Tag Archives: Asia Recruiting Agency

Working with Third Party Recruiters

sZsi9XwLEo6W6WB4LaduPnNSObdjFb7vEZd8Sa7eAo7qSYN4OXR8BadmBWdO9acrFZMyM Working with Third Party Recruiters

By Ruben van den Boer, Recuitment specialist of RMG

A common mistake that a lot of HR managers make is that they attribute unsuccessful hire s to either job-seekers or recruitment consultants. However, according to the data from the RMG China Talent Flow Survey of 2012 and 2013 (see figure 1), the role of third party recruitment consulting agencies is quite important in the interview process. Two-thirds of the hiring calls for mid and senior level positions come from recruiters instead of HR people from the hiring company. Imagine if HR managers and recruitment consultants became team players during the interview process. In this instance the chances of a successful hire would be greatly enhanced. In this regard, I would like to share some basic principles of how HR managers can work better with third party recruiters to control interview processes and candidate selection.

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A recruitment consultant with systematic training understands that to guide candidates through the whole interview process is a primary task. On average, executive search professionals spend at least 45 minutes preparing candidates for one single interview, and another 30 minutes on an after-interview debriefing. This guidance will not stop until the candidate is well seated in the new role. On the employers’ side, recruitment consultants need to work closely with the HR department to ensure a smooth interview process. While working with some clients, I have noticed that problems often appear when HR managers are not clear about four things, which are listed below in each point:

1. Communicating clearly with the senior management

To start with, I would like to take a real example. Last year, the HR manager who worked for one of my clients in Tianjin resigned. It was difficult for me to believe that she had quit her position within a top market player in the logistics industry where she had worked for over six years. Later on, she explained the reason of her resignation to me. She felt too much pressure from top management regarding a special job opening which was vacant for a year and a half. As I recall, I was also working with her on that case at the time. However, I stopped after providing 10 candidates. The reason why I stopped was that there was no mutual agreement on the prospective candidate profile from her and the managing director. Even though she repeatedly sought the understanding of senior management, there was little support. The pressure went up while the budget and requirements barely changed.

Recruitment consultants can help in-house HR a lot on difficult head accounts, but they need to be very clear of the candidate qualifications. In this case, the biggest pressure of HR managers in their recruitment job comes from a lack of information and support from the senior management.

Challenging the returning employees’ loyalty is a necessary step before allowing them back into the company.

2. Formulating unique company selling points (USPs)

In general, when HR managers describe to me in detail what their ideal candidates should look like, the question I usually ask them is: what are the unique selling points your company has? The interesting phenomenon, however, is that there is always a 30-second silence over the phone call when I ask this question. I understand what clients are looking for. I also know where and how to find those candidates who fit the requirement. However, prudent competitors are hiring the same candidates with good qualities. So if a company does not figure out what its unique selling points are in the first place, then it will be difficult for both HR managers and recruitment consultants to convince potential candidates.

Hiring companies should realize that they need to promote their image in order to attract the best candidates. To define a company’s USPs, HR managers and the senior management team should have a sitdown discussion about the company’s business model, organisational culture, missions and values, team building events, company public relations and branding, internal training system and so forth.

3. The interview process matters

In order to save time, some hiring managers or senior management personnel would like to make a hiring decision after one round of interviews. To be honest, I would never advise my clients to do so. Although it is possible for a hiring manager to select the right candidate fairly quickly, for candidates it is a different story. Changing jobs is an important step in one’s career. There are many factors to consider before a candidate can clear his or her mind and make a balanced decision. Experience shows that when a candidate is rushed into a decision, he or she often quits the job within three months; just because the decision was made unbalanced.

When a company decides to hire a candidate based on their performance during the interview, that candidate does make a decision to accept a job based on the interview process. A candidate puts high value on the professionalism of the HR manager, the duration of the interview process and especially the communication towards the candidate during the process.

4. Working with specialists, not generalists

Some companies assign many different recruitment agencies with the belief that this will result in a broader choice of candidates. However, the reality is that the HR Manager spends too much time screening unqualified candidates and eventually eliminating under performing agencies from the search process. A recruiter needs in-depth market knowledge to understand the client’s hiring needs and to judge whether their requirements are realistic or not. Only an industry specialist recruiter has the understanding of both the client and the candidate to ensure a smooth procedure of the interview process. Specialized recruiters can indicate the best talent in the market due to their wide network in a niche sector. They are able to attract the right candidates through their market knowledge. Specialists are well aware of current market trends and understand the availability of the labor market, and it is important for a company to select the right recruitment consultant to work with.

Culture Shock Is No Shock

111 Culture Shock Is No Shock By Robert Parkinson-CEO of RMG Selection

This article is about the new expat-executive in China. I am writing to offer my perspective on what it’s like to be the new boy (or girl) in a country that some people regard as the embodiment of culture shock itself.

