to maintain talents is to afford short-term such as bonus and year-end awards, and long-term rewards including dividends and shares. Besides these rewards, Huawei also provides many kinds of allowances. Some natives even feel unfair because they earn less compared with Chinese employees due to the local laws. Subsequently, higher needs like opportunities to learn

and develop future career are afforded. Huawei provides positions and work with more

challenges to help employees to grow, and this company invests a lot in qualified training projects to improve the ability of employees. Talented employees can realize development through these trainings and challenging positions. Third, the working environment can be discussed through psycho-social and physical part. In terms of psycho-social working environment, Huawei meets the needs of communication with employees and show appropriate appreciation to employees who have excellent performance. In addition, Huawei provides employees with “personal care” such as gifts and wishes on employees’ birthday and special festivals. The physical working environment mentioned by HR policy maker comprises macro and micro parts. The effort for improving macro working environment is the location of Huawei’s affiliate in Norway, it locates in the downtown of Oslo, which is very convenient for employees to work. The micro physical working environment is the canteen, which is established for Chinese employees exclusively.

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distribution. The only negative aspect is lack of work-life balance. The interview with HR policy maker was implemented at 10 p.m., because the policy maker got off from his work very late, which reflected little attention paid by Huawei on work-life balance and the HR policy maker confirmed this finding. In fact, Huawei indeed does not emphasize on work-life balance, because it adores a kind of unique way called as “wolf-culture”. Wolf symbols a keen sense of smell, resistance to coldness which is indomitable spirit and high degree of group flight (Research Papers Center, 2009). Huawei believes working like a wolf can create large numbers of achievements, that is also the reason why the expansion of this company is so fast.

4.2 Employee perspective

Talented employees are also considered, they are people with good performance and the main targets in retention, which means the efforts paid by companies are for retaining them and showing their value. Their views express feelings about talent retention directly, so talents’ opinions are necessary to be discussed. Finally, the number of factors squeezed from words of employees is eight. Five aspects like “providing monetary stimulation”, “opportunities to learn and develop future career”, “psycho-social working environment”, “recognition of corporate culture” and “impacts of leadership” are positive and consistent with former researches; the feeling of talented employees to “physical working environment” is mixed; the negative factor is “lack of work-life balance”, and talented employees create a new factor called as “corporate image and reputation”, these three factors are inconsistent with previous studies.

4.2.1 Providing monetary stimulation

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“The first thing about retention comes up to my mind is remuneration, the income in Huawei is

satisfying and competitive.”

Huawei uses extreme high monetary stimulation in kinds of patterns to drive employees to work for it. Interviewed employees express their satisfaction with income simultaneously. The salary in Huawei is relative high compared with other companies, the total remuneration of a Chinese employee even will be higher than the natives’, this is due to the extra allowance for Chinese employees in Huawei. Besides income and salary, Huawei also activates employees in long perspective such as the shares. Indeed, Huawei’s remuneration reaches a world-class level according to the data of Salary list consulting firm, only behind Facebook, Apple and Google. The structure of high salary, high equity of incentive has a strong attraction, especially for young talents (BestChinaNews, 2016).

4.2.2 Opportunities to learn and develop future career

Opportunities to learn and develop future career is another important factor that contributes to talent retention in Huawei, talented employees hold the view that the opportunities and development keep them stay. There are many opportunities for employees to learn such as corporate inside trainings and practical trainings. Talented employees benefit from these trainings and perceive them as an effective way to develop themselves. Dong, the project manager, mentioned that talented employees have to be positive and proactive toward trainings, which means that opportunities are afforded by Huawei, but the decision to develop is mastered by talents:

“All of the lectures are precious, majority of the time is arranged by myself, I need to schedule

everything by various methods. I can integrate knowledge from kinds of people to be my understanding, because I meet many person and the ways of their teaching are different and interesting. It is alike to throw me into the sea and force me to learn how to swim”.

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working. They are able to go to different countries, just apply which to go as they want, because Huawei’s affiliates are dispersed in many places around the world. Huawei pays enormous attention on development and trainings of employees, it even builds a Huawei university and creates e-learning website to offer kinds of trainings. Based on years of experience in developing ICT talents and profound insight into industry developments, Huawei launches its Training & Certification Solution to complete its road of training (Huawei, 2017).

4.2.3 Pleasant psycho-social working environment

Working environment influences talents’ decision about whether should they stay in the organization or not, including psycho-social and physical working environment. In terms of psycho-social working environment, employees tend to stay in Huawei because of the warm relationship within colleagues, appreciation from leaders and achievement from work. Almost every interviewee think they experience satisfying working atmosphere in Huawei, including the relationship with colleagues and the appreciation from others. About the relationship between colleagues, the assertion from interviewees is very high. They deem that the relationship is good, and they are attracted by this kind of close knit relationship. Conflicts also existing in their daily working life, but only related to job. They can solve these problems quickly without bad influences in their tasks. In talented employees’ view, the relationship between colleagues in Huawei warms them and keeps them stay. Huang, the finance manager, described the relationship between colleagues as:

“We are not pure transactional relationships any more, colleagues are more like friend and

family in Huawei.”

