Tag Archives: Asian Employment Agency

英媒:松下拟向派驻中国员工发“污染津贴”

资料图片:2012年8月29日,在德国首都柏林举行的消费电子展上,参观者在松下展厅观看“电视墙”。新华社记者马宁摄

  资料图片:2012年8月29日,在德国首都柏林举行的消费电子展上,参观者在松下展厅观看“电视墙”。新华社记者马宁摄

  据参考消息网3月14日报道 外媒称,日本松下电器产业公司开跨国公司先河,宣布将向派往中国的员工发放津贴,以补偿该国达到危险程度的污染对他们造成的危害。

  据英国《金融时报》网站3月12日报道,这家日本企业12日宣布这一变动时称,中国部分城市的PM2.5浓度极高。大气中直径小于或等于2.5微米的颗粒物能通过人的肺部进入血液,引发哮喘、癌症或心脏病。

  报道称,松下派往中国的员工通常都能得到比较优厚的薪酬待遇,因为外派中国属于“苦差”,但此前松下从未明确提及人们对中国可怕的空气质量越来越大的担忧。

  报道还说,挥之不去的雾霾已成为中国公众不满的焦点,尤其是在北京这样的繁华都市。北京曾在2月份遭遇连续一周的“有害”空气。空气污染也是外籍人员提到的离开中国的主要原因之一。

  松下没有透露上述津贴方案涉及的日本在华员工人数或具体金额。在中国生活的中国籍员工将不会得到额外津贴。

  据报道,一年来,其他公司一直在悄悄提高外籍员工的福利,但松下是第一家公开承认这一问题并为同意调往中国的员工提供津贴的公司。

  总部设在北京的猎头公司罗迈国际负责人罗伯特·帕金森说:“这是我第一次听到有公司在这个问题上如此直白。通常的做法是把它说成是‘发展中国家津贴’。”

  报道称,在日前开幕的中国全国人大会议上,国务院总理李克强表示政府将“向污染宣战”。几天后,一份有关中国74个城市空气质量的官方分析报告披露,仅有3个城市2013年达到国家空气质量标准。

Read the orginal link at:http://news.xinhuanet.com/world/2014-03/14/c_126265043.htm

References Not To Be Forgotten: Case study Of strategic Human Resources In China

References Not To Be Forgotten: Case study Of strategic Human Resources In China

 References available on request is the footnote of most CVs written in English, yet all too often the ‘final hurdle’ of the hiring process is either forgotten altogether or given only cursory attention, yet a quality reference checking process is not merely a disaster prevention practice, it can unearth vitally important information required to manage and develop the new hire. In this article, I explore some of the less obvious reasons to properly check references with a specific focus on hiring in mainland China, as well as uncovering some of the reasons it’s so important for us, as employees, to remember that with the web 2.0 our behaviour can be referenced [almost] 24/7.

Firstly, looking at China, which places a much greater importance on interpersonal relationships (“Guanxi” in Mandarin) than many societies, there has been a belief that it is possible to get away with using a ‘friend’ [ex-colleague] as a reference for a new job who often may not have had the authority or seniority to act in this capacity. The use of casual friends as referees has been fuelled by the intense competition for good-quality employees (“talent”) in China which really hasn’t subsided much in the post 2008 era because the temptation for the hiring authority or representative to side-step the referencing process has been great. There is also a unspoken assumption that the references may not be that valid anyway because everyone uses their friends as referee. ‘It’s just how it is’.

Human Resources In China

This is total nonsense, and needs correcting:

If the requester of references produces said references from friends, allies, or others not properly qualified to give a reference then it is the fault of the reference checker or reference requester, not the guanxi oriented society or white-hot China / Asia jobs market. This is important to understand. If we, as employers realise wemust take responsibility for ensuring quality reference checks then we come a step closer to actually doing that; and consequently take less risk, and improving our overall hiring process.

So how do you currently check references? I would imagine, if you do it at all, you call (or worse simply email) the referee asking them to fill in a form or answer a few basic questions. The answers of course will all be very positive, as most shy away from asking probing questions in the first place, the call is concluded or the form filled in, and hey presto, the reference check box of the hiring process iscompleted.

