China Talent Acquitision

7/24/2019 China Talent Acquitision

1/19

International TalentAcquisition

Chinese Economic

Final Report

Report by

David Ko 1501214117

Mega Ranty S. 1501214141


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Content

1.

Chinese Governments Talent Plan

1.1

Introduction

1.2

Objectives

1.3 Thousand Talent Program

2. Policy Recommendation- U.S. Model

2.1

Enterprises

2.2 Visa Support

2.3

Educational and Community Support

2.4

Country Branding

3. Conclusion

Appendix


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1.Chinese Governments Talent Plan

1.1 Introduction

As the second largest economy in the world, China showed on average a GDP

growth of 10 percent during the past 30 years. However, according to Magnier (2015),

these days Chinas economic growth has been slowing down. Starting in 2009, the

economic growth fell to an average of 7 percent. From that period, the Chinese

government has been faced with another problem, the aging population. In order to

control the population growth, the one child policy was introduced in 1979. This policy

has prevented at least 400 million births. However, this policy has led China into a

double jeopardy, an aging population and a diminishing workforce. Since the

implementation of this policy, the number of young people compared to the working

population has decreased significantly. In contrast, the number of older people (50+)

has increased significantly, reaching 30% of Chinas population in 2015 (Anonymous,

2015).

One consequence of this aging population is the insufficient availability of

cheap, young labor, which was the engine that drove China to become a world factory.

Another problem China now faces is college students without jobs. In the past decade,

because of the education revolution in China, the number of graduate universitystudents rose from a hundred thousand a year to millions (Sharma, 2014). However,

the employment situation was not able to handle the increasing number of graduate

students. According to Professor Joseph Cheng in a BBC article, there were 2.3 million

unemployed in 2014. To tackle these problems, China has implemented some

development strategies through science and education programs, which started in 1992

with an addition of human resource strategy in 2003.

To address the aforementioned issues of an aging population, growing

unemployment among graduates, diminishing workforce, and an unskilled labor force,

China has created an innovative developmental plan. Better known as the Medium and

Long-Term Talent Development Plan (2010-2012) (Huiyao, 2010), this policy has been

created by the central government to address such labor and talent problems. In fact,

recognizing the need to develop China from a manufacturing nation to an innovative

nation, the central government has implemented strategic policies to recruit

international talent to address these and other implicit problems of labor and

management within the Chinese labor force and SOEs. This is definitely a step in the


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right direction. However, the Chinese government needs to take additional steps to

attract foreign talent. By learning from U.S. enterprises, increasing visa support for

foreign workers, providing resources for spouses and dependents of foreigners, and

rebranding itself as a country, China can implement its development plan and transform

itself into a nation of skilled human capital, driven by innovation and creativity

1.2Objectives

National Medium and Long-Term Talent Development Plan is a schematic

strategy to tackle emerging development problems and ensure China economic growth

in the future. The main goal of this program is Chinas transformation from

manufacturing center to world leader in innovation. This goal can be achieved by

increasing highly skilled workers to 180 million by 2020 (Huiyao, 2010). The talent

plan has five objectives that will be explained below.

1.2.1 Labor Intensive to Talent Rich

For the past 30 years, Chinas growth is driven by their cheap labor, making

China as central of assembling plant for big brands such as Apple, Nike, Adidas, etc.

However, as mentioned in background part, the cheap labor cannot long last anymore.

Aside of the aging population problem, the average annual manufacturing wage is

increasing (see Exhibit 1). Moreover, the increasing number of unemployed graduate

university in the future may become future burden if China still maintains the current

growth strategy. As consequences, China must change the growth strategy from labor

intensive driven to talent rich driven (Huiyao, 2010).

1.2.2 Made in Chin to Created in China

Many famous brands manufacture their products in China, however, Chinas

local companies have little acknowledge from global customers. According to survey

by Sarwar, et al (2013) in Malaysia, quality and price of Chinese products are factors

of Malaysian consumers conscious. As chinas labor cost is increasing, many

companies are moving to cheaper labor country, such as Indonesia, India, and Vietnam.

In order to maintain sustainable growth in the future, China needs to transform the

image of Made in China from cheap and low quality to Created in China reflecting

more creative, innovative, and higher quality products. To achieve this consumers

perception, China needs highly skilled talent to build innovative and creative country

(Huiyao, 2010).