In addition, these talented employees feel the sense of appreciated from others and self-achievement from their work, which gives them a lot of confidence and retains them. Yang, the project manager said:

“I can feel the sense of accomplishment, because I fulfilled some tasks which beyond my ability

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4.2.4 Mixed feeling about physical working environment

In terms of physical working environment, interviewed talents show mixed feeling about it, that means some of the physical working conditions are pleasant but some are disappointing. Canteen is a part of physical working environment, Huawei sets up canteen for Chinese employees exclusively. This action considers special requirement of Chinese expatriates, because they may be not being used to eating Norwegian food. The location is another aspect of physical working environment. The better location of one company not only affords convenience for employees, but also represents economic strength of the organization, because only profitable and rich company can afford the rent of a good location. The evaluations of interviewed talents about the canteen and the location of affiliate in Norway are positive. Huang, the finance manager said:

“The location is great; it is in the center of Oslo… Canteen is really awesome, especially for

Chinese who are working overseas. One advantage is to save expenditure for us in Norway, a country with high consumption level; another advantage is the sense of belonging which is created by the Chinese canteen. You know we miss our motherland very much as we have been working overseas for a long time.”

However, all four interviewees complain about some other aspects in physical working conditions in Huawei in Norway. For example, the equipment and infrastructure are unsatisfactory. Liang, the product manager describes the official equipment as followed: “The equipment inside the company are too old for us. Some rooms even don’t have windows,

so the air is not fresh in the room, and we don’t have any infrastructure for entertainment.”

4.2.5 Lack of work-life balance

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and the most of their efforts are spent on job. However, the missing personal life does have reason, as Dong, the project manager answers:

“Who will be the tried ones? Those people who have more talents, they work more and they gain more. It is like a pyramid; the top ones suffer a lot but the bottom can enjoy. Those who only want basic income and not fight for work can have a lot of time, but they are not important individuals in Huawei.”

Apparently, these interviewees are high-potential employees, they do more and gain more, but the sacrifice is their leisure time, so it is impossible to have this balance in Huawei. Interestingly, some talents even enjoy this kind of work under high pressure, as Liang, the product manager says:

“Actually I am used to this situation and enjoy this kind of vocation with large workload, so I choose to stay.”

These evidences show that the lack of work-life balance within talents in Huawei is reasonable because talented employees need to pay more effort due to their capabilities, but they do not view the unbalance as a burden, the lack of work-life balance influence little in their decision about retaining in Huawei.

4.2.6 Positive leadership

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“I am so glad that I have an enlightened leader, for example, I had some problems with another

employee in Pre-sale because of her delay of the task. I was extreme angry and the task of her was done by me in the end, so I complaint why not just give me her job and salary? My leader told me that I just considered the benefits I can enjoy, but ignored the responsibilities. Everyone in company has their own duty, work is the coordination of many employees. No one can run the company by oneself. I think his words do make sense and logical.”

4.2.7 Recognition of corporate culture

Corporate culture is one vital part, it represents the style and value of one company, recognition of corporate culture from employees is important in talent retention. The more they appreciate corporate culture, the less likely that they will leave. Talented employees in Huawei believed that corporate culture is one of the reasons for them to stay in the company. According to Dong, the project manager:

“Huawei does not feed lazy people, and I appreciated the generous way of Huawei to stimulate employees, because many domestic companies are stingy to their employees.”

Another element in corporate culture is the value that this company believes, such as fairness mentioned the interviewed talents in Huawei. The impartial feature of Huawei attracts employees and gives them motivation to work. Yang, the project manager, states that:

“The value distribution is fair in Huawei; the quantity you can get depends on how hard working you are.”

Liang, the product manager mentions this as well:

“Huawei is a fair and impartial company, people here are not depended on special relationships but capability.”

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schedules according to clients’ requirements. Whatever which pattern of cultures in Huawei was analyzed, its talented employees recognize and follow these cultures.

4.2.8 Corporate image and reputation

Talented employees respond that the corporate image and reputation retains them to keep working in Huawei. Corporate image and reputation is a new finding from the interview, because it has been mentioned seldom before. Corporate image is the mental picture of the audiences when this organization comes up to their mind; corporate reputation connotes the estimation of the company, represents a value judgment of the company (Gray and Balmer, 1998). Talents in Huawei mention about Huawei’s image and reputation, assert its size, status and reputation in international market, and express their satisfaction and appreciation toward its remarkable achievement. Dong, the project manager says:

“Huawei is attractive as a big platform… Currently, Huawei is the best company in China…”

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4.3 Comparison between two sides

It is easy to tell some similarities and differences between HR policy maker’s view and talented employees’ views; they have same views but also have different opinions.

