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Lifting the Veil of Doubled Payment Offers

Lifting the Veil of Doubled Payment Offers

By Robert Parkinson, CEO & Founder of RMG


When it comes to the time of Chinese New Year, salary is always a hotly debated topic in the job market. People like talking about family and neighborhood issues at holiday parties and gatherings. Besides, it is quite frequent that peers talk about their work and staff treatment issues. For many years there has been much debate on what really drives people to change jobs. Various answers including salary, promotion, line manager style and organizational culture actually make people quite confused. I think that ALL those factors surely matter in job changing decisions.

According to RMG’s China Talent Flow Survey 2013 (TFS2), salary is the first factor that drives people to change jobs. It accounts for 69% among the all factors in our report. Post Chinese New Year is the peak period of job-changing. Quite a lot of people are actively looking for new opportunities with higher salary than their current companies. However, do you really think changing jobs for higher a salary is as wonderful in reality? As an old Chinese idiom says, there is no weal without woe. Making wrong choices because of being blinded by money is nothing worth celebrating in the year of the horse!

Before I start to share my experiences, I’d like to ask you a question about the definition of the word “occupation”. I have always wondered why nearly two-thirds of participants regard salary as the most important factor. As I check out the word on Wikipedia, I finally understand that people’s choice is closely related to the definition of “occupation”. According to Wikipedia, occupation is defined as a regular activity where people spend time to earn money. In this case, it’s quite obvious why people change jobs for money. From a psychological perspective, according to Maslow’s hierarchy of needs, in the beginning of one’s career they aim to earn enough to support basic needs. Moving on to the next stage, people work to get higher and higher payment to satisfy their wants. Finally people will enter the stage of self-actualization where they do not care about salary anymore. Most Chinese people start working from 18 to 24 years old. They will not stop until they are about 55 years old. Normally, people in the beginning and middle parts of the work life span tend to change jobs for higher and higher salary. However, not everyone can enjoy the process of changing jobs. If you happen to get an offer with a doubled salary, don’t be eaten up by your excitement right now. Today the job market has become mature and transparent. If you don’t know why you got such an offer, then you’d better reconsider it. Now let me share some career cases about changing jobs and salary with you.

 Have you calculated your working time?

Let’s say that right now you are a manager whose annual salary is about CNY 100,000. There are 3 offer letters in front of you, CNY 150,000, CNY 200,000 and CNY 300,000 respectively. How would you make a choice? If you would like to take the first offer, then I would congratulate you for your sensibility; if you chose the second offer, I suppose you would be willing to take some new challenges in your career. However, if you decided to go for the highest one, I would be quite worried that you might oversee the cost of working time. In particular, for those who are used to leaving the office when the clock hand strikes the number 6, you might quite enjoy the regular working times and 15 days annual leave with your current company.

Can you convince yourself that for a tripled salary, you can still enjoy your work? According to RMG’s senior IT consultant, a lot of IT companies do not pay for overtime workers, they are paid by projects. Data from RMG’s China Talent Flow Survey 2013 (TFS2) show nearly 40 percent of IT support and technical talent changed jobs in the past 12 months. In IT people change jobs quite often because they are looking for bigger or better projects to get more experience.

 Do you have a strong enough supporting team?

You will probably miss the big picture if you only focus on the money. What I mean by big picture is actually the work going on around you. For instance, the support from a company’s finance, recruiting and operations teams directly influence whether you can do your work successfully and efficiently. Say at the current company your KPI is quite good. It might not be 100% related to your work. Without the support from other teams, can you still achieve your KPI score?

In fact, there is always a good support network behind a successful manager. Imagine you go to the new company for a higher salary but end up with a less effective supporting team. Neither you nor the company will be happy. Worst of all, you will end up with an unpleasant resignation session. The logistics team leader in our company says that lots of sales managers in small logistical companies look forward to working on an international platform. They all want to show their excellent skills on a good platform where they can boom the business.



Are you ready for a different corporate culture?

Some managers will start looking for better career opportunities after working in a company for 3 to 5 years. The reason might be that they are looking for a new environment or there is a lack of promotional space. These kinds of managers will pay more attention t o s a l a r y and development opportunities. According to TFS2, in the past 12 months, the job-changing proportion of participants whose monthly salary is above CNY 50,000 is 37.24%. In comparison to others, the job changing rate for this group is the highest. Moreover, another interesting finding related to the highly-paid group is that 76.55% of those participants are above 36 years old. (See Chart 1 and Chart 2).


