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Staffing Project Teams

The difference between being employed in France and China

 

STUDENT PAPER

By Ling Li

SKEMA Business School

Paris, France and China

 


 
ABSTRACT

The global talent market is increasingly competitive. In order to attract high-valued talents for a global project and remain competitive, it is essential to understand the better why employees stay in a company and help the company to future improve the people management skills. This paper aims to find out the best choice better for project staffing based between France and China, and actions the companies should take to remain competitive for hiring international project team members.

Through literature review, disjunctive method and the additive weighting analyses, we find out that France is the preferred alternative for attracting high valued project staff among the four investigated countries. China can be the preferred project staff-based place in the perspective of saving staffing cost. Organizations should enhance better benefits through the employment contract to remain or be more competitive. The Follow-on research on employment contract is suggested to conduct as a new economy mode emerges.

Keywords: Employment, Contract, International Talent, Attract, Project Team Members

INTRODUCTION

The employees are unique assets for a project, programme, and portfolio. A project can be “An investment that requires a set of logically linked and coordinated activities performed over a finite period of time in order to accomplish a unique result in support of a desired outcome”[1] . Without employees, to be more precisely, project team members, the project is impossible to achieve any objectives. According to Guild, there are four types of programme – Strategic programme, operational programme, multi-project programme, and Megaproject. The higher the complexity of the programme, the more organization assets need to acquire, create, expand upon and dispose of. Moreover, one of the five assets classes of the portfolio is the human asset which is controlled by HR. “Any organization, be it owner or contractor has a portfolio of assets (resources) available to dedicate to projects, with the objective is to develop the best “mix” of projects which will generate the most favourable return on those assets”[2]. It is essential to recruit and hire talents with high-valued expertise for the successes of project, programme, and portfolio for the HR managers so to achieve the objective.

The search for talent is becoming increasingly global. According to a survey by The Economist Intelligent Unit, “over half of the surveyed firms will look beyond their home regions to fill talent gaps. US and Japanese firms will increasingly look to east and south Asia (China and India, for example) for new talent, while the UK, German and French firms will look actively to eastern Europe for recruits[3]. Moreover, attracting various skills and diversified expertise and knowledge has become a significant element in the economic development process for many countries.

In recent decades, large projects tend to involve people from all around the world, extending the breadth of skills that a Project Manager or project team member should have. In particular, for the organizations who want to use talented people from the different cultural background and different skills at low cost, as an international project team could overcome the barriers of time and geographical location and efficiency, effectiveness and innovation follow. Global projects and geographically dispersed project team seems to be the norm in today’s globalized economy[4].  However, to attract and hire high-valued project team member remain the difficulty for most companies.

After conducting root cause analysis of attracting international project team member, it can be settled as follows:

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Editor’s note: Student papers are authored by graduate or undergraduate students based on coursework at accredited universities or training programs.  This paper was prepared as a deliverable for the course “International Contract Management” facilitated by Dr Paul D. Giammalvo of PT Mitratata Citragraha, Jakarta, Indonesia as an Adjunct Professor under contract to SKEMA Business School for the program Master of Science in Project and Programme Management and Business Development.  http://www.skema.edu/programmes/masters-of-science. For more information on this global program (Lille and Paris in France; Belo Horizonte in Brazil), contact Dr Paul Gardiner, Global Programme Director [email protected].

How to cite this paper: Li, L. (2019). Staffing Project Teams – The difference between being employed in France and China, PM World Journal, Vol. VIII, Issue I (January).  Available online at https://pmworldjournal.net/wp-content/uploads/2019/01/pmwj78-Jan2019-Li-staffing-project-teams-france-vs-china-student-paper.pdf

 



About the Author


Ling Li

Paris, France

 

 

 

Ling Li is a talent acquisition professional with 4 years of experiences in Human Resource Management. Born in the south of China and raised in Shenzhen – a gleaming manifestation of China’s economic miracle, she gained a Human Resource Professional Certificate after university and started her HR career in Walmart China Headquarters. After worked in different industries – retail, trading service, ecommerce and digital marketing, currently she is completing her MSc in Project and Programme Management & Business Development from SKEMA Business School.

Ling has rich experience on Human Resource Management projects such as massive campus recruitment and internal HR operation innovation; she is also familiar with digital marketing operations. Ling is PMI CAPM, PRINCE 2, Agile PM and PEP Credentialed。

Ling Li lives in Paris, France and can be contacted at Email: [email protected]  or LinkedIn: https://www.linkedin.com/in/liling92/

 

[1] Source: Adapted from a Linked In discussion initiated by William R. Duncan  1/13/2018-  https://www.linkedin.com/feed/update/urn:li:activity:6357416976318558208/

[2] Forrest, D., Williams, J., LeServe, M., Dua, M. R ., Giammalvo, D. P. D., Pope, R., … Yasir, R. (n.d.). GPCCAR M01-1 Introduction to managing project controls, Revision 1.02. In GUILD OF PROJECT CONTROLS COMPENDIUM and REFERENCE (CaR).

[3] “talent wars: The struggle for tomorrow’s workforce”. (2008). Retrieved from The Economist Intelligent Unit website: http://graphics.eiu.com/upload/sap_talent.pdf

[4] PMI. (November 11). Global projects: how to manage them successfully – Project Teams. Retrieved from https://www.pmi.org/learning/library/global-projects-manage-successfully-team-7146