Tag Archives: Asian Employment Agency

10 Tips for Seeking Out Truly Remarkable Employees

10 tips to define outstanding employees

Every HR professional expects to find excellent employees for their company. But picking out the best out of hundreds or even thousands of interviewees is no easy job at all. Generally, when an HR person interviews someone with outstanding skills or techniques that exactly fit the needs of the company, he or she becomes very confident to recommend the interviewee to move on in the interview process. However, excellent technical skills are not the only key elements which could define an outstanding employee. So that leads us to topic of how to define remarkable employees and how to distinguish them from the masses!

 1.         Employees filled with lots of passion and positive energy

An HR will always fail to get outstanding employees if he or she judges interviewees by intuition alone. In this regard, the first step of finding the outstanding employees is to study current employees who have better-than-expected KPIs. By finding out why they can perform better than other employees and how they motivate themselves, companies will see a few general elements that can best define the group. Here I want to emphasize that remarkable employees generally are filled with explosive passion to life and work as well as positive energy to deal with every difficulty they might meet. I.e. there is a direct relationship between passion & energy and ‘hard’ KPIs/results.

 2.         Never stop interviewing until you are 100% sure

As I went through thousands of interviews with my HR department, I always remind them that only by interviewing to-be-decided interviewees in several rounds can we decide he or she is qualified enough. This would be fair for both the company and the interviewee, because everyone has good days and bad days. By interviewing one twice or three times with HR, operation, manager and managing director, the company will get a complete picture of an interviewee. Additionally, even though a company’s talent demand will be or is already downsized, they should never stop interviewing either. As this is how you keep pace with the dynamic talent market.

 3.         Find out interviewee’s personality

Though it’s not that difficult to figure out interviewee’s characteristics in the interview process, it’s a hard cracking nut to really test the personality. Instead of directly asking what the greatest achievement is, why not make it an open question? For instance, ask the interviewee to write down or talk about their top 3 achievements in childhood, in high school, in university and in their career life. It might take a long time to finish the interview, but isn’t it a good deal to get the real personality from interviewees’ achievement sharing process? A remarkable employee is one who has a great personality. It is the personality that differentiates between an ordinary employees or an extraordinary employee

 4.         Create an easygoing interview atmosphere

People tend to be nervous during the interview if HR people or general managers are too serious (or nervous themselves!). If we want to see the most authentic interviewee, then we’d better create a relaxing and easygoing atmosphere. In this case, interviewees normally get relaxed. On the one hand, they would enjoy telling more stories about themselves, from which we can judge fairly. As well – those unqualified interviewees who disguise themselves with fake information will be caught easily, so a relaxed environment is definitely a great strategy.

 5.         People with natural confidence

I believe an easygoing atmosphere is of importance. On the other hand, I especially look for interviewees with natural confidence. Be clear I am saying people with natural calmness even though they are nervous in mind, not people who talk arrogantly and look down at others or are ‘over-confident’. In general, people are in a state of nervousness, or at least excitement, when they are being questioned by senior interviewers with more experience. But have you ever noticed a type of interviewees who cannot be easily seen being nervous? If you have found this type, then I suggest you pay attention. Under pressure and strong heart beat, the interviewee who still can handle I think exhibits a mature outlook which shows they can well control their mood at work – vital for  management level roles; so you surely won’t want to miss them.

 6.         Look for people with experiences in overcoming difficulties at work

Depends on different people’s life and career experiences, the more capability in dealing with difficulties at work one can show, the better adaptability one has. As people always talk about potential, it reminds me of a famous saying that you never know how far you can go. I believe it works the same way in one’s career. People can never know how much difficult work they can adapt to, so for those who have successful experiences in reaching an incredible sales number or dealing with an unexpected human resource crisis in the company they get their adaptability enhanced after every single difficulty they meet at work. In this regard, when a company hires this type of employees, they will not shy-away from dealing with challenges

 7.         People who come up with specific answers to interview questions

Personally when I interview someone I expect to have a good conversation with them. Of course this is not the case sometimes. I clearly remember I had an interview which was only 10 minutes. Simply because that interviewee could not come up with any specific answers I want to know. Therefore, I think it’s a good point to share with you. Outstanding employees never stops by answering only a few words for general questions, for example ‘what qualities do you know you need to do this job well’ they also explain in specific detail that how many qualities and why these qualities are important