Frankly speaking I understand that people like measuring their values at work based on salary. However, it is necessary for everyone to know that salary is not the only way to measure one’s value. In a lot of western countries people will have a New Year’s resolution. I am sure many Chinese will do something similar. Everyone will make a wish list for their work and life in 2014. Nobody looks forward to endless overtime, inefficiency from subordinates, or little attention being paid to new ideas. Changing jobs for a higher salary seems quite wonderful, but after lifting the mysterious veil, will you reap what you sow?

HR Attention – China Logistics Talent under The Spotlight


Do you know that logistic industry is in the shortage of talent? Find out the answer in Robert Parkinson’s article on Business Tianjin. As the development of economic globalization and the rise of the network economy move ahead quickly, global logistics services start to accelerate development. Because of logistic employee shortages, this sector is now one of the top 12 talent shortage industries! For human resource professionals, have you started to consider how to attract qualified logistics talent to stimulate business development? Come and read the insights from Robert!

As the development of economic globalisation and the rise of the network economy move ahead quickly, global logistics services start to accelerate development. Because of logistic employee shortages, this sector is now one of the top 12 talent shortage industries. Therefore, human resource managers should pay closer attention to hiring qualified staff and maintain current logistics talents.

It is common knowledge that the modem logistics is the integration of transport, warehousing and information industry, the service industry is an essential part of the national economy. In the transportation, storage, packaging, distribution processing, information handling and other aspects of company operations, each step demands a large number of personnel involvement. The demand for logistics talent is forecasted to increase by 400,000 per year in the 12th Five-Year Plan (2011-2015). However, the number of logistics graduates is only 4 million per year, which cannot satisfy the high demand. Furthermore, the educational qualifications of current logistics staff are much lower than the average standards of other industries.

As a human resource manager, you should start to consider how to attract qualified logistics talent to stimulate business development. Before planning a strategy of logistic staff recruitment, you should clearly understand the meaning of logistics talent first. Logistics operations not only require talented individuals, they also need to hire sales people, purchasing people, and supply chain management personnel.

Sales People

Rather than merely looking at the candidate’s current shipments, companies should recruit sales people fitting their own strengths and weaknesses, in order to utilise the strengths to overcome the weaknesses and to take advantage of the opportunity to avoid the threats. Companies should realise that only a small proportion of sales person are actually qualified for their business niches. Consequently, it becomes incrementally important to have the selling point ready to attract those truly value adding sales people.

Purchasing Personnel

Since procurement is becoming increasingly important in the company’s strategy, it is an essential component of a firm’s supply chain in order to gain market share in the intense competition. Nowadays, procurement is becoming more diversified, multinational, and interdepartmental. The procurement officers need to have good foreign language communication skills, and have an acute sense of influencing factors such as fluctuations in raw material prices and climatic changes.

Supply Chain Management Personnel

The competition has been changed from being primarily amongst companies or amongst regions to being amongst supply chains. China has becoming the world’s manufacturing base, and numerous enterprises have realised that supply chain management is the key link to produce excellent firms. Meanwhile, the supply chain integrates the information system of enterprise, which means that the supply chain managers are required to have hands-on experiences in sales forecasting, purchasing, planning, material delivering, imports and exports. We can say that supply chain management staff could regard these as the crucial factor of a corporation success or failure.

Moreover, language skills are requested- especially English, Japanese, Russian and German. Based on the geographic analysis, Pearl River Delta (Guangzhou, Shenzhen, and Zhuhai) is the busiest and the densest airlift region. The Yangtze River Delta (Shanghai, Nanjing, Suzhou, Wuxi, Hangzhou and Ningbo) is regarded as the most promising region by insiders. The Bohai Rim region’s (Beijing and Tianjin) logistics firms, which focus largely on purchasing and transportation, are suffering from a shortage of talented people with computer skills and financial and operation management experience. The Midwest area is lagging behind the other regions because of the geographical conditions being so restrictive, and transportation managers, warehouse supervisors and logistics operation mangers are needed more than the positions related to international business and customs.

Keeping your present talents is more difficult than recruiting because of the unstable working time, high intensity operations and bored mechanical repetition. Particularly for the young employees, once the desired does not conform to the actual growth rate, they will resign immediately.

