Localization of talents means that the foreign subsidiary of multinational company makes use of the human resource of host country, turning them to be the main part of enterprise employees. This paper bases on the example of Motorola, introduces current condition, motivation and strategy of localization of talents of multinational companies in china and it’s enlightenment to the enterprises of our country. The article regarded, Chinese people have already been 90% of the employees of Motorola China, and there’re over 72% Chinese in the management, so it has realized localization of talents basically. It helps to reduce contradictions and inefficiencies of operation and management caused by cultural differences, and helps to lower cost of labor, Strengthens the trust feeling of Motorola Company in China. Not only enhances enterprise's internationalization image, but also helps to maintain management personnel’s relatively stable. The concrete strategies of talent localization of Motorola: one, employs local staffs by using mature recruitment mechanism; two, establishes research institute in China to make full use of human resources in China's high-tech industries; three, emphasizes on staffs training; four, utilizes unique philosophy to detain talents to serve for it. Talent Localization of Motorola provides a lot of useful enlightenment to enterprises of our country. At present, China's enterprises have serious brain drain affecting the enterprise's long-term development. In order to retain talent, China's enterprises must learn from the experience of talent localization, establish a human-oriented concept, reform personnel management system, cultivate and make good use of talents.
【key words】Transnational Companies; Localization of Talents; Internal Opportunity System
