What "dilemmas“ may Chinese CHOs encounter everyday?

The year of 2020 still a busy year for us. Visiting our customers and discussing about the proposals occupies nearly 50+% of my working time.

Jan-to April in 2020, we spent most of time to design and deliver online courses with strong stress and pressure in afraid of dying. What we could do then was to do whatever we could do to make us busy and looking for the opportunity to survive......

Fortunately, from the 26th April, we started the 1st onsite training in Hangzhou and continues for the rest of the year. Though we still feel stressful but we were grateful that we still alive for the year of 2020 as a training company.

Today, I am not going to talk too much about how we survive in this year. I would like to share my observation on Chinese CHOs after hundreds of visits, discussions and cooperation, about the reality they are facing and also dilemmas they may face everyday.

The origin from CEO/GM

1) The positioning of HR is only a follower, there is no equal dialogue when doing company strategy, even in executives hire and fire key processes.

2) CEO is not patient enough to give time to digest the management activities, e.g. asking management team to sit together to align company strategy, invest sufficient time and money in management system build up.

3) Company prefer to hire experienced talent not to cultivate their own talents inside the company or starting from management trainees.

4) They always come out the ambitious sales/profit numbers, they are good at make 5 year plan, passionate about 100billion, 200billion or even 1000billion revenue target, however, the execution plan not always consistent, systematic or workable.

Origin from HR

1) Many HR don't understand business and their languages,instead, they are proud of their HR professionals.

2) CHO has very low position in CEO/GM's eye, they don't spent enough time to work together with them and afraid of make different statement or arguments, always follow CEO's idea, and not to disclose their own opinion.

3) HR is not professional enough and not able to discuss with top executives about business, for instance, the strategy, market share, production, operation.

4)HR is not able to comprehend sales and financial reports, not even analysis and make decision proposal to top management.

5) HR spend lots of time to attend training, but don't want to change its own organization chart and HR management system. I don't feel their strong desire to change. Without the strong HR organization capability, how can they built a strong leadership team or organization capability?

6) Give the full judgement right to line managers to decide if the training or the consultant projects are successful or not. Thus very difficult to satisfy them in many cases. The main reason maybe, the line managers don't feel the projects have strong link with their interest and benefits. For example, the so called high potential training projects' result has no connection with line managers' promotion.

The above dillemas are the common things I can see, still a lot to see

Welcome to feedbak or comments for any of the above "dillema"!

ps. The picture I got from my partner which took during our visiting a customer in Hefei haha.

We are happy with the snow, the Chinese saying is "瑞雪兆丰年”