Some Western multinationals have become adept at retaining Chinese executives, despite fierce competition for their talent from Chinese companies.
一些西方跨国公司已深谙留住中国管理人士之道，尽管面临中资企业对这些跨国公司人才的激烈争夺。
The global firms most successful at fending off poachers are offering their Chinese managers more job rotations inside and outside China, competitive pay and appealing healthcare, educational or family benefits, recruiters say.
猎头机构称，在抵御其他公司挖角方面最成功的全球企业向它们的中国经理人提供更多在中国国内和国外的轮岗机会、有竞争力的薪资以及具有吸引力的医疗、教育和家庭福利。
'These companies realize it's not just about money, but about recognition, ' said Alan Pang, head of talent in greater China for consulting firm Aon Hewitt.
咨询公司怡安(Aon Hewitt)的大中华区猎头部门负责人庞锦峰(Alan Pang)称，这些公司意识到这不仅是钱的问题，而是对人才的认可。
The competition is especially fierce for so-called 'sea turtles' -- Chinese natives with Western experience, who are returning home after a stint abroad. The sea turtles are prized by both Chinese and foreign firms for their familiarity with both Chinese and Western ways.
针对所谓的“海龟”的争夺尤其激烈。“海龟”是指那些在国外工作过、拥有西方工作经验并准备回国的中国人。中资和外资企业对“海龟”都非常青睐，因为他们对中国和西方文化都很熟悉。
In July, General Electric Co. promoted a nearly 20-year company veteran, Rachel Duan, to chief executive for greater China, saying her appointment 'reflects our commitment to deepen our senior global leadership team with talented local leaders.' Ms. Duan, who was born in Shanghai but studied in the U.S., was formerly head of GE's fast-growing health-care business in China.
7月份，通用电气公司(General Electric Co., 简称GE)提拔段小缨(Rachel Duan)担任大中华区首席执行长，并表示，她的上任体现出公司致力于提拔出色的本地领导者以强化其全球高级领导团队。段小缨在GE有近20年的工作经验，她出生于上海但在美国读书，曾担任快速增长的GE医疗集团大中华区总裁。
Ms. Duan said that GE keeps turnover among its 18, 000 employees--many of them local hires--relatively low in China by offering employees training and engaging with them through social media.
段小缨说，GE通过向员工提供培训并藉助社交媒体与他们互动，使公司中国区1.8万员工（许多是本地雇员）的跳槽率保持在较低的水平。
While GE has lost some Chinese executives to domestic companies over the years, such exits are small in number, according to a person familiar with the company. GE officials 'are very aware of [the growing competition for sea turtles] and attuned to the market, ' so they constantly review and revamp pay packages as needed, this person said.
据一位熟悉该公司情况的人士称，近年来一些中国高管从GE跳槽到本土企业，但人数很少。该人士称，GE管理层清楚地意识到海归人士正变得越发抢手，并关注着市场形势的变化，因此他们不断地重审薪资福利并进行必要的调整。
Meanwhile, power-equipment maker Cummins Inc. sent one erstwhile sea turtle abroad again, to take a powerful global role working from its headquarters in Columbus, Ind., according to people familiar with the situation. Linda Shi relocated to Indiana from China in 2010, when Cummins promoted her to be head of global HR for its distribution business unit, one such person said.
与此同时据知情人士称，动力设备制造商康明斯(Cummins Inc.)将公司的一位曾驻海外的中国海归再次派往国外，在公司位于印第安那州哥伦布的总部担任一个全球性重要职位。其中一位知情人士称，康明斯在2010年将Linda Shi从中国调回印第安那州总部，提拔她担任分销业务全球人力资源总监。
Educated in China, Ms. Shi joined Cummins in 1995. The U.S. concern brought her to the U.S. for the first time in 2000 as HR manager of its international group. She returned to China in 2002, and led HR there between 2004 and 2008. She then took charge of HR for emerging markets.
在中国读书的Linda Shi于1995年加入康明斯。2000年，康明斯将她首次派往美国担任跨国人力资源经理。她于2002年回到中国并在2004至2008年间担任中国区人力资源主管。之后她开始负责新兴市场的人力资源工作。
A Cummins spokesman says the company's retention policy is driven by 'our strategy to continue to be successful globally.'
康明斯公司发言人表示，该公司“继续让自己在全球保持成功”的经营策略为公司的留住人才政策提供了动力。
For older sea turtles, who entered the work force between 1989 and 2001, Western firms are generally still seen as highly prestigious, which could make it harder to jump ship, according to Shaun Rein, a managing director at Shanghai-based China Market Research Group.
总部位于上海的中国市场研究集团(China Market Research Group)董事总经理Shaun Rein表示，对于那些在1989年至2001年参加工作的年纪更大的“海龟”来说，他们仍普遍认为西方跨国公司具有很高的威望，这可能更难让他们跳槽。
Sea turtles who have lived abroad for many years also fear they might not fit into Chinese firms' corporate culture.
在海外生活多年的“海龟”也担心，他们可能很难适应中国企业的公司文化。
'There's an aspect of: It's better to be with the devil you know than the devil that you don't, ' because of the uncertain work load and the possible culture shock of going to a Chinese company, said Brad Adams, head of Asia research for CEB, a business group for Western and Asian companies.
研究西方和亚洲企业的商业集团CEB的亚洲研究部门负责人亚当斯(Brad Adams)表示，俗话说：明枪易躲，暗箭难防，毕竟进入中国公司可能会面临不确定的工作量和可能出现的文化冲突。
Mr. Adams said that a Chinese company recently offered a sea turtle, a mid-level operations manager, a $1 million signing bonus to woo this person from a Western retailer operating in China.
亚当斯说，一家中国公司最近为一位处于中层营运经理职位的“海龟”提供了100万美元的签约奖金，想要从一家在中国运营的西方零售商手中挖角。
This sea turtle had extensive knowledge of the Western retailer's supply chain and its manufacturing needs, so was extremely valuable to his employer, he said. While the retailer, a publicly traded company, couldn't match its Chinese competitor's signing bonus, it was still able to retain the sea turtle with a sizeable retention bonus and a promise of fulfilling career opportunities, Mr. Adams said.
他说，这位“海龟”非常了解这家西方零售商的供应链及其制造需求，所以他对他的雇主来说太宝贵了。亚当斯还说，尽管这家公开上市的西方零售商无法匹敌其中国竞争对手的签约奖金，但该公司还是能够用巨额留任奖金及令人满意的职业机会承诺来留住这位“海龟”。
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