 8.         Distinguish self-motivate type of interviewees

Everyone is looking for employees with success, but that is so wrong in a truly remarkable employee. And why is that? A remarkable employee should not be simply defined by the word “success”. One’s success can be viewed from head and tail. From the head side, we see people who work very hard by motivating themselves. And from the tail side, we see those who are motivated by their managers and directors.  In management speak; we would talk about employees who are motivated either towards something (often pleasure) or away from something (often pain). It’s important to note that neither motivational strategy is necessarily better than the other, and different roles will demand different personality types, however it is important to understand how someone is motivated before the appointment is made.

9.         Attitude is everything

If you ask me what can bring your success, the first thing that hits my mind will not be diligent, humble, humorous, smart, flexible etc. I remember when I read an article some years ago I found a funny alphabetical math count. Of lots of words that describes how one can become successful, only the word “attitude” equals to 100. I didn’t take it as a coincidence. When I think through the interviews I had for my company, all of the remarkable employees have one thing in common, that is hard-working attitude! So I suggest companies who want remarkable employees should be clear about the attitude and work-ethic of their interviewees.

 10.     Get real reference check via your connections

Last but not the least, most people can disguise themselves very well while actively looking for new opportunities. If an employer is very positive about an interviewee based on the tips above, I hope he/she doesn’t forget about reference as last. Doing a good reference check is not simply drop a call at the numbers in the reference column on the CV of the interviewee. That could be wrong or the judgment might not be fair. A better way to get fair comment might be calling connections from the interviewee’s company, or even using a third party for a more informal reference.

By Robert Parkinson, CEO & Founder of RMG Selection

Article published on Business Tianjin Magazine

The candidates in Asia who spam 50 identical emails to 50 recruiters at the same firm

The candidates

Mainland China is still a candidate-led job market in which finance professionals are frequently enticed to change companies. But job searching in the PRC is by no means straightforward, especially if you’re more used to how things work in mature markets.

Having spent nine years recruiting in China, I’d like to share some home truths that candidates need to know.

Many employers don’t like to advertise their jobs

A great many jobs go unadvertised in China, and this is particularly true for the type of high-end roles that non-local candidates are typically suitable for. This might be for reasons of confidentiality (if someone is being replaced, for example), or perhaps cost (the concept of paying for a recruitment service is still anathema to many employers China). Whatever the reasons, as a candidate, establishing a focused, wide-ranging network of business contacts and using this network to uncover “hidden” vacancies is even more vital in China than it is elsewhere.

Don’t spam your CV

Despite all these unadvertised jobs, recruiters remain important in China. According to a cross-sector survey produced by my company in December, more than 55% of new appointments in China were secured using the services of a recruitment businesses. There are literally thousands of such firms in China, and as a finance professional it pays to be targeted when choosing who to speak to. In China, make sure your communications with a recruiter aren’t only online. Make verbal contact from the outset, meet them in person and stick to one person at each firm. We often receive the same email sent 50 different times to 50 different colleagues at our firm. As well as being mildly amusing, this smacks of randomness and desperation: not how you want to appear.

Don’t be dazzled by phoney headhunters

Keep in mind that although (in an unregulated environment like China) there are many people who profess to be headhunters or ‘search consultants’, the truth is that many of these individuals in fact know the square-root of zilch about securing senior finance and corporate finance appointments.

So choose wisely: realise that the recruitment market is different from more developed markets: while there are far more recruitment firms operating per job vacancy in China, the overall quality and specialisation of these recruiters is low. Many have just a short tenure in the industry. However, among this sea of pretenders there are some accomplished recruiters in China, often with backgrounds in banking and finance, so do not give up hope if the first person you speak to is a lemon!

Treat good recruiters with much respect

It is also wise to treat the good recruiters with respect. In China consultants don’t need to (and won’t) put up with pompous or arrogant candidates. It is perhaps an inconvenient truth in China that recruiters tend to ‘do business with’ people they like and get on well with; and nowhere is this sentiment truer than in the hiring of mid/senior finance and banking executives.

