$35.58 billion

overseas jobs. Their talent search methods and HR management practices were suboptimal, according to a report from HR services provider Aon Hewitt.

Some of the problems include uncompetitive salary, immature holiday system, neglect of team building and not building a healthy corporate culture, experts said.

Li might probably relate to that. In 2004, a construction engineer like him deployed abroad may have earned 8,000 yuan ($1,241) in monthly salary, almost triple that of colleagues in China.

But that benefit has narrowed since. Now, the monthly salary abroad is hardly 1.5 times that in China. “Domestic wages grew quicker than salaries abroad, so foreign postings are not coveted that much any more,” he said.

Now, a project manager with his employer can earn about 500,000 yuan annually, depending on the location of posting. “The poorer the living or working conditions, the higher the salary.”

Compensation is not the only issue. Lack of job satisfaction, absence of a sense of fulfilment, and bureaucratic organizations cause frustration, said respondents to a survey conducted by Aon Hewitt.

For example, where quick responses are needed, staff posted abroad often have to wait endlessly for the authorization of corporate headquarters in China. The slow process makes their jobs highly inefficient.

Li said far too many rules are in place to guarantee the safety of workers abroad, which hampers companies’ operations.

Charlie Liu, partner of Heidrick & Struggles, a global HR management consultancy firm, said: “The motives of Chinese companies going global are diverse. They want to expand business, learn other technologies or avoid trade barriers. And human resources always play a key role among other elements.”

He said challenges also lay in finding human resources that are well versed in both Chinese culture and that of overseas markets.

“Since Chinese brands often don’t command the same equity in foreign countries as they do in China, it’s difficult for them to attract skilled native employees.”

Liu suggested that Chinese companies should recruit both Chinese and foreign executives, especially those with work experience in renowned local companies.

Aon Hewitt said companies should cooperate with domestic and foreign universities to source a steady stream of young talent with relevant skills and knowledge.