• International Commerce and Information Review
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• v.14 no.2
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• pp.29-52
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• 2012

Since diplomatic relations with China in 1992, many Korean companies have entered into China and that expansion is currently continuing. But now, many of Korean enterprises tend to withdraw and return to the domestic, this is because that major factors are too much fast increasing in labor costs and the difficulty of local workforce management. In this study, it is researched that the type of human resource management of Korean firms entering into Heilongjiang Province, Harbin and the similarities and differences were investigated by comparing the form of personnel management of existing areas and Harbin area, and then this study was conducted the survey and interview of domestic companies operating in Harbin, to pursuit the efficient way to manage the workforce development and management strategies. The result of researches and workforce development strategies of entering firms are as follows; First, it is required to establish a human resource discovery system for entering companies in focusing on managerial work ability and on blue-collar which is separated by professional and technical experts and a simple blue-collar people. Second, it is required to entering companies that they have to grow up the promotion and exchange of the Department of Korean Studies in Harbin and have to build the industry and universities training programs to promote needed experts, and have to establish the expert pool systems to support the flexible labor supply.