August 25, 2014
I am an HR manager of a manufacturing giant in China with a workforce of nearly 30,000 employees. Our workforce is composed of people from many different provinces. Sometimes, people of the same province form peer groups in their departments. The upside: They tend to be highly motivated and possess a positive work attitude. The down side is they tend to become exclusive, often shunning people from other areas who join their departments. In the long run this will definitely harm the healthy development of our company. What advice is there to help me amend this critical situation?