First I’m going to talk about two typical situations that I have encountered over 10 years in the country. Then I’m going to offer some analysis. These are just my opinions, but I hope you find them helpful.

All Change!

The first pattern of expat-behavior which I have experienced as a new GM in China, and heard repeated by many others, is the “All Change Please” mentality. The confident expat is “pumped up” at being sent to “one of our most important markets,” delighted to have a chauffeur (how many middle managers have drivers in the West?), and still flush with the afterglow of flying at the front, or at least the middle of the plane. She or he wants to do one thing and one thing only: MAKE THEIR MARK! (If you’re British) KICK SOME BUTT (If you’re an American) or DEAL WITH ISSUES! (If you’re from down-under).

Logically, relocating to a place like China is something of a high-profile position so there is a natural desire to impress others and get results. However do keep the following in mind:

The road to Sino-Success is littered with the souls of expats who go back early or whose contracts are not renewed because they “fixed what wasn’t broken.” If it isn’t broke don’t fix it.

In The Seven Habits of Highly Effective People Stephen Covey says you should listen first; then you’ll be listened to. This is just logical — but it’s amazing how many people do not do this, and nowhere is it more appropriate than China.

It is true that Western culture and Asian culture are different. Don’t make the mistake of thinking that you have to change what you do 180 degrees, but you certainly do have to respect the people (and their communication preferences, which I will address later).

The following is a good example for illustration. Imagine working in London, for a Chinese boss who speaks to you in Mandarin. If your boss insisted that the “British way” did not work in Britain, how would you react? I would think he needed mental health treatment. Isn’t it true that many foreigners make exactly this mistake in China?

Head-office

The second misperception which runs right through my network of GM level connections, particularly among small and medium-sized enterprises, is that one of your biggest challenges is the “head-office.” An experienced businessman I know well, who has had enormous and repeated successes, says, “I’ve been doing business in China for 10/12/15 years (etc),” and that simply is not the case. Getting on a plane three times a year and coming to China for a week is not “doing business here.” It’s a tiny, jetlagged glimpse through a tiny crack in a window. This is not the real-time real-life day-to-day understanding of a community/country that you get from living somewhere.

The problem, of course, is that head-office believes it is. They think they do “get it” and that they are qualified to make judgements about “your market,” and actually they are – a bit – because what they lack in ground-level understanding, they gain in perspective.

Here are some points to think about:

Congratulations. You are now officially a juggler. Your job is not to general-manage, it’s to manage (cope) with the expectations of the local staff (and of course you spend your first two years tripping over your own mistakes — I know I did) and the demands of head-office. You are now more therapist than general manager. Congratulations again.

Whoever said running a business was unambiguous?  There will be things that never make sense. Get used to it. Ambiguity is part of the job. One major U.S. computer manufacturer actually tests for “ability to handle ambiguity” as an HR competency

Remember who you actually have to live and work with on a day-to-day basis.

Remember who pays for your driver and biz-class flights.

Ten Years on

Ten years after moving to this wonderful, crazy, frenetic, confusing, engaging place that’s called the People’s Republic of China, I consider that I have learned a few things that I’d like to share:

Yes, there are cultural differences, but there are far more similarities…however…

… Chinese culture is ancient, really ancient. Do you really think you can reverse how people intuitively think and do business? Remember my earlier Chinaman in London story.

I think the key point is listening and communication. Don’t obsess over getting “your own way,” obsess with being seen as someone who will listen (by the way, I still remind myself of this daily, and I am no expert).

Following on from the last point, DO NOT turn your internal company relationships into “us & them” situations where it’s your local staff vs. the head-office. This is fatal. We’re all people working for the same company, with the same goals. We will have the same basic needs.

The more interested you are in China, the more interested you’ll become.

Learn more Chinese. Just being able to order beer is not enough.

There you go. I hope this is useful to you. Good luck.

Read the original link at: http://www.chinatoday.com.cn/english/life/2014-08/05/content_633245.htm

Logistics & Shipping Industry: Build your Sales Team beyond the Client List

Control-Your-Sales-Team

China’s Shipping & Logistics industry is hungry. Whether they are Global Top 10 or medium-sized, every carrier and freight forwarder is looking for the same talent: Excellent sales people to get ahead of competitors.

A regular used measurement for a good sales person is the ownership of direct business, summarized as a client list. This list of yearly/monthly shipments is often regarded as the “hard skill” of a sales person. The quality of this list often decides whether an offer is extended or not. But how relevant is a client list for the hiring decision?

For a sales people, an employer is a platform to develop new business. A sales person depends on the operational strength of the company. A job change would be a rational option only when the new employer provides a better platform for the candidate’s current and future business partners.

Thus, the client list is only relevant when the hiring company can provide a stronger platform (operations, customer service, shipping rates etc.) than the candidate’s current company. If not, the candidate’s clients would have little incentive to transfer. This may leave the candidate empty handed.

