Tag Archives: Asia Employment

离职管理也是系统

作为人力资源咨询方,我在过去15年和数千雇主以及HR交流过。说起人力资源方面最头痛的问题,大多数人以为是招不到合适的员工。其实不然,每每沟通到最后才会发现“员工离职”是雇主和HR内心最深处的痛。 招不到人,可以打广告、可以提高待遇也可以聘请第三方支持,然而员工一旦提出离职,仿佛再做什么都有些为时过晚的尴尬。正因为这种现实的无力感,导致绝大多数企业在处理离职这个问题时漏洞百出。  

漏洞百出的离职管理

  1. 憎恨离职员工。每个企业都会宣传和建设员工对雇主的忠诚感,所以一旦员工提出辞职,很容易让雇主产生“背叛”的感觉,进而认为这是一桩丑事,最后甚至产生对离职员工的憎恨之情。这其实完全没有必要。“忠诚”固然重要,但现今快速发展的社会已经与几十年前的“一单位一辈子”的情况大相径庭,也需要雇主以发展的眼光看待“忠诚”的定义,如果一个员工在离职之前努力工作、遵守公司规定与职业道德,离职之后对雇主进行正面的反馈并保持友好的关系,就已经是一个非常忠诚的员工了。他的离开只是暂时选择一个与自己发展更相符的环境,企业自身也在发展,也会发现与自身发展不相符的员工,反过来也是同样的道理。
  2. 对员工的离职担惊受怕。基于上述企业心态,表面上一部分企业憎恨离职员工,这类型的企业内心对员工离职却是十分恐惧的。他们担心离职会造成内部不好的影响,也担心离开的人员会对外宣传企业的劣势,对企业的声誉造成不可挽回的影响。例如,原华硕创办人谢伟琦,他辞职后发了一份电子邮件给制造处所有同仁,邮件说明他的辞职是因为不认同华硕领导人对高层人事的任人唯亲,以关系疏近为标准。他的这一行为无疑对企业造成非常大的负面影响。世界上本没有完美的公司,如果员工针对公司进行负面宣传,后果不堪设想,但究其根本原因,还是企业与员工的关系没有得到恰当处理,同时也没有对员工状态的的基本观察造成的。
  3. “不走心”的离职程序。每个企业都有或简单或繁琐的离职程序,基本都是为了完成法律方面的程序,即使有一些人性化的“谈话”设置,执行的人也并不明白谈话的意义,只是为了走流程而完成这一关键步骤。更重要的是,离职谈话的核心是了解离职员工、企业优化的最好契机,而不仅仅是完成一张“离职证明”那么简单。
  4. 基本为零的离职资源管理。作为一个运营多年的企业,离职的员工数量最终一定会比现在在职的员工多,如果这些离职员工可以仍然以其他方式为企业所用,其效果不可估量,例如:企业口碑宣传、业务推广、人才推介甚至再次入职等等。当然,这一切都建立在企业如何管理这部分员工的基础上。

离职管理从员工入职开始

        文章开头提到,一旦员工正式提出离职,无论谈心也好、加薪也罢,都很难挽回员工“离开的心”,毕竟辞职也是员工经过长期思考之后的认真选择,所以“预防离职”就显得尤为重要。那么“预防离职从什么时候开始呢?建议从入职就开始。第一步是直线经理与相关HR负责人要了解员工的个人背景,具体包括家庭信息(成员组成、职业、薪资、年龄、父母居住地等);个人信息(教育背景、主要经历、兴趣爱好、原籍等);离职的主要原因和加入现在公司的主要动机。这其中很多问题都是在面试中会涉及的,但是由不同的面试官完成。尤其是直线经理,在预防离职中扮演重要角色,但他往往更关注工作相关的信息,对员工个人背景不甚上心。作为员工每天与之共事的上司,如果了解到以上信息,就有可能在工作安排上更好地与之配合,也可能在员工离职的初期发现问题解决问题。例如某位员工老婆刚刚怀孕,如果经理不知道或不关心,安排了该员工经常出差,很可能造成员工心理上的不满以及承受更多来自家庭的抱怨。相反,如果经理尽量安排其进行本地操作的工作,并让其了解到这一点,则可以有效建立与员工的情感基础。再比如,如果经理及时发现员工的一些反常行为,可以根据他的个人情况进行推测并交流,积极找寻解决办法。罗迈国际的一名员工有段时间频繁请假,而且以半天居多,她的经理了解到该员工有一名在天津的男朋友,正在谈婚论嫁,认为她有可能因此而离职并且正在面试。同时,该经理知道目前公司正在秘密筹备天津分公司,于是与该员工坦诚沟通,帮助她未来在天津分公司获得职位调动,从而避免了一名员工的流失。如果该员工一旦找到合适的职位而正式提出离职,再想将其劝回则面临非常大的阻力及多方面的顾虑。