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1.2.3 Attracting Financial Capital to Attracting Human Capital

Ever since China closed their boundaries for global economy, China is one of

the biggest market for foreign investment, in accordance of World Bank (2015), Chinas

FDI reached 243 billion USD in 2010. However, in terms of attracting human capital,

China has endured major problem. In 1976, total 1.62 million of students and scholars

went to study abroad, but only 497,000 have returned to China (Huiyao, 2010). The

other problem also happens on attracting international human capital, as some issue on

contract, compensations, and living standard occur in China. Having financial resources

are not enough to sustain the future growth, but having a good environment that can

attract human capital will help China to ensure the future growth. For example, take a

look at Hong Kong or Singapore, those countries compare to China are smaller but

because they can attract both local and international human capital to settle in the

country, they can maintain the economic growth.

1.2.4 Hardware to Software

As mentioned in the class by Professor Du, Chinas past growth strategy coming

from their cheap labor, making China the most favorite manufacturing place for most

big brands. In that case, lots of Chinese companies had built good capacity in their

hardware especially assembly line. China is famous for their copy ability, which is very

impressive, unfortunately, due to this growth strategy, in the past China never focused

on investment in software, with specific focus in education, R&D, public health, etc.

Since, China no longer can depend on the past strategy, China needs a new strategy

approach such as more intellectual and highly skilled workforce to reach the new

software strategy(Huiyao, 2010).

1.2.5 Investment-Driven Economy to Talent-Driven Economy

For the past 30 years, Chinas economy biggest wheel is driven by investment.

Unlike other developed countries such as Germany that have 19%, China investment

represents 40-50% of the Chinese GDP. This investment mostly came from

Government spending for building Chinas infrastructure, in contrast, the consumption

part played small role in Chinese economy. Due to the minor salary owned by

manufacturing workers, they barely have consumption power. If in the future, China

can create a strong domestic consumption, this will be new driven economy, and then

China doesnt have to rely on investment. One of way to boost the domestic


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consumption is to increase reliance on service and non-tradeable sectors. In order to

defend the future growth and create a balanced society, China needs to change the

driven growth from Investment-Driven Economy to consumption driven which can

be achieved through Talent-Driven Economy. Good quality and highly skilled talent

can direct China to a better working type from the past low skilled manufacturing

working type to service which is required highly skilled workforce(Huiyao, 2010).

From the analysis mentioned above, its very clear that China needs to establish some

talent plan that can help China to keep their future growth, maintaining their position

as the second largest economic or even surpass the current achievement.

1.3Thousand Talent Program

In the current national talent plan, China puts six categories of talent emphasized

which are political leaders and officials, business entrepreneurs, technical professionals,

highly-skilled rencai in different industries, practical rencai for rural areas and

agriculture, and professional social workers. The plan also initiated the need for

improving R&D sectors, which proposing that there will be 3.8 million R&D

professionals in China by 2020. To achieve those key points, China has established

Thousand Talents Program to attract international talent (Huiyao, 2010). This

program has goal to attract 2,000 high-level overseas to move to China in the next five

to ten years. This program consist of six sub-programs. Each program has basic

qualifications for candidate and preferential policies and treatments that will be explain

in below (Thousand Talents Plan, 2016).

1.3.1 Innovative Talent (Long Term)

Basic Qualifications for Candidate

This program targets people aged under 55 years who want to work full time in

China such as professors from leading universities and institutions of R & D or with

senior experience from leading international company or financial institution

(Thousand Talents Plan, 2016).


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Preferential Policies & Treatments

a. Enabling Working Condition

Candidate from this program will work as head of scientific and technological

research projects at universities, research institutions, government companies both

commercial and financial, as well SOE (Thousand Talents Plan, 2016).

b. Special Living Benefits

This program provides several benefits for the candidate as a permanent

residence permit or a multi-entry visa for his wife and children 2-5 years applicable,

social benefits such as health insurance, accident insurance, and pensions, and other

benefits such as housing allowance and meal allowance. Total allowance reaches 1

million RMB. The employer must also facilitate the candidate's children a decent

education. In addition, the level of income received by candidate must resemble the

previous work.

1.3.2 Innovative Talent (Short Term)


The program resembles Innovative Talent (Long Term) programs so this

program has similar requirements. The main difference lies in the existence of a contract

for at least 3 years and at least 2 months to work in China (Thousand Talents Plan,

2016).


In contrast to the long-term program, candidate for this program will get a

package of 500,000 RMB with the same benefits as long-term program. If then,

candidate applies to Innovate Talent (Long Term) program, the candidate will receive

an additional package of 500,000 RMB as research subsidies (Thousand Talents Plan,

2016).