Have a very focused CV

‘Less is more’ is the order of the day when it comes to CVs in China. I received a seven-page resume from a senior banker recently. It was packed full of extraneous information when, given his seniority, one, maximum two, pages would have sufficed. A characteristic of Chinese recruiting is that people (both line and HR managers) tend to zero in on matching very specific levels of experience. For example, we recently had a client decline a candidate who was well suited for the job simply because she had not taken or passed her last accountancy exam. The client felt it imperative to hire a qualified accountant, despite the fact that the qualification was actually quite unnecessary for the job. This contrasts with the West, where hiring authorities tend to be more interested in ‘who the person is’ – their values, beliefs and motivations.

Be afraid of HR

The other common mistake that candidates tend to make in China is to misunderstand the importance and power that HR professionals wield within financial services organisations. Having spent half my career in Asia and half in Europe and the US, I can clearly see that the role of an HR person in the latter is more advisor, and in the former more “controller”. I know of examples of relatively junior HR people knocking great candidates out of the race simply because the candidates didn’t take the HR interview seriously enough.

Robert Parkinson is the founder and CEO of RMG Selection in Beijing

Read the orginial link at: http://news.efinancialcareers.com/us-en/165809/the-candidates-in-asia-who-spam-50-identical-emails-to-50-recruiters-at-the-same-firm/

HR: What to Do for Employee Retention in 2013

According to the China Talent-Flow Survey Report conducted from January to March in 2013 by RMG Selection, it is shown that amongst over 2000 respondents, the proportion of job hopping reached 32% in 2012. The proportion of people who increased their demand to change their jobs in 2013 reaches up to 43%.  I have to say that the number makes me think of employee retention again, which is quite a bothersome topic to many other companies too. So what can we do to keep them?

Firstly, I have to clarify that keeping staff members does not equate to keeping everybody. A low turnover rate does not mean that the company is performing well in keeping staff members. In this regard, it can be explained by the Pareto Law  that only 20% of people create 80% the value of a company. Therefore, we should only keep those valuable employees. By improving the professional durability of the valuable and enhancing the mobility of the invaluable, a company can stay healthy and dynamic. According to research conducted by RMG Selection among over 200 long-term clients, the recommended turnover rate of the 20% core staff members is only 4%.

In general, the strategy of keeping staff members should be considered both psychologically and materially. Recently, people have been paying more attention to psychological measures. However, the material measure which plays an important role is somehow neglected. Although the incentive of salary increases merely last for less than half a year, the material strategy is still the base due to its existence and rationality instead of its quantity. In this regard, even if you pay more attention to the psychological needs of your staff members, without proper pay raises it is still difficult to ask them to stay.

Most companies have a salary raise system, but it might not be easy to decide the range. Actually, the range of pay raise reflects, to a large extent, the recognition towards the staff members in the year or in the recent period. Specific assessment and step construction can provide great satisfaction for excellent staff members. Therefore, high pay raises should be issued for the excellent employees, while the unqualified ones should not be rewarded in this case. The amount of salary increase needs to refer to the expectations of employees in job hopping.

According to the China Talent-Flow Survey Report, the pay raise expectations are listed below.

  • 34% employees expect around 20% to 30% salary increase
  • 28% employees expect around 30% to 50% salary increase
  • Only 17% employees expect 10% salary increase
Excluding the cost consumed in changing jobs, companies may offer a 30% salary increase for those who rank among the top 5% in the performance appraisal based on their own financial conditions. Following a step-decreasing trend, the 5% at the bottom should be considered to be knocked out.

Additionally, diversified material incentives- including annual bonus, training, traveling, and transportation, communication and house subsidies have become the primary choice of many companies.  It is worth mentioning that by taking some humanized steps one can get twice the result with half the effort. Take RMG Selection as an instance; more than 50% of the workforce is female. Last year, one of the female employees was hurt accidentally in a fight on the subway. The human resource department immediately suggested that any female staff members who wanted to practice self-defense should be able to learn it in a sparring club nearby. What is more, half of the cost should be borne by the company. In this case, whether the employee attended the club or not, the influence was quite positive.