        人性化的离职系统   

         出于对人员流失恐惧,很多公司想尽办法在离职时设置许多障碍,如扣档案、设置违约金、工作信息封存、社保撤销等做法,在国内企业普遍存在。这样的做法不但不能起到减少员工流失的丝毫作用,反而令公司与离职员工彻底成为陌路、甚至仇恨深记于心。相反,某知名建筑设计公司的一名室主任提出离职的时候,所长在经过深入地谈话之后得知将其跳槽至一家规模相似的竞争对手处,所长不但没有怪罪,反而安排相关人员帮助其办理相关手续,并在规定缴纳社保日期未到的情况下特意提出为其缴纳本月社保,以便该离职员工拥有连续的社保缴纳记录。该员工当即表示十分感激,而所长也只是表示“你也出去看看,如果不合适再回家”。所以,员工在办理离职时,企业以及相关办事人员应积极配合办理相关手续、结算工资等,态度也应平时无异。因为其他任何消极的做法都对公司没有任何好处。 离职手续办理妥善的员工并不是与公司毫无关系的人,恰恰相反,如果可以再次雇佣离职者,对于公司的裨益甚至大于雇佣新人。肯锡的资深专家马尔里克博士说:“新草可能看上去更绿一些,但事实往往并非如此。在第一次使用他们是,你也许没有发现他们真正的价值所在,并作出相应的承诺,但在第二次,你就可以发现金矿。”具体来说,毫无芥蒂地雇佣“老人”可以给公司带来三方面的价值。首先是经济方面,雇佣“老人可以为公司节约更多成本并创造更高效率。美国《财富》杂志曾研究发现:一个员工离职以后,从找新人到顺利上手,光是替换成本就高达离职员工薪水的1.5倍,而如果离开的是管理人员则代价更高。《财富》500强公司通过积极招聘离职员工每年平均就能节约1200万美元。其次是品牌方面,设定相关的“重新雇佣”政策可以令公司在市场上和公司内部树立开明雇主的形象,试问如果你是求职者,你是希望为一个拥有“回家”政策的公司工作还是为一家对离职员工苛刻不已的公司工作呢?而再次回来的员工也无声地说明了公司的优质,其他员工没有必要出去走一遭再回来,安心本职就很好,间接增强了员工稳定性。第三方面则是公司优化的契机,一个员工的离职都是由内因和外因共同造成的,抓住这个机会找寻公司管理、制度方面的问题所在,可以大大加速公司优化的进程。 再次雇佣可不是等着离职员工自动投简历上门,离职后的关系管理必不可少。麦肯锡咨询公司贝恩国际不仅建立了一个离职员工数据库,存有2000多名离职员工的资料,还在人力资源部门设立了“旧雇员关系主管”,专门负责跟踪离职员工的职业生涯变化情况,不断对其离职员工数据库进行更新。同时很多公司都会有针对“回头马”的优惠政策,有助于吸引更多核心人才回归。 现代企业的离职管理系统,从员工入职那一刻就开始运转,并且没有结束的时候。在这个系统不断运作、不断更新的过程中,招聘、培训、员工关系、雇主品牌等诸多环节都融合在一起,为企业赢得在市场上的先机。 本文被刊登在《南方人才》2015年第5期上,作者Robert Parkinson,罗迈国际创始人

Executives! – listen up! Stop turning your Admin staff into HR staff!

