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Despite increased interest, the topic of work-life effectiveness in Asia has remained relatively under-explored in the research literature, especially in terms of how to best implement work-life practices in different cultural contexts and within specific local economies.
Expanding Work-Life Perspectives: Talent Management in China, a companion report to Catalyst’s main report Expanding Work-Life Perspectives: Talent Management in Asia, contributes to our knowledge of how organizations can best implement work-life programs within different cultural contexts. In this country profile, we draw from the larger sample to spotlight the experiences of 275 high-potential employees (49 percent women and 51 percent men) working in China for U.S.- or European-based multinational organizations. Respondents in this study were referred by their respective companies as promising future leaders and are among the best and brightest employees.
Our analyses found that:
Regardless of gender, future leaders in China are highly focused on their jobs and on career advancement. They also report a strong interest in being able to effectively manage work and personal life.
Both women and men experience a mismatch between their work-life demands and the level of flexibility their companies offer, suggesting the need for companies to consider how current work cultures and work-life policies meet the needs of their talent.
Research Partners: BMO Financial Group, Chevron Corporation, Credit Suisse, Deloitte LLP, Desjardins Group, Deutsche Bank AG, Ernst & Young, Hewlett-Packard Company, IBM Corporation, KeyBank, McDonald’s Corporation, UPS