Monetary stimulation Opportunities to learn and develop future career Corporate culture Psycho-social working environment Lack of work-life balance HR policy maker Afford high salary to retain talents Offer various kinds of opportunities Strongly recognized Satisfied with psycho-social working environment Work-driven culture Employee Satisfied with high income Enjoy opportunities to learn and develop Strongly recognized Satisfied with psycho-social working atmosphere Sacrifice personal time for job

Table 4. Agreement between HR policy maker and talented employees

Physical working environment

Leadership Corporate image and reputation HR policy

maker

Satisfied with physical working environment

Consider it not important

Consider it not important Employee Mixed feeling. Satisfied

with some physical working conditions but disappointed with some.

Reflect positive effects of leadership

Assert positive effects of the image and reputation of the

organization Table 5. Conflicts between HR policy maker and talented employees

On one hand, HR policy maker and talented employees have similarities in their answers. The results show that HR policy maker and employees both agree that monetary stimulation and

opportunities to learn and develop future career are provided, and they all emphasize the corporate culture in the interviews. In addition, they all admit that they have pleasant psycho-social working environment. These four factors contribute to talent retention in Huawei

positively. HR policy maker and employees also have the same view about lack of work-life

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their decision about retention in Huawei. On the other hand, they have conflicts about physical

working environment, leadership versus corporate image and reputation. The HR policy maker

argues that the company focuses on working environment, including both psycho-social and physical sides. Talented employees think the psycho-social working environment is satisfying while their feelings about physical working conditions are mixed. In terms of leadership, its positive effects are discovered by talents but being overlooked by HR policy maker himself. Corporate image and reputation also promotes talents’ desire to stay but is ignored by the HR policy maker.

4.4 Comparison with former literature

Based on priori related literatures, six main factors contribute to talent retention are proposed as: remuneration; learning and future career; working environment; a balance between work and life; leadership style; and recognition of corporation culture. However, the number of factors contribute to talent retention is changed after the interviews with HR policy maker and employees in Huawei’s affiliate in Norway, some factors are supported but some are opposed. HR policy maker and talented employees have high agreement about the effects of monetary stimulation. In former literatures, some scholars agreed with the positive effects of remuneration but someone denied it. The consistent answer of HR policy maker and talented employees about remuneration in this thesis concurs that remuneration contribute to talent retention in MNEs.

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confirmed as an important element in talent retention in the before. Surprisingly, employees in Huawei lack this balance but they still choose to stay under this circumstance. As a result, the work-life balance does not play a vital role in talent retention in Huawei, employees pay little attention on it even when they lack this balance badly.

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5. Conclusion

To help talent retention in MNEs, the factors contribute to retention need to be figured out firstly, and one condition is these factors should be discussed in both HR policy maker and talented employees. The three main conclusions are as followed: First, HR policy maker and employees reach consensus about “monetary stimulation”, which affirm the status of income in talent retention, and they both agree with “opportunities to learn and develop future career”, “corporate culture”, and “psycho-social working environment”, which is consistent with proposed factors. The similarity of the answers from HR policy maker and employees might because both of them benefit from these four factors, this is so called “win-win”. In terms of HR policy maker, investments in the four aspects are effective. High salary and promising opportunities offered, the corporate culture propagated and pleasant psycho-social working atmosphere created, all come with positive outcomes in talent retention in Huawei. In terms of talented employees, they achieve what they need such as high income and opportunities to develop, recognize corporate culture and enjoy from satisfying psycho-social working atmosphere.

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it is not important, but this factor receives assertion from talented employees. The reason behind the situation might be the employers know how great the company is, because they witnessed and helped its growth, but they do not want to show off. Talents are new relatively, they are attracted by the image and reputation, and can feel the advantages result from the reputation, so they voice their appreciation directly.

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Last but not the least, special factors for talents to stay in MNE are remuneration and opportunities to learn and develop future career. Compared with normal employees, high-potential employees are more possible to get high pay and have more chances to develop themselves, this is because talented employees are competitive resource in organizations (Cole, 2016). On one hand, talented employees deserve more compensation due to their ability and wisdom, their return matches the payout; on the other hand, employers are glad to pay for their talents to create more fortune. For them, the cost on retaining talents is worthwhile because the subsequent achievement may exceed the original input, and more effective than normal employees (Bliss, 2004). Furthermore, talents face more opportunities because they are better than normal employees in learning, and talents have higher job satisfaction and relative loyalty, and better performance (Morrison and Robinson, 1997; Rousseau, 1995; Sonnenberg, 2011; Festing et al., 2014).

Limitation and future research

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