As for the psychological measures, an environment where employees can grow up very fast should be created so that they would like to stay in the company willingly. In order to create such an environment, a company should make it clear to every employee about its expectations in the first place. To be specific, the employee should be clear about the expectation of the company, how to achieve the expectation, as well as what kind of results should be gained. Moreover, once employees meet the expectation, they know that they will be rewarded. In this regard, every employee will reduce the time of doing unnecessary work in such an environment and system. Employees will look forward to a bright future. Additionally, a manager should respect his or her employees by using proper language and behaviour. It is not really difficult to make it if you viewpoints are from two aspects. Firstly, encouragement towards small progress should be enhanced. Secondly, before you want to start a conversation or take actions with your employees you should think about whether your words or behaviour would discourage them. Over time, employees can feel the positive recognition from the company and the leader. Last but not the least, besides the number of conversations specified between the line manager and the employee, cross-level communication channels, especially private meetings should be added so that the communication process becomes so much easier. The human resource department should bear part of the responsibility to communicate with employees. Regular conversations  with employees should be arranged, which develops the single-line communication channel to a multi-line tridimensional system.

As this is a vast country,  more attention is paid to the cross-regional employees’ retention issue in China. Not only do more and more companies develop branch offices in different cities, but the job hopping choices of people are not limited. According to the China Talent-Flow Survey Report, over 70% of people would like to work in other cities if there are good opportunities. Among them, the proportion of males is 10% higher than that of the females. The data is actually good news for nonlocal recruitment, which is also the basis of keeping employees in different cities. Even for those aged around 31 and 40, who are often regarded as the most family-oriented people, 5% of them could work in other cities. According to our research, the reason why some talents would resign is that they hope to return to their hometown or they would like to work in cities like Beijing, Shanghai and Guangzhou. If the human resource department is able to effectively develop the potential of current staff members, not only could the talent-loss be saved, shortage of manpower in new offices can be solved as well.

Here’s good example could learn something from:

United Technologies Corp (UTC) is one of the largest manufacturing companies all over the globe. In July 2012, the acquisition of Goodrich by UTC was finalized; Goodrich and Hamilton Sundstrand got combined to form UTC Aerospace Systems, a world leader offering integrated technologies and systems for the aerospace and defense industries with more than 40,000 employees around the world. According to Cindy, human resource manager of UTC Aerospace Systems in Tianjin, an internal recruitment net is designed and developed by the human resource department. Internal employees can apply for jobs in different cities or subsidiaries or even abroad positions inside UTC. This system meets the needs of those employees who hope to develop in other regions. The application also will not be noticed by the people who are not from the human resource department. Only when the recruitment is accepted, will the notice be sent to the line manager. In this way, the enthusiasm of the employee can be guaranteed.

Employee retention is a long-lasting and extensive issue. On the premise of the guaranteed fairness, different measures should be developed towards different classes, regions and functions by the human resource department. For instance, it is indicated in the report from RMG Selection that last year the flow rate  gap amongst different functional departments reached 30%. The highest one was government affairs (55%), while the lowest belonged to the IT industry (18%). Therefore, by improving and practicing constantly we can keep those valuable employees.

By Robert Parkinson

RMG SELECTION Opens New Office in Tianjin – Business Tianjin

RMG Selection, Asia focused specialist recruitment and executive headhunting firm based in Beijing, has opened a new office in Tianjin, China. RMG Selection is growing its business with more and more clients in China. Therefore, opening its fourth office in the region will enhance supporting ability of the company for locally based clients. The Tianjin location opened in Nanjing Road this March, 2013.

 Then office will focus on executive selection in Automotive & Machinery, Pharmaceutical, Manufacturing, Finance & Accounting, Legal, Logistics, Engineering and Information Technology. As RMG Selection main business is talent management and acquisitions, the new location will offer the following services: HR Consulting, Executive-Search, Testing/Profiling, Salary Surveys, Leadership Coaching, and Projects-Based Staffing.

Tianjin Office News

Doing Legal Works in Big Companies – CBN Weekly

罗迈国际RMG SELECTION 公司合伙人曹迪Lilly在《第一财经周刊》的报道“在大公司做法务”中对法务职位的行情、工作内容、发展路径、能力要求等方面给出建议,详情请见周刊2013年第15期。

Di Cao (Lilly), partner of RMG Selection, published a report Doing Legal Works in Big Companies on CBN Weekly. She gives her suggestion about legal positions from the viewpoint of the industry, work, development, qualification and so forth. For more information, please refer to the CBN Weekly on 29th April, 2013.

1 2 3 4     Source: CBN Weekly http://www.cbnweek.com/