1.3.3 Entrepreneurs


Requirements for the program include that candidate must have a degree from

a university outside of China with experience of doing business abroad or are working

on a manager or senior positions in international companies at least 3 years(Thousand

Talents Plan, 2016).


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Candidate who receives the award will be given the title "National

Distinguished Expert" and get similar benefits to Innovative Talent Long Term


1.3.4 Young Professionals


Basic requirements for this program are that candidates must have experience

in scientific research with under 40 years of age, has a PHD degree from prestigious

universities abroad, has formal teaching or research experience in prestigious

universities abroad, institution or company, and willing to work full time in China



This program candidates will receive 500,000 RMB package with benefits

similar to Innovative Talents Program (Long Term) (Thousand Talents Plan, 2016).

1.3.5 Foreign Experts


The main requirement for this program is the work experience of more than 9

months per year in China for three consecutive years and under 65 years old (Thousand

Talents Plan, 2016).


This program candidates will benefit in the form of shelter allowance, medical

insurance, benefits, insurance, taxes, and etc. Candidate will receive 1 million RMB to

subsidize research, with an additional 3-5 million RMB for the research involved in

scientific fields, especially basic science research (Thousand Talents Plan, 2016).

1.3.6 Topnotch Talents & Teams


In addition to the programs mentioned above, for the winners of international

awards such as the Nobel Prize, the AM Turing Award, the Fields Medal, etc., or

academics from the field of R & D, scientific or engineering from developed countries

like US, UK, Canada, Australia may apply and will be evaluated on a case by case

situation (Thousand Talents Plan, 2016).


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2. Policy Recommendations-U.S. Model

2.1Enterprises

The U.S. has a plethora of talent from which it can choose its workforce. In fact,

according to Papademetriou and Sumption (2013) with the Migration Policy Institute,

the U.S. has an immigration policy design issue rather than a shortage of talent to choose

from its pool of immigrants (2013). The implication is that every year there are still a

large number of highly skilled workers, trying to gain access to the U.S. market. The

apparent reason may be that the U.S. is home to many top international companies such

as Apple, GE, Wal-Mart, Google, Goldman Sachs, and Exxon. These are but a few

internationally recognized companies. What is strikingly common among these

companies is that they have talent, not just domestic but international as well, and talent

that is highly motivated and skilled. Other than the obvious work packages that include

health benefits and incentives, these companies have an intrinsic attractiveness that

pulls highly skilled workers into their fold.

This attractiveness consists of two main factors. The first is the brand. Apple,

Google, and Microsoft are synonymous with innovation and creativeness. There are

many tech companies vying for their spots in the market; yet, in peoples minds, theystand out because, among the many players, they have created an iconic brand that

consumers and employees alike admire and respect. These brands have been created for

some due to a long, arduous process like Goldman Sachs and Coke, yet others in a

relatively short-time, expeditiously by momentum and support because of its unique

position and niche market like Apple and Facebook.

The second attractiveness is corporate culture. Aimee Groth (2013) with

BusinessInsiderwrites of various stages companies can find themselves. The ones that

attract the best talent seemingly possess a corporate culture that helps employees focus

on the organization and its mission--and to view their colleagues as an integral part of

their success (Groth, 2013). These are companies in the latter hierarchical stages.

Similar to Maslows hierarchy, these stages define how companies intrinsically become

valuable through the process of self-actualizing organizational goals and missions.

In fact, to create an innovative company, top management may focus on a

culture, where there is no fear (Groth, 2013). When employees are empowered to

think for themselves and act accordingly, they strive to become better at their jobs


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without worrying about the consequence of retribution if they fail. This strategy is also

integrated in another top corporation, Toyota. (Although not American, it shows how

great companies think in a similar fashion.). At Toyota, open communication is sought

and has made its culture tolerant of failure (Tekeuchi, Osno, Shimizu, 2008). Toyota

employees are not only allowed to voice contrarian opinions, they are also encouraged

to disobey their supervisors if situations require such measures (Tekeuchi et ali., 2008).

Such extreme measures may not be necessary. However, the underlying feedback

process is a critical mass to drive company innovation and profits. This openness and

tolerance are what makes such companies not only innovative but attractive for

prospective employees.