Business Tianjin Last month I was sitting in my garden in the UK enjoying the beautiful sunshine and clear air scanning my email messages when I saw a note come through from a client instructing my company to find them the position of “HR & Administration Director”. The fact that giving people instructions as opposed to a polite request, was not really the main source of my bemusement (although symptomatic of what needs to change in the “supplier/receiver” relationship in China) the main source of my eye-raising was the job title. This article aims to describe one of the issues which wastes billions of RMB a year, causes huge disruption within companies, and contributes to massive churn in white collar labour markets: the confusion of HR and administration professionals. Most companies, including the large ones don’t understand what HR is about. It is a parking bay for a whole host of different tasks including: salaries, personnel administration, hiring, firing, annual reviews, etc. Business strategy – in my view the most important strand of HR – is rarely included. The difficulty with combining functions like this is that each requires unique, and sometimes opposing skill-sets. For example: administration requires someone who is detail-oriented, enjoys order, and will not be satisfied until organisation and order are achieved. This is who they are as people and they enjoy it. Conversely, people who hire and fire, require completely different traits, some of which may be learned, but most of which are innate: “firers” require resoluteness and compassion; “hirers” need to be out-going, energetic, inspiring, and both require great communication skills. Anyone with a basic knowledge of the DISC assessment profile I have written about previously (DISC = Dominance, Independence, Steadiness, Compliance) will realise that many of these responsibilities are at opposite ends of the behavioural spectrum. An administration person might, for example, be very compliant and steady, whereas a recruiter or a business consultant is likely to be dominant and highly independent.pic magazine Talking of the role of business consultant or strategist, especially in China, this role is completely at odds with the way the HR profession operates. The role of the strategic HR professional ( rather than administration) is, put simply, to help the business with their people “issues”. This means that you need to be an adept communicator, a politician, a manager of big egos (often), in your task of guiding and teaching the organisation that better training, managing, communicating with, recruiting, inducting and treating their team members will result in better results. Often this means encouraging a manager that his direction is wrong or needs improvement. This requires dominance and frankly a low level of compliance. This is real HR. In my experience, foreign companies in China do not understand or value the role of Human Resources professionals. Companies regard the role of administration and HR as a pooled group of assistants of which the cleverest and most bosspleasing get promoted. Most “bosses”, absolutely including the foreign ones, encourage their chosen-one by tempting them with inflated titles and temping salaries, and whether cons ciously or uncons ciously encourage a “yes boss” culture. They do not encourage critique of their ideas, and frankly neither party could handle either the giving or receiving of critique. (I had a very fun session this week with a very bright, “risingstar” of my company where I tried to encourage her to think of three things I needed to improve. We managed one, with the help of my wife, who (correctly) said that I was impatient. The rising-star agreed!) Rather than treating HR as a serious discipline, what you in act get are glorified assistants, who are taught to obey rather than challenge (I refer specifically to China here). This poses substantial difficulties to companies where the wrong p eopl e a r e t asked with, for example recruitment, or compensation and benefits. The costs of getting a “hire” wrong are well documented and typically amount to ten times (plus plus) the wrong hire’s salary. Let’s look at an example:
  1. New western general managers in China tend to make a lot of cultural blunders and mistakes in management. They are promoted because they are experts in their field, be it scientists, accountants, sales people etc, and in the case of the foreign companies, they are the “trusted one” in a foreign land. The one thing they really need is a “people-strategist” who will say “no” to them. This is the one thing they don’t get.
  2. Mistakes cost money. Let’s use an example from my profession: If I hire a recruitment consultant and they cost me, for example, including employers costs 10,000 RMB per month. They also require a desk, telephone and computer, and if lucky a chair, again which costs money, and they – on average – take at least two hours of my time a week (directly) and much more indirectly. Now, add this all up: in a year, the cost is 120,000 RMB. Not small money if you multiply this by even 10 staff. Time-wise, in a year, it’s 100 hours of my time, directly, or put another way, it’s exactly two and a half weeks. Now apply the same sums to a position paying 1 million RMB per annum, and the result of getting it wrong really starts to look dangerous.
Let me give you another example in compensation and benefits, and let’s look at issues surrounding this which help explain the importance of sound policy:
  1. Salaries in China are probably the most fluid and fast-moving in the world. Change is rapid, surprising, and unapologetic.
  2. Lack of fairness is one of the biggest causes of employment churn. Money isn’t a motivator, it’s a de-motivator.
  3. Therefore, keeping the above two factors in mind, is it:
a. Sensible to delegate to someone who has no experience of designing and devising future proofed compensation and benefits programmes, but happens to wear the label HR Director you have neatly assigned? b. A good idea to get involved in the above, in partnership with your finance and HR teams, mindful that you (the GM) are the ultimate “HR head”? c. Hire a compensation and benefits specialist? Clearly the answer is either b. or c. depending on the size and resources of your company. You would be amazed at how often the reality is that the answer is a. To refresh: Don’t confuse strategic HR and administration, both are vitally important but they require different qualities. Encourage critique and ideas from your HR team, it will flourish and you will learn. Use specialists or get involved yourself – you don’t delegate your tax affairs to your admin manager, why do the same with Human Resources? – Arguably your most important resource. On a final note, there is a paradox here: Chinese people, in my view, are amongst the most resourceful and capable group of people I have worked with. In my view they have a huge capacity to adapt and absorb, and given the right frame-work it is my belief that they would brilliantly fulfill the real role of an HR professional. The paradox therefore is that it is the foreigners (mainly) that prevent this by treating people as assistants and reinforcing the belief that this is how and what the job should be.pic magazine This article is published on Business Tianjin Magazine: http://t.cn/Rqd9K5S