Let me illustrate a few simple things you can do to make your reference checking process much, much better:

  1. Get the people right. Which people I hear you ask? Firstly the checkers of references must be qualified; and qualified means: 1) they have a depth of understanding of the employment market which is superior to that of a generalist, 2) they know how to check references, 3) they’ve done it before preferably more than once, and 4) they’re good at it.
  1. Get the people right. Which people I hear you ask again? The referees: The people who’s information you are relying on to make a hiring decision that will either make or cost your firm a lot of money. Joe Bloggs’ mate in their last firm is not a reference. Anyone with any amount of emotional attachment to that of the person being referenced is not a reference. The referee must be able to talk openly, objectively, honestly and without fear of reprisals about the strengths and weaknesses of a candidate. This usually means our subject’s manager’s manager. However we must not stop there…………
  1. ……..We must realise that our market research (for that is exactly what it is) in to this candidate must be qualitative but also quantitative. The standard two references is not enough. It must be at least five to even start to reasonably assume 1) a sufficiently randomized sample and 2) greater objectivity and 3) requiring a higher number of references means digging back in to someone’s career and therefore speaking to more and more people who have less and less emotional attachment to the candidate.

Do things big enough to matter, small enough to accomplish.

Why is someone’s work of 10 years ago relevant you might well ask? For this simple reason: when we are checking references we are checking what it is someone has done but (even more importantly) we are checking how a person has done it: how they have behaved. Many psychologists (and I happen to agree with them) tell us that people tend to repeat and repeat and repeat the same patterns of behaviour for their entire lives: ‘past behaviour is the best indicator of future performance’ is an oft repeated (and oft ignored) mantra of the seasoned HR expert.

  1. Quality: We must then pay great attention to the qualitative aspect of reference checking process. RMG’s consultants have an average of 7 years recruitment/HR experience, however the reference checking process is not something that’s kicked down to the juniors. Even in my 16th year in the search/recruitment business I still regularly participate in the reference checking process be it through mentoring younger consultants or for senior-level assignments I’m conducting myself. So, let me highlight for a second some of the less obvious aspects of a high-quality referencing process:
    1. Once we have sourced enough referees (and remember if we want to speak to 5, not all will be available so we need 8 names to start with), my recommended approach is to meet with the referees in person rather than simply replying on telephoned references.
    2. When we meet people in person, we have the advantage of guaranteeing their complete attention to the subject at hand. If someone I’m talking to picks up their phone, I stop talking. If their gaze wanders, I stop talking. If they’re distracted you will know about it.
    3. When you talk to someone in person it’s simply better quality information. Again, our trusty psychologists report that 93%, yes NINETY THREE PERCENT of communication is non-verbal: i.e. body language, facial expressions, posture, etc. All stuff that’s hard to understand on a phone call. Face to face engagement means that you have a far greater chance of understanding when a ‘yes’ is in truth a ‘no’, or a ‘maybe’
  1. There’s not much thing as bad feedback, it’s just feedback. Of course there is feedback that we may subjectively consider to be bad, but if we re-label all information from the referee as just feedback (and also convey so to the referee) then we remove the emotion and get another step towards the truth. For example if a female employee is not punctual and often late to work, this is not necessarily ‘bad’. Probing for further feedback will help us to understand that she’s a new mother, and almost always works late in the evening and never has lunch! The newly qualified professional obsession with questioning regulations or rules might be seen as aggressive or inappropriate until we understand they they are a newly qualified lawyer, and they’ve been trained to question as such.
  2. A thorough report in to someone’s real strengths and weaknesses will give the new employer a great head-start in the management, development and generally ‘getting the most from’ the prospective employee. Information is power.

So, all this thoroughness might seem like it’ll take a lot of time, and it often does; but it takes a lot more time (and money) repeating the hiring process again after an avoidable failure. One of RMG’s longest standing clients has a hiring process that is frustratingly long, however they have a great corporate culture and a very low rate of attrition (staff turnover) and it’s perhaps their referencing process that facilitates this. We know this because staff we’ve placed with them are still there are 7/8 years.

I’d like to conclude with a slight twist: I’ve largely been addressing the client (employer) in this article thus far, however as employees in China, we should keep in mind that although there are many employers and recruiters who have a lousy referencing process, there are also many (an increasing number) that have a great process; and, how you behave, and what you say and do is more and more likely to be absorbed by the atmosphere that cocoons you (of course dramatically accelerated by the web /’social’ media).  In my company, all of our consultants are ‘ultra-specialists’ and recruit professionals in one, extremely niche specialist discipline/sector: if an RMG consultant recruits Chinese-speaking Qualified bankers in the 8-10 tear PQE bracket (for example), then I can assure you that is what they will do, and they pride them-selves in knowing everyone in the market, and we do know (for example) who sleeps in the office and who doesn’t, who always at the dentist on Friday morning after a big deal and who’s not etc.