This then brings us to the question of how Chinese companies can attract highly-

skilled foreign talent into their workforce. As previously mentioned, two factors that

attract talent in general are brand and corporate culture. It goes without saying that

incentive packages need to be competitive. This can be easily found by using industry

benchmarks. Besides, using this benchmark to lure foreign talent, it is also a viable

method to hire top domestic talent as well. Chinese companies must make good use of

its own domestic hires, focus on developing and equipping their first-hand resources

and simultaneously attract foreign talent. The tactical plan here should be to groom the

next generation of Chinese workers by leveraging the expertise of experienced foreign

workers. Therefore, Chinese companies, whether private or SOEs, need to allocate

resources to recruit and retain a labor force that will in turn help them become a brand.

Coupled with the expertise and experience of foreign talent, this domestic talent

development process can contribute in developing Chinese workers, who become a

knowledgeable, skilled workforce, contributing to the growth and development of the

brand.

In addition, corporate culture should become more open in terms of career

development and visible promotions. The Innovative Talent program is an initiative

that needs to be broadened through all industries. In particular, since the central

government is attempting to change China from an investing economy to a

consumption economy, the service sectors need foreign talent, especially from

developed countries, which are adept in these areas. Conferences in China on service

industries to draw experts and different companies may be a feasible source to connect

and network with such potential candidate.


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In addition, other conferences and knowledge forums on technology and

technical skills-related professions that include R&D, research, and university positions

may be possible springboards to acquire the sought-after talent pool. Chinese

companies, after hiring foreign workers, must make demonstrative efforts to develop

foreign talent and make promotions visible so that these hires will be cognizant that

their contribution and labor will be duly recognized and rewarded. This recognition

process will help ensure that international hires will not be bypassed during

performance reviews but will be assured of recognition and rewarded when applicable.

Job security and career development are important variables when one considers a

return on human-capital investments, which is a deciding factor for immigrants when

choosing their destinations of immigration (see Exhibit 2).

2.2 Visa Support

Another area that the central government needs to address is the visa application

process. Although providing subsidies and other benefits are no doubt feasible means

to accomplish the Thousand Talent Program, if the visa process is difficult, the subsidies

and benefits may not be sufficiently enough to create a desire to overcome such a

difficult process. Basically, a simplified visa process will help both parties. Look at the

various visas the Chinese government requires for foreigners (see Exhibit 3). There are

16 different categories of visa for which an applicant can apply. The difficulty can be

exacerbated by the language and the different requirements local municipalities require

if done in various localities. In this respect, both the local governmentsand companys,

in which the prospective foreign hiree will work, assistance will go a long way to ensure

an easier visa application process. More problematic is the fact that there are different

requirements for domiciled foreigners and international foreigners for the visa

application process. Perhaps, a streamlined approach by the Chinese government can

simplify matters. Otherwise, an establishment of a separate Visa Center for Foreigners

might be a plausible means to expedite the visa process when recruiting and retaining

foreign employees.

2.3 Educational and Community Support

Chinese companies can improve recruitment of foreigners by providing

educational and community resources. Foreigners, who contemplate working abroad,


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consider a number of factors. These factors are related to their family members under

the immigration package (see Exhibit 2). These are available resources for their family

members such as their spouses and dependents. No parent would want her children to

go without a good education. A collaboration of Chinese companies and local

governments can establish public international schools. There are many private

international schools. However, by establishing public international schools, the

Chinese government can provide sources for future talent recruitment and ease cultural

acceptance of foreigners living in China.

Often times, private international schools primarily consist of foreign students,

allowing minimal exposure for Chinese natives and foreign children opportunities to

interact and become culturally connected among each other. Public international

schools can address these issues. At the same time, providing a multi-cultural

educational perspective may contribute to societal adoption of foreigners within

Chinese society as Chinese students become accustomed to other foreign languages,

improve their English, and learn to collaborate with children of different backgrounds.

Furthermore, these public international schools can provide assistance with

language and culture, which are two challenges that any children may face. The U.S.

educational system can imbue some ideas that can be transferrable even into the Chinese

educational system. Many American public schools use the multicultural education

platform. According to Hanley (2012), this platforms objective is social change

through education. In a nutshell, with Americas diverse ethnic student population,

this social change is the integration of various cultures into an American culture. Some

use metaphors such as the salad bowl or even the melting pot. Ultimately, multicultural

education can be summed as a place for a multitude of voices in a multicultural society

and a place for many dreams (Hanley, 2012). It may be too excessive a goal; however,

the basic idea is that differences will not only be accepted but supported and encouraged

within Chinese society. This can be implemented through providing language and

cultural assistance programs for foreign children within the schools.