RMG Recruitment Insider Survey Q2 Launched 第二季度罗迈国际招聘内幕调查正式启动

Recruitment  Insider (Q2) Click HERE to take Recruitment Insider Q2

参与第二季度招聘内幕调查

2015 Recruitment Insider Survey (Quarter 2), conducted by British corporation, RMG Selection, is launched in July 2015. The survey in the first quarter is widely recognized by HR and hiring managers in China. We are delighted that Recruitment Insider Survey brought new insights into the recruitment industry. In the second quarter, we aim to collect first-hand information on recruiting activity from thousands of HR specialists and hiring managers. We will update the changes on new head count, salary increases, HR values and hiring channels compared to the previous quarter.

The founder and the CEO of RMG Selection Robert Parkinson said:”I’m glad that Recruitment Insider Survey provided so much useful information for HR managers and job seekers. The survey helped both parties understand the needed qualifications and the direction of the recruitment landscape. I expect the survey in the second quarter to bring more interesting changes.”

The survey is targeted to the Region of Greater China and will include 20+ industries and related sectors from the first-tier cities to the third. The result of the Recruitment Insider Survey will be published at the beginning of August and quarterly based surveys and the annual report will be conducted by us in 2015.

If you would like to get the latest update of the job market in the second quarter, please click the link http://www.lediaocha.com/pc/s/52rmjq and finish a few questions we designed. The full vision of the report will be sent to your email box at the first time.

2015年7月,英国猎头公司罗迈国际(RMG Selection)正式启动了2015年第二季度招聘内幕调查Recruitment Insider Survey Q2)。第一季度的招聘内幕调查获得了业界人力资源人士和招聘经理的广泛认可,我们很高兴此项调查为大家提供了招聘行业的新动态。二季度调查旨在从上千名名人力资源经理以及有招聘需求的直线经理中获得最新的招聘形式及动态,届时我们与一季度数据做对比分析,向大家展示二季度的新职位空缺、雇员薪资涨幅、人力经理以及直线经理的人才观、招聘渠道等变化。

罗迈国际创始人及CEO Robert Parkinson说:“很高兴罗迈国际的招聘内幕调查为人力资源经理和求职者提供了这么多有用信息。第一季度的调查帮助求职者理解了真正的招聘需求和方向;也帮助招聘者本身了解了其他招聘者正在做什么。我希望第二季度的调查可以为大家带来更多有趣的市场变化信息。”

本次调查将以大中华区为范围,涉及在一、二、三线城市的二十个行业及职能部门,招聘内幕调查结果将在8月呈现。该系列调查将每季度进行一次,罗迈国际将会在年终推出2015年度总结。