The Chinese professional employment landscape is on the one hand vast, and on the other very small: I’m always amused by the question of: ‘how do you eat an elephant?’ (a) –  ‘one slice at a time’ and when professionals are dissected and magnified in small niche groups, with professional recruiters adopting an ultra-specialist processes with (for one thing) detailed face to face references there really is no-where to hide (even if you do really have toothache!!).

Written by Robert Parkinson, CEO and Founder of international executive recruitment group RMG Selection; editing by Amarendra Bhushan, Janina Energin,  Hendrik L Clarke, and Amy Canter.

Read the original link at http://ceoworld.biz/2014/04/22/references-not-to-be-forgotten-case-study-of-strategic-human-resources-in-china-198128

Beijing ranked among top 10 global cities

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But warning sounded over exodus caused by continuing severe pollution

Beijing has made it into the top 10 of the world’s most global cities for the first time, ranking eighth in the A.T. Kearney Global Cities Index.

The index, introduced in 2008 by the global consulting firm, includes 84 cities.

Beijing scored an overall 3.5 in five categories: business activity, human capital, information exchange, cultural experience and political engagement. It stood out from other Chinese cities in terms of the number of Fortune 500 companies, international schools, broadband subscribers and museums.

New York, London and Paris have held fast to their positions as first to third since 2012.

“The increasing global importance of Chinese companies has helped catapult Beijing to fourth place on the business activity dimension,” A.T. Kearney experts say. “This, together with some improvement in scores for human capital and cultural exchange, has been more than enough to offset declining relative performance in information exchange and international political engagement.”

Johnson Chng, managing director of A.T. Kearney Greater China, says: “Clearly Beijing went up in the ranking due to its rising importance as a business center in addition to being the political center of China.”

However, he adds, the air pollution issue is now a growing concern for many Beijing residents that, if not dealt with soon, will cause an outflow of talent.

“In fact, many of my friends and business associates have moved out of Beijing in the last six months, and many are indeed contemplating the idea, too, for the sake of their family.”

In a recent survey conducted by MRIC Group, an international executive recruitment firm, 47.3 percent of the 269 respondents in Beijing said they would like to relocate this year because of poor air quality. The most-preferred destinations, in order of popularity, are North America, Europe, Shanghai, Hong Kong, Singapore and Australasia.

As human capital weighs ever more among the five categories, some companies have to improve the working environment to retain talent regarding the air quality in Beijing.

“Companies should prepare air purifiers especially when the buildings don’t have such machines,” says Robert Parkinson, founder and managing director of the international recruitment group RMG Selection.

Shanghai, ranking 18th in the index, was the only city on the Chinese mainland that came close to Beijing. In fact, it scored higher than Beijing in human capital, given its larger foreign-born population. Shanghai also performed well in business activity.

Beijing lags behind Shanghai in human capital because of the capital city’s “size of the foreign-born population, scores of universities in the global 500, number of inhabitants with tertiary degrees, international student population and number of international schools,” says Chng from A.T. Kearney.

On the other hand, Shanghai ranked lower due to a less-ideal score in political engagement. Specifically, Shanghai is home to a smaller number of international organizations, diplomatic missions, think tanks, political conferences and local institutions with international reach.

The Shanghai Pilot Free Trade Zone will certainly help the city’s globalization in the long term. However, the impact and the speed of that depends on policy implementation as there are still many details to be sorted out in terms of how exactly the zone will work, Chng says.

Rankings of other Chinese cities in the list dropped. Guangzhou dropped from its rank of 60 to 66 this year because of a significant decrease in political engagement. Shenzhen dropped from 65 to 73 because of a decline in its human capital score.

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Beijing ranked among top 10 global cities

(China Daily Africa Weekly 04/18/2014 page23)

Read original link at http://africa.chinadaily.com.cn/weekly/2014-04/18/content_17443908.htm

Beijing ranked most global city on the mainland

China Daily

Beijing has made it into the top 10 of the world’s most global cities for the first time, ranking eighth in the A.T. Kearney Global Cities Index.

The index, introduced in 2008 by the global consulting firm, includes 84 cities.