Rather than merely looking at the candidate’s current shipments, companies should recruit sales people fitting their own strengths and weaknesses. Companies should realize that only a small proportion of sales persons would actually be qualified for their business niches. Consequently, it becomes incrementally important to have your selling points ready to attract those truly value adding sales people.

 Ruben Van Den Boer Consultant and Logistic specialist at RMG Selection      

Logistics & Shipping Industry: Build your Sales Team beyond the Client List

China’s Shipping & Logistics industry is hungry. Whether they are Global Top 10 or medium-sized, every carrier and freight forwarder is looking for the same talent: Excellent sales people to get ahead of competitors.

A regular used measurement for a good sales person is the ownership of direct business, summarized as a client list. This list of yearly/monthly shipments is often regarded as the “hard skill” of a sales person. The quality of this list often decides whether an offer is extended or not. But how relevant is a client list for the hiring decision?

For a sales people, an employer is a platform to develop new business. A sales person depends on the operational strength of the company. A job change would be a rational option only when the new employer provides a better platform for the candidate’s current and future business partners.

Thus, the client list is only relevant when the hiring company can provide a stronger platform (operations, customer service, shipping rates etc.) than the candidate’s current company. If not, the candidate’s clients would have little incentive to transfer. This may leave the candidate empty handed.

Rather than merely looking at the candidate’s current shipments, companies should recruit sales people fitting their own strengths and weaknesses. Companies should realize that only a small proportion of sales persons would actually be qualified for their business niches. Consequently, it becomes incrementally important to have your selling points ready to attract those truly value adding sales people.

 Ruben Van Den Boer Consultant and Logistic specialist at RMG Selection      

Doing Business the Chinese Way – Beijing Review

Nine years ago, the Amsterdam branch of my previous company asked me to come to China and develop the business here. So I got the chance to experience working and living in Beijing. Although my pre-arrival expectations were of courtyards, temples, and men in slanting straw hats I didn’t really expect a lot before I came here, and I have to say that staying here for just five days had indeed given me such a strong impression, especially of the people, and in a very short time, my mind was made up. Working across three continents in five countries, I had never seen people who were so passionate and diligent. The office hour starts at 9:00 a.m. and ends at 6:00 p.m., but I didn’t really find Chinese staff watching the clock to strike six. It was quite different from Europe where people practically queued outside the door as soon as their contract permitted.

I love working with people who are passionate at work. That was actually one of the reasons why I decided to stay. After working for my previous company for 11 years, I believed very strongly in what I had learned about the international way of doing business; but I did also feel strongly that if you don’t listen to the local market, respect the local people, and give the local ways some “face,” you’re not going to get very far. However, although I am running my own company in China, I want to make it a British and Chinese “fusion” company. With my past experiences in China, I would like to give some tips about how to do business in the Chinese way.

First, trust means a lot in China. In the UK, it’s all about the rule book. But in China, although paradoxically it is seen as a country of pointless procedures and hoops to jump through, in fact, Chinese business is actually based on very solid relationships. What I mean here is not merely the Chinese guanxi. This kind of relationship is trust based; and trust means trust. It beats the “rules” every time.

The next thing I would recommend doing is keeping in touch with your connections via modern communication methods. The Chinese are fanatical Microbloggers, and it helps breakdown barriers between the working “person” and the life and family of people you work with. I know in Chinese culture, family is quite important. So sometimes it’s good (and also interesting) to show care for them by asking about their families and life.

Additionally, our company places lots of emphasis on teamwork through combined leisure activities. Where I am from, people hang out in bars and clubs after work. However, people here prefer to go to karaoke bars, or KTV, and restaurants together. So we try to combine the approach, and for example in April, we had a Hollywood Night at a KTV. Everyone was asked to dress up as a Hollywood star. I could see that everyone enjoyed that evening. They like singing. They also like the theme party.

The last tip is about the language. Honestly, I think my biggest regret having worked and lived here a long time is not learning Chinese well. We have a weekly meeting every Monday, for instance. Although there are foreign employees in the company, I encourage everyone to speak Chinese in the meeting. Using the same language to communicate within the company can bring the relationship of colleagues much closer. Besides encouraging foreign employees to study Chinese, I also have an app on my phone so that I can study some words and phrases. Every morning when I come to the office, I try to say zao (morning) to everyone! (However I am fluent in Chinglish, which comes in very handy).

My company is now in its fourth year of operations and already has businesses in Tianjin, Shanghai and Hong Kong. Our next plan is to expand the business in the mainland of China and open an overseas office—however, it’s confidential at this stage!

Article Written by:

CEO of RMG Selection

Robert Parkinson

Read orginal article on: http://www.bjreview.com/eye/txt/2013-06/17/content_549347.htm