如果您希望了解第二季度招聘市场形势及变化,欢迎通过链接http://www.lediaocha.com/pc/s/52rmjq 完成调查,调查结果完整版将在第一时间发送至所留邮箱。

【HR视点】如何在面试中表现最好的自己?How to show the best of us during the interview?

interview

All job seekers want to present the best side of themselves during a job interview. However, the more we want to present ourselves, the more difficult it is for us to express ourselves. During the process of job seeking, employers always assess an interviewee based on educational background, professional knowledge, project experience, team cooperation capability, communication skills and so on. So how to show the capability that the employers are most focused on during the interview? Robert Parkinson, the founder and CEO of RMG Selection shared his views in his latest interview with HR Insight.

所有求职者都希望在面试中表现自己最完美的一面,但往往当我们有太多想要表现的时候反而很难发挥水平。在求职过程中,雇主往往会从教育背景、专业知识、项目经验、团队合作能力、外语水平、沟通能力、人脉/客户资源、与公司相符的价值观等诸多方面进行考察。如何在面试中突出表现出雇主最为关注的能力是应聘者制胜的关键。

Key factors that employers care the most in a job interview: professional knowledge/skills, communication skills and education background

在2015年4月份发布的RMG Recruitment Insider 报告中显示,雇主们在面试中关注度最高的前三项因素为专业知识和技能,沟通能力和教育背景,被关注度分别为66.9%,50.2%和41.4%;而关注度最低的两项则为与公司相符的价值观和证书与荣誉,被关注度为15.5%和10.5%。这项调查是由近600名中国大陆公司HR经理及招聘经理完成的,旨在调查2015年第一季度各行业及公司的招聘状况与薪酬情况。该调查清晰显示,中国雇主更关心应聘者实际应用的能力,与西方雇主非常关心文化与价值观的作风截然相反。也就是说,如果你希望给中国雇主一个完美的面试印象,要多在专业知识和技能和沟通能力方面下功夫!

HR & Line managers have different views in a job interview

另外一个有趣的发现则是中国的HR经理与负责招聘的直线经理的关注点非常不同。应聘者通常会面临至少2到3轮的面试,面试者分别为HR经理、招聘经理及公司高层负责人。这就意味着,应聘者在每一轮面试中应侧重不同内容。其中最大的不同在于,HR会比招聘经理更关注与公司价值观相符的程度,而招聘经理相对HR会更关注人脉资源。这样的结果也是意料之中,与HR和直线经理们的岗位职责息息相关。

企业文化的建设是HR部门明确的职责,而直线经理非常清楚这个角色将承担责任,并且会与这个角色在一起共事,所以在招聘时他们就会更多关注这个求职者是否可以胜任以及有可能的业绩会怎样。另外针对不同层级的求职者,雇主的需求也会不同,例如东芝医疗系统(中国)有限公司的人力资源部副总监江涛女士就说过:“在招聘与储备有经验的人才时通常会在比较看重专业技术背景、行业经验及团队合作等方面。对于刚毕业的学生来讲,我们更看重他们在技术上的思维创新能力与动手实践能力。”

Communication skills vary in different interview occasions

最后,针对专业知识和沟通能力,在不同的面试中又会有不同的体现方式。关于专业知识,求职者首先要具备相应的知识和经验,在面试中才可能体现。其次,建议求职者准备几个应用专业知识的案例,按照STAR的原则进行讲述,即Situation、Task、Action和Result,每个词汇用3句话体现,就形成了最精炼的案件描述。关于沟通能力的体现,第一是倾听与提问,第二是眼神交流和形体姿态,第三则是言简意赅和井然有序,面试前进行几轮角色扮演将会让你的表现突飞猛进。

Author: Robert Parkinson, RMG Selection –  CEO & 创始人

About Recruitment Insider Survey 

RMG Recruitment Insider Survey is a detailed China-wide quarterly view on hiring. The data is collected from 10 different types of the companies in 10+ key Chinese cities in 20 core industry sectors. All the result we collect come from key individuals, i.e.: HR executives, line managers or the C Suite.. The survey presents details of the recruitment in each quarter of those surveyed, including headcount numbers, salary package details, salary rise increase levels, and demand for new staff.. Considering that the first quarter is a special period for the whole year’s hiring, we also put some questions about campus recruitment in the survey.