Beijing scored an overall 3.5 in five categories, including business activity, human capital, information exchange, cultural experience and political engagement. It stood out from other Chinese cities in terms of the number of Fortune 500 companies, international schools, broadband subscribers and museums.

New York, London and Paris have held fast to their positions as first through third since 2012.

“The increasing global importance of Chinese companies has helped catapult Beijing to fourth place on the business activity dimension. This, together with some improvement in scores for human capital and cultural exchange, has been more than enough to offset declining relative performance in information exchange and international political engagement,” A.T. Kearney experts explained.

Johnson Chng, managing director of A.T. Kearney Greater China, said, “Clearly Beijing went up in the ranking due to its rising importance as a business center in addition to being the political center of China.”

However, he added, the air pollution issue is now a growing concern for many Beijing residents that, if not addressed soon, will cause an outflow of talent.

“In fact, many of my friends and business associates have moved out of Beijing in the last six months, and many are indeed contemplating the idea, too, for the sake of their family,” he said.

In a recent survey conducted by MRIC Group, an international executive recruitment firm, 47.3 percent of the 269 respondents in Beijing said they would like to relocate this year because of air quality concerns. The most-preferred destinations are North America, Shanghai, Europe, Hong Kong, Singapore and New Zealand.

As human capital is weighing ever more among the five categories, some companies have to improve the working environment to retain talent regarding the air quality in Beijing.

“Companies should prepare air purifiers especially when the buildings don’t have such machines,” said Robert Parkinson, founder and managing director of the international recruitment group RMG Selection.

Shanghai, ranking 18th in the index, was the only city on the Chinese mainland that came close to Beijing. In fact, it scored higher than Beijing in human capital, given its larger foreign-born population. Shanghai also performed well in business activity.

Beijing lags behind Shanghai in human capital because of the capital city’s “size of the foreign-born population, scores of universities in the global 500, number of inhabitants with tertiary degrees, international student population and number of international schools,” explained Chng from A.T. Kearney.

On the other hand, Shanghai ranked lower due to a less-ideal score in political engagement. Specifically, Shanghai is home to a smaller number of international organizations, embassies and consulates, think tanks, political conferences and local institutions with international reach.

The Shanghai Pilot Free Trade Zone will certainly help the city’s globalization in the long term. However, the impact and the speed of that depends on policy implementation as there are still lots of details to be sorted out in terms of how exactly Shanghai FTZ will work, Chng said.

“In the short term, I do not see any material change as most companies are simply trying to take advantage of the FTZ to help with the existing business rather than attracting significant new business,” said Chng.

Other Chinese cities in the list saw their rankings drop.

Guangzhou dropped from its rank of 60 to 66 this year due to a significant decrease in political engagement. Shenzhen dropped from 65 to 73 due to a decline in its human capital score.

Read the original article on China Daily: http://www.chinadaily.com.cn/business/2014-04/15/content_17434408.htm

Where are you? Who will you attract?

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In recently years, the heated topics like “escape from Beijing, Shanghai and Guangzhou”, “second and third tier cities turn into new work stage”, and “escape to Beijing, Shanghai and Guangzhou” etc. become heated discussion. For quite a long time lots of people follow others like sheep running away from big cities. However, soon they find out that they are wrong. Crowds of migrant workers come back to Beijing, Shanghai and Guangzhou. According to the latest survey, nowadays people choose the location they for their career development more rationally and reasonably than before. They think about the location based on the city environment and self-development space. China Talents-Flow Survey 2013 (TFS 2013) conducted by RMG Selection just release in November. Nearly 4000 people responded to this report about the talent trend and talent flow in China. The result shows that how different types of talent consider work location, which actually provides references for companies who want to seek for and retain excellent people in different cities.

According to TFS 2013, though 35% elites choose to stay in first tier cities (Beijing, Shanghai and Guangzhou), the proportions of people choose tier 2 and tier 3 cities increase quite significantly. The data show that 53% respondents consider relocating in second and third tier cities. Some even would like to move further to fourth tier cities. I have to say the result is closely related to the economic development. In particular, the percentage of people who consider moving to second tier cities increased 16% compare to the data in TFS 2012-2013. In this regard, employers who made investment in second tier cities might usher “talent reward” now. By analyzing the data in terms of gender, age and education background, I have found some interesting rules. I suppose employers can adjust targets and strategies by learning these rules. In this way, they can recruit comparatively “cost effective” employees.

