Global Talent Management Strategies of Chinese Multinational Companies

This thesis examines how Chinese multinational enterprises attract, develop, and retain high-skilled professionals in the context of rapid advances in artificial intelligence (AI), robotics, and automation. As globalisation deepens and technological change accelerates, talent has become a core resource that drives competitive advantage and organisational innovation. The study first discusses how the definition of “top-tier talent” has evolved in the AI era. It argues that talent requirements have shifted from single technical skills toward broader capabilities such as creativity, cross-disciplinary collaboration, and organisational agility. The thesis then analyses the main challenges Chinese enterprises face during global expansion, including shortages of local talent, cross-cultural management issues, and the impact of high-intensity work cultures on employee retention. By comparing the talent management systems of China and the United States, the thesis identifies differences in recruitment policies, incentive structures, the logic of AI applications, and underlying cultural values. Chinese companies tend to emphasise internal development, stability, and long-term commitment, while U.S. firms focus more on market competition, flexibility, and individual autonomy. The growing use of AI in recruitment, performance evaluation, and talent allocation further widens this contrast between the two systems. Building on these findings, the fourth chapter proposes three key strategies used by Chinese firms to attract and retain talent: applying AI to improve recruitment and workforce allocation; strengthening organisational culture and employee well-being; and developing mechanisms for capability upgrading and job transition in the context of automation. The findings show that AI does not reduce the need for high-end talent. Instead, it raises the capability threshold and accelerates the redesign of job roles. The fifth chapter presents case studies of Huawei, ByteDance, Tencent, Xiaomi, and Alibaba, summarising how leading Chinese technology enterprises manage globalisation, localisation, incentive systems, organisational culture, and AI-driven human resource practices. These cases demonstrate that technological capabilities, cultural environments, and organisational structures jointly shape firms’ talent competitiveness. The thesis concludes by providing policy and managerial recommendations and discussing the implications of AI and human–machine collaboration for the future of work. It emphasises that enterprises need to build a stronger balance between technological innovation and human capital development in order to maintain long-term competitiveness.