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Career Builder – Personal Branding

personal branding In a commercialized era like today, we really need to think about “sell” our uniqueness in our life for a better job, a better status, or simply getting more businesses. How well we are going to sell ourselves sometimes not only depends on the capacity, but on how loud a “brand name” we have. So today we are going to talk about this “name” thing-personal branding. Ruben de van Boer, senior recruitment consultant of RMG Selection, offers his views on personal branding. As specialized recruitment consultant in the field of logistics and warehousing, Ruben builds up his brand name among friends, candidates and clients gradually. Are you curious about Ruben’s secrets of branding himself to the maximum extent? Then you shouldn’t miss this week’s Career Builder.
  1. Can you explain what personal branding is?
  • Basically personal branding means to develop a mark – a birthmark around yourself in your career. This birthmark intensively creates the way how people think about you when they hear your name.
  • Every person’s branding goal depends on one’s career. Everyone wants to build a brand that supports what s/he does.
  • Everyone in career should carry an ID, an image, or a name card. These are what personal branding stands for.
  1. Why does everybody need personal branding nowadays?
  • This first thing is that we are no longer in the time when you would stay in one or two companies for your whole career life. Especially in China, it is quite normal for ambitious people to find new working places. So in that sense, the company brand for your own career has rather short lifetime.
  • You have to make sure that you have a personal brand which first of all makes you marketable in the market! Then you can make successful career moves every five or six years.
  • The personal brand also supports you when you work in a different company. Therefore, during your career the personal brand around yourself is becoming much more important than company brand.
  1. Talking about the relationship between a strong, successful company with a good brand name and a small individual who hasn’t established personal brand yet, do you think the big company name can help him build up his own brand?
  • For sure, they are complementary. It helps each other. I always see that a company becomes the platform for people to develop their career. And when they develop their career and perform well, they benefit the company. It is kind of a marriage!
  • Whether this is a happy marriage depends on how individual works out. Boost your own brand name when you build up career.
  • If you are consistent in what you are doing and stick to certain areas, these will help your to build personal brand. Actually, the brand takes years to form, and you are like a smith who sharpens the “iron” every day until the true “needle” comes out!
  1. Once you change your job into a totally different field where your past experience does little help, you need to re-start personal branding. Is that true?
  • That’s true. But these days, it is really common for people to get two or three careers on the site, one main one and others being the extras.
  • It is really important to have a very strong brand that shows credibility. This credibility proves whatever you are doing, you can do it good.
  • Manlin: Reputation and competence make up your personal brand. As for the branding for reputation, every job you do adds the values. With such reputation, people will trust you although you start from scratch in a different field.
  1. How do we brand ourselves to the maximum we want?
  • The starting point of personal branding is to keep the target in mind. How do you want people to perceive you? If you are not clear of the end, or the target, just focus on the process.
  • As long as you have the ends, please pay attention to your unique selling points to support the ends. Sometimes you can turn to your friends to know yourself better.
  1. People do not want to see branding become pretending. How to avoid a split life?
  • There is a fine line between not telling the truth and making the truth more beautiful. You have to find that line. But whatever you say to people on the phone or on LinkedIn, you should feel confident that there is some truth there.
  • You do not have to be someone you are not but you have the right not to let others know every detail of your life. It is yourself who are in charge of your own career and marketing. So you can maneuver what to be known and what not to be known.
  1. How best can you use social media, namely LinkedIn, to improve your social branding?
  • Unless you can justify what you write in social media, otherwise it doesn’t make sense. Everybody can write that on social media. The best way to justify is by using facts (data, awards, sales figures etc.).
  • Being honest on social media is another way to improve personal branding.
  1. What will you do to make people believe in you when they find you are not that shiny as you present?
  • The thing is do not tell lies. People don’t hire people based in LinkedIn files, and that’s why people arranged interviews.
  • Get to know who you are targeting, the interviewer or the boss.
Listen to the original radio, please click: http://english.cri.cn/7146/2015/07/01/3262s885380.htm