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  • Gender 

Let’s take a look from the angel of male and female. The percentage of female who choose to stay in first tier cities is 10% higher than the number of male. On the one hand, women have higher standards toward comfortable life than men. Industries in first tier cities are low in physical demands, job hazard and contamination, which obviously better fit the needs of female. Working in first tier cities also ensures the fairness in competition between male and female. However, it can be seen that the percentage of male who choose to work in any city is 32%. Comparatively, either from the viewpoint of physiology or psychology, men is stronger than women in the three aspects. On the other hand, Chinese hasn’t defined the role to female as full time “hired guns”. Traditional Chinese require women taking care of children and senior family members better than men, which to a large extent, limits the possibility of developing their career in desired cities. However, the sharp rising of second tier cities and the fast mind-changing make Chinese women capable, intelligent and skilled, which allow them to compete fairly with Chinese men.

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  • Age

Career development varies in different age groups. Therefore, the choice toward working location varies in different age groups. The willingness of going to first tier cities is inversely proportional to age. To be specific, the younger they are, the longer they would like to strive for life in big cities. Although the housing prices in big cities increase sharply, fresh graduates do not seem to care the living standards. Some of them do not even mind lower traffic, food, or clothing standards. These young graduates prefer to work hard and bear more pressure for a bright future. With the increase of age, expenses on marriage, medical care and education increase gradually. The high cost of living in first tier cities becomes very obvious. This is also the reason why some people at their age of 30 want to go to other cities. The age group from 18 to 35 has a relatively weak wish to move to other cities. People’s move shows up after they are 45 years old. Part of the reason is that people who are over 45 are less affected by family members. They can choose to move based on their career and preference. Additionally, some job opportunities are only available for people over 45. To get more choices, people will make concessions on location. However, employers need to bear it in mind that people who are over 45 still get 10 years time of golden career. Their experience is relatively mature. Actually, they might be good choices for employers.

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  • Education background 

It can be seen in TFS 2013 that the higher education background people have the higher proportion of staying in first tier cities it is. The lower education background people have the higher proportion of going to any city. There are 50% of people with doctor degree choose to stay in first tier city, which is 20% higher than bachelor degree respondents. One third of respondents with bachelor degree don’t mind to move to any city. However, the choice only accounts for 30%-40% among doctor degree and MBA people. In this regard, it can be seen that first tier city is very attractive to people with high education background. However, high education background does not equal to strong ability or high productivity. Therefore, employers in other cities should not hold the grudge.

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Retain talent vs. Attract talent

In general, we can clearly see the attractiveness for different people in different regions. On the one hand, there are crowds of fresh workforce in first tier cities, which means employers can choose excellent people in these cities. On the other hand, big cities attract a lot more high-end people, so employers have variety of choices. What worth noticing is that if you want to make talent stabilized and attract potential talent, you need to pay attention to cost of living in the city and working environment. In this regard, we have two solutions. First, hiring with quality payment. Some companies actually already started to increase salary and benefits. For example, in 2014 Huawei will increase the base salary level of fresh graduates. Salary before tax of a first tier city graduated student will be increased from 6500 Yuan to over 9000 Yuan. The salary level of master degree people will be increased from 8000 Yuan to more than 10,000 Yuan before tax. Second, improve working environment. Companies should prepare air purifiers especially when the buildings don’t have such machines. Additionally, healthcare check and healthcare products should be prepared, which will exert positive effects on retaining talent.

Employers in tier 2 and 3 cities actually are prioritized in choosing talent aged between 30 to 35 years old. In particular, people with rich experience and hard working. It’s a good opportunity to attract those people to second tier cities. People who aged between 45 to 55 years old already have good connections and resource accumulation. In this regard, if employers hire this type, they will certainly get lots of benefits. About people with high education background, male is easier and more stable choice. So helping them with relocation is very effective as well.

Regardless of big cities or small cities, people should carefully choose where they want to work. Both first tier cities and other cities have advantages and disadvantages in economic development, living environment and job opportunity. Only if people can find the most suitable one can they work and live happily ever after. As for government and company, they should focus on providing more development opportunities, improving better work environment and life for employees. Despite of running away from Beijing, Shanghai and Guangzhou or keeping staying there, it helps with the talent flow among cities. Talent flow is good for equal competition and development as well as the talent resource distribution.

  By Robert Parkinson, CEO & Founder of RMG Selection Article published on Business Tianjin

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