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薪资外包在中国是一个比较新的事物。由于历史和文化的原因，中国的大型和中小型企业采用人事薪资外包服务（RANJAN，2012）是最小的。然而，随着全球经济一体化和市场竞争的加剧，中国企业需要学习和借鉴跨国公司先进的管理理念和实践。跨国公司希捷人事薪资外包服务的情况下，据报道，是最早在中国的人事薪资外包服务的成功案例之一。

Payroll outsourcing in China is a relatively new thing. Due to the historical and cultural reasons, Chinese large and medium-sized enterprises are minimal to adopt the personnel payroll outsourcing services (Ranjan, 2012). However, with global economic integration and intensification of market competition, Chinese enterprises need to learn from multinational advanced management concepts and practices. The case of multinational Seagate personnel payroll outsourcing services is reported to be the earliest one of success stories of personnel payroll outsourcing services in China.

In this essay, I will choose a multinational corporation Seagate as a case to analyze its payroll outsourcing in China, and in this case, the job of HR professional is chosen to conduct a strategic analysis of the HR system as applied to the job.

Seagate Technology International (hereinafter referred to Seagate), founded in 1979, is the world's largest manufacturer of hard drives, disks and read-write heads (Seagate website). Seagate enters the Chinese market in 1992, and has two production plants in Wuxi, Shenzhen, and the appropriate agencies in Shanghai, Beijing, and Hong Kong. Seagate has a pivotal position in the rapidly growing Asia Pacific region business.

Payroll outsourcing requires like other multinational companies, Seagate has good international practices in business process outsourcing. Seagate's principle is to focus on the core competitiveness of enterprises, only do what they do best, the rest are handed over to professional services firms. In Seagate factory in Wuxi, a lot of daily works have been outsourced, including the bus team, green environment, canteens and so on. Personnel payroll outsourcing is also a matter of course.

Seagate’s basic considerations to use personnel payroll outsourcing services are: to focus on the company's core business, the hard drive design, production and sales; to reduce the expenses of the system software and hardware facilities, also to reduce the composite talent retention and management costs of IT applications; to look for more specialized, high-quality services; to be consistent with the headquarters personnel payroll outsourcing policy. (what is the strategy/objective of the company)

In fact, personnel payroll outsourcing is Seagate global unified policy, and it is no exception in 15 countries and regions in Asia-Pacific region. The particularity of China and other Asia Pacific countries is the great cultural differences in the Asia-Pacific region. It is difficult, like the United States and Europe, to use the global unified policies and systems. Asia-Pacific region needs special cultural and personnel salary regulations for different countries to provide localized products in line with global regulatory requirements and localization services by the local software vendors and service providers.

In the end of 2001, when Seagate looks for the personnel payroll outsourcing services in China, the Chinese market there is non-existent formal information-based technical personnel payroll outsourcing servic