Why Should Employees Pay Training Fees After Leaving? Dong Mingzhu: Gree Hired 5,400 College Graduates This Year, With an Average Cost of 200,000 Yuan Per Person

Gree Electric, the Chinese appliance giant, is doubling down on talent acquisition, CNBC AI News reported on August 16th, citing information released by Dong Mingzhu’s media outlet. The company has onboarded a fresh cohort of over 5,400 university graduates this year.

During the welcome ceremony for the Class of 2025, Gree Electric Chairwoman Dong Mingzhu emphasized the critical role of talent in driving corporate growth. “A company’s development requires a constant influx of talent!” she declared.

This follows Gree’s recruitment of 6,000 graduates last year. At the time, Dong Mingzhu highlighted the substantial investment Gree makes in its young workforce. “We calculated that a single university graduate represents a cost of nearly 200,000 yuan ($28,000 USD) per year, including all expenses. That means investing significant resources for over 6,000 graduates. But I believe it is well worth it, because you must first give, then you will receive,” Dong stated, underscoring Gree’s commitment to nurturing future leaders despite the immediate financial burden.

Dong Mingzhu has previously stirred debate regarding employee mobility, suggesting legislative measures to impose training fee obligations on employees who leave a company. The Gree Chairwoman argues this is particularly relevant for long-term employees benefiting from substantial company investment.

Dong elaborated that “if you’ve worked here for over a decade, and we’ve cultivated your skills, investing significant financial, human, and material resources, and you simply leave, then your new employer should at least compensate us for the training fees.” This perspective highlights the growing concerns of companies investing heavily in employee development yet facing the risk of losing that expertise to competitors.

Dong clarified, “We’re not talking about typical job changes, but about individuals who’ve been developed by Gree for over ten years, honing their technical skills and contributing to our company’s innovation. The intellectual property and expertise developed within the company belongs to the company, not to the individual, because the company created the platform.” Her comments reflect a broader debate on the ownership of skills and knowledge acquired during employment, particularly in the context of companies fostering innovation and technological advancement.