Similarly, this type of language and cultural assistance programs in public

international schools can be transposed into community centers, where spouses can

receive help to improve their language skills and cultural adaptations. These community

centers can also be social networks whereby spouses can find commonalities and

support to live in China. These networks can be emotional and social outlets through


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which spouses can feel at home away from home. These locations can be subsidized

by local governments with funding from the central government.

2.4 Country BrandingIn matters of culture, according to Travel China Guide (2016), China is a vast

country with 34 provinces with 3.7 million square miles. It has a population of

approximately 1.4 billion and has 297 individual languages (Lewis, Simons, & Fennig,

2015). Its beauty is breathtaking with its vast array of natural sights, monumental works,

and diverse cultures of peoples, food, clothing, and arts. Unfortunately, because of

Chinas focus on cheap laborin the past, even extant now, China has risen to become

an economic powerhouse at a cost. This cost is the low brand image of its products and

country.

Made in China generally entails an image of low cost labor with quality that

is not dependable. The Chinese central government recognizes such a state that the

country is in and has strategically set a goal of rebranding itself by focusing on Created

in China to signify innovation and creativity in its long-term development plan. The

rebranding process will undoubtedly take time. However, the time period may depend

upon how the Chinese government approaches this problem.

Several solutions exist to resolve the branding issue China faces. One immediate

proposal could be the use of tourism to inflate Chinese culture and brand in an

international audience. With travel and tourism readily available throughout the world,

Chinese tourist agencies can offer reasonable tour packages. Therefore, as more

foreigners travel to China and experience China in its colorfulness and diversity, their

image of China may become recalibrated and rebranded. The objective would be to

create a memorable picture and experience in their minds. Perhaps, a slogan such as

Creative China can be used in its marketing through televis ion commercials and

social networks to help create a new and innovative China in the minds of foreigners

and Chinese citizens. The former will accomplish word of mouth link to other

foreigners; the latter, a creation of a new image among Chinese people. As a result, they

will also live out this new image in their personal lives as well, helping to build a new

brand among the Chinese populace.

Another means of rebranding China may be to hold more international sports

competitions. What better way for peoples of various countries to visit ones home than


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to provide a platform such as a sporting event. Although there are ambivalent beneficial

results of hosting major sports competitions such as the Olympics; it is, nevertheless, a

channel through which many peoples of the world can visit a host country. Some

benefits include improved investor and consumer confidence and returns on investment

of infrastructures, not to mention job creation though temporary in nature

(Ponomarenko and Plekhanov, 2014). Despite the negativities of hosting sporting

tournaments, what they accomplish is the ability to open up a country for tourism,

country awareness, and an opportunity for foreigners to experience its cultures, foods,

arts, and exchanges with its peoples.

3.

ConclusionThere are no easy and quick solutions to attract international talent to China.

However, Chinas initiative in its medium and long-term development plan is a tactical

and strategic beginning. Through providing subsidies, investments, and policy

directions, China will gain a foothold in the right direction. Its focus should center on

four areas: enterprises, visa support, educational and community assistance, and

country rebranding. A U.S. model of enterprise restructuring may provide incentives

not only to attract internationals but also domestic talent. Making the visa application

process more simplified and expeditious may overcome the bureaucratic process that is

generally prohibitive. Making educational and community resources available for

spouses and dependents of foreign talent may be a deciding factor of choice when

foreigners select their choice of destination for immigration or work abroad. Finally,

Chinas efforts to remake China into a Creative China may in the short-term be time

and capital exhaustive, but in the long-term a windfall that will help China become a

country that will no longer be known for cheap labor but will be recognized forcreativity and innovation.


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APPENDIX

Exhibit 1

Exhibit 2


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Exhibit 3

Visa Category Eligible Applicants

C

Foreign crew members of means of international transportation,

including aircraft, trains and ships, or motor vehicle drivers

engaged in cross-border transport activities, or to the

accompanying family members of the crew members of the

above-mentioned ships.

D Foreigners who intend to reside in China permanently.

F

Foreigners who intend to go to China for exchanges, visits,

study tours and other non-business activities.

G Foreigners who intend to transit through China.

J1

Resident foreign journalists of foreign news organizations

stationed in China. The intended duration of stay in China

exceeds 180 days.

