International Talent

Acquisition
Chinese Economic
Final Report
Report by
David Ko

1501214117

Mega Ranty S. 1501214141

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 university
students 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

1.2 Objectives
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.

1.3 Thousand 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)

Basic Qualifications for Candidate
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).
Preferential Policies & Treatments
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
Basic Qualifications for Candidate
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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Preferential Policies & Treatments

Candidate who receives the award will be given the title "National
Distinguished Expert" and get similar benefits to Innovative Talent Long Term
(Thousand Talents Plan, 2016).

1.3.4 Young Professionals

Basic Qualifications for Candidate
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
(Thousand Talents Plan, 2016).
Preferential Policies & Treatments
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

Basic Qualifications for Candidate
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).
Preferential Policies & Treatments
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

Basic Qualifications for Candidate
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

2.1 Enterprises
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, they
stand 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
Business Insider writes 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 highlyskilled 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 governments and 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 Branding

In 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 labor in 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 television 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. Conclusion
There 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 for
creativity and innovation.

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References
Anonymous. (2015). China to End One-Child Policy and Allow Two. BBC. Retrieved from
http://www.bbc.com/news/world-asia-34665539
Groth, Aimee. (2013). Googles Secret to Attracting the Best Talent in the World. Business
Insider. Retrieved from http://www.businessinsider.com/how-to-create-a-fearlessoffice-culture-2013-2
Hanley, Mary Stone. (2012). School of Education at Johns Hopkins University-The Scope of
Multicultural Education. Retrieved from
http://education.jhu.edu/PD/newhorizons/strategies/topics/multiculturaleducation/the-scope-of-multicultural-education/
Huiyao, Wang. (2010). Chinas National Talent Plan. Washington. Brookings. Online version:
http://robohub.org/wpcontent/uploads/2013/07/Brookings_China_1000_talent_Plan.pdf
Lewis, M. Paul, Gary F. Simons, and Charles D. Fennig (eds.). (2015). Ethnologue:
Languages of the World, Eighteenth edition. Dallas, Texas: SIL International. Online
version: http://www.ethnologue.com
Magnier, Mark. (2015). China Economic Growth Falls Below 7% for First Time Since 2009.
Retrieved from http://www.wsj.com/articles/china-economic-growth-falls-below-7for-first-time-since-2009-1445221368
Papademetriou, Demetrios G. and Sumption, Madeleine. (2013). Attracting and Selecting
from the Global Talent PoolPolicy Changes. Retrieved from
www.migrationpolicy.org
Ponomarenko, Olga and Plekhanov, Alexander. (2014). Economic Impact of the 2014 Sochi
Winter Olympics. European Bank for Reconstruction and Development. Retrieved
from http://www.ebrd.com/news/2014/economic-impact-of-the-2014-sochi-winterolympics.html
Sarwar, Abdullah, Azam, S.M. Ferdous, et.al. (2013). Customers Perception towards Buying
Chinese Products: An Empirical Investigation in Malaysia. Malaysia: World Applied
Sciences Journal. Retrieved from
http://citeseerx.ist.psu.edu/viewdoc/download?doi=10.1.1.388.2029&rep=rep1&type=
pdf
Sharme, Yojana. (2014). What Do You Do With Millions Of Extra Graduates. Retrieved from
http://www.bbc.com/news/business-28062071
Takeuchi, Hirotaka, Osno, Emi & Shimizu, Norihiko. (June 2008). Contradictions that Drive
Toyotas Success.
Harvard
Business Review.
Retrieved
from
https://hbr.org/product/recommended/an/R0806F-PDFENG?referral=02527&cm_vc=rr_item_page.articles
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Thousand Talent Plans (2016). Retrieved from http://www.1000plan.org/en

Travel China Guide. (2016). Retrieved from
http://www.travelchinaguide.com/map/china_map.htm

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APPENDIX
Exhibit 1

Exhibit 2

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Exhibit 3
Visa Category

Eligible Applicants
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.

Foreigners who intend to reside in China permanently.

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

F
G

study tours and other non-business activities.

Foreigners who intend to transit through China.
Resident foreign journalists of foreign news organizations

J1

stationed in China. The intended duration of stay in China

exceeds 180 days.
Foreign journalists who intend to go to China for short-term

J2

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

more than 180 days.

Foreigners who intend to go to China as a tourist.

Foreigners who intend to go to China for commercial and trade

activities.
Foreigners who are family members* of Chinese citizens or of
foreigners with Chinese permanent residence and intend to go to

Q1

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.

Q2

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Foreigners who intend to visit their relatives who are Chinese

citizens residing in China or foreigners with permanent

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

more than 180 days.
Foreigners who are high-level talents or whose skills are
R

urgently needed in China.

Foreigners who intend to go to China to visit the foreigners
working or studying in China to whom they are spouses,

S1

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

S2

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

of stay in China is no more than 180 days.
Foreigners who intend to study in China for a period of more

X1

than 180 days.

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

X2
Z

than 180 days.

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

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