J2

Foreign journalists who intend to go to China for short-term

news coverage. The intended duration of stay in China is no

more than 180 days.

L Foreigners who intend to go to China as a tourist.

M

Foreigners who intend to go to China for commercial and trade

activities.

Q1

Foreigners who are family members* of Chinese citizens or of

foreigners with Chinese permanent residence and intend to go to

China for family reunion, or to those who intend to go to China

for the purpose of foster care. The intended duration of stay in

China exceeds 180 days.

Q2Foreigners who intend to visit their relatives who are Chinese

citizens residing in China or foreigners with permanent
http://www.china-embassy.org/eng/visas/hrsq/#chttp://www.china-embassy.org/eng/visas/hrsq/#chttp://www.china-embassy.org/eng/visas/hrsq/#dhttp://www.china-embassy.org/eng/visas/hrsq/#Fhttp://www.china-embassy.org/eng/visas/hrsq/#Fhttp://www.china-embassy.org/eng/visas/hrsq/#Ghttp://www.china-embassy.org/eng/visas/hrsq/#J1http://www.china-embassy.org/eng/visas/hrsq/#J2http://www.china-embassy.org/eng/visas/hrsq/#Lhttp://www.china-embassy.org/eng/visas/hrsq/#Mhttp://www.china-embassy.org/eng/visas/hrsq/#Mhttp://www.china-embassy.org/eng/visas/hrsq/#Q1http://www.china-embassy.org/eng/visas/hrsq/#Q2http://www.china-embassy.org/eng/visas/hrsq/#Q2http://www.china-embassy.org/eng/visas/hrsq/#Q1http://www.china-embassy.org/eng/visas/hrsq/#Mhttp://www.china-embassy.org/eng/visas/hrsq/#Lhttp://www.china-embassy.org/eng/visas/hrsq/#J2http://www.china-embassy.org/eng/visas/hrsq/#J1http://www.china-embassy.org/eng/visas/hrsq/#Ghttp://www.china-embassy.org/eng/visas/hrsq/#Fhttp://www.china-embassy.org/eng/visas/hrsq/#dhttp://www.china-embassy.org/eng/visas/hrsq/#c


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residence in China. The intended duration of stay in China is no

more than 180 days.

R

Foreigners who are high-level talents or whose skills are

urgently needed in China.

S1

Foreigners who intend to go to China to visit the foreigners

working or studying in China to whom they are spouses,

parents, sons or daughters under the age of 18 or parents-in-law,

or to those who intend to go to China for other private affairs.

The intended duration of stay in China exceeds 180 days.

S2

Foreigners who intend to visit their family members* who areforeigners working or studying in China, or to those who intend

to go to China for other private matters. The intended duration

of stay in China is no more than 180 days.

X1

Foreigners who intend to study in China for a period of more

than 180 days.

X2

Foreigners who intend to study in China for a period of no more

than 180 days.

Z Foreigners who intend to work in China.

* Family members refer to spouses, parents, sons, daughters, spouses of sons or daughters,

brothers, sisters, grandparents, grandsons, granddaughters and parents-in-law.

**Check out detailed visa requirements for a child born in the U. S. to a Chinese parent.

Source: china-embassy.org
http://www.china-embassy.org/eng/visas/hrsq/#Rhttp://www.china-embassy.org/eng/visas/hrsq/#Rhttp://www.china-embassy.org/eng/visas/hrsq/#S1http://www.china-embassy.org/eng/visas/hrsq/#S1http://www.china-embassy.org/eng/visas/hrsq/#S2http://www.china-embassy.org/eng/visas/hrsq/#S2http://www.china-embassy.org/eng/visas/hrsq/#X1http://www.china-embassy.org/eng/visas/hrsq/#X2http://www.china-embassy.org/eng/visas/hrsq/#Zhttp://www.china-embassy.org/eng/visas/hrsq/#KIDhttp://www.china-embassy.org/eng/visas/hrsq/#KIDhttp://www.china-embassy.org/eng/visas/hrsq/#KIDhttp://www.china-embassy.org/eng/visas/hrsq/#KIDhttp://www.china-embassy.org/eng/visas/hrsq/#Zhttp://www.china-embassy.org/eng/visas/hrsq/#X2http://www.china-embassy.org/eng/visas/hrsq/#X1http://www.china-embassy.org/eng/visas/hrsq/#S2http://www.china-embassy.org/eng/visas/hrsq/#S1http://www.china-embassy.org/eng/visas/hrsq/#R

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