In order for a company to retain logistics talents, firstly it must provide career advancement opportunities and pursuit for excellence objectives. Secondly, companies should advocate that talent and enterprise will grow up together, and share the happiness and success with the employees. Remember that emolument is the first element of attracting the talent, but it is not the best way to hold onto the great workers. Finally, companies must be honest with their employees, make them feel that they are not only a part of the company, but also a business partner to the company. 


Happy Work

Creating a happy working environment is the fundamental element for the existence of development. For the service industry, particularly for the logistics industry with high technology content and high quality team work, the quality of the employee is the lifeblood of the enterprise. Keeping talented staff members is the key factor to maintaining the core competence in order to achieve the objective. For instance, DHL adopts an open management mode to keep staff morale high. Liguo Zong, the manager of the ground operation department of DHL says that “to make our clients happy, first of all we should make our employees happy, because only in this way happiness will convey to the customers through our employees’ happy face and hands”.

Providing Developmental Space

Corporations offer ideal growth and development space to ensure the continuous improvement of its employees, and it also helps to turn talent into full performance, utilise their potential capabilities and realise their own value to a greater degree as well. Many workplace environments offer some latitude for self-motivated and creative employees to suggest ideas for new work place initiatives. Employees will strengthen the sense of belonging to the firm and sense of responsibility, and consciously stay in the company.

Setting up a Rewards System

Wage, bonus and welfare incentives

Wages influence employee behavior effectively, and enterprises can retain talent with high salaries. There are also bonus schemes that can be used mainly including monthly bonuses, quarterly bonuses, and annual bonuses. The commonly used incentives are treatment of employees’ health care, housing and social insurance.

To honour outstanding employees

Even though high wages and bonuses are very attractive, they are not the best ways to reward employees. As a human resource manager, you might want to consider other rewards systems. Take an example from FedEx. They offer several major awards including Bravo Zulu which is a reward for outstanding performance, the Finders Keepers is the award for the staff member that contacts customers every day and brings new customers to the company, the Best Practice reward employees whose contributions exceeds the company’s goals, the Golden Falcon Awards are given to staff who are nominated by the customer and company management; and the Star/Superstar Awards are the highest awards of work performance in the company.

China’s logistics industry is booming year on year, which indicates that the number of logistics talent is also eager to find its place. However, since the number of applicants cannot satisfy the huge demand, more and more employees are resigning their jobs in search for opportunities. Human resource managers should focus on attracting logistic talents including sales people, procurement personnel and supply chain management staff through different methods. For instance, by providing career advancement opportunities, offering a competitive salary and setting out reward and punishment systems. In the end, companies need to retain the talented employees by giving full play to each person’s potential, providing developmental space, and creating reward systems in order to develop long-term competitiveness in the industry.

Read the original version at:http://www.businesstianjin.com/index.php?option=com_content&view=article&id=7115:hr-hr-attention-china-logistics-talent-under-the-spotlight&catid=192:2013-october&Itemid=100

By Robert Parkinson, CEO and Founder of RMG Selection

HR in a (Gradually) Rebounding Economy – RMG HR column on Business Tianjin

2012 was a year of wait and see, considerable moments of economic ‘breath-holding’. Finally, it seems that we have a consistent stream of positive economic signs: Growth in industrial output, growth in the Shanghai composite and an increase in the rates of both replacement recruitment and new hires.
However, as I return from my Christmas vacation, and am encouraged by the good news being reported, I’m mindful of both the situation in early 2012, and 2009, and it seems appropriate to remind ourselves that sound HR practice for tough times is often sound HR practice in good (or improving) times too.
If we cast our mind back to early 2012, there were regular stories about redundancies and restructuring in some of the less-well hedged sectors, including banking/finance and technology. According to the statistics from Bloomberg News, the total number of layoffs published by multi national enterprises all over the world was reported to be 94,369 over a period of 40 days starting from 10 January in 2012. This was 26,561 more layoffs than were reported in the same period in 2011. This affected a variety of fields ranging from finance to IT, to cosmetics and even the food industry. China for a long time was thought to be a ‘redundancy immune’ area, but this conception has changed. In October, 2012, Motorola announced that they were reducing their workforce by 4,000 all over the world, retaining only 3 research centers, which are in Los Angeles, Chicago and Beijing. This leaves 500 highly educated employees in the Nanjing Motorola Research Center facing the prospect of redundancy. Chinese companies such as Li-Ning and Vancl reported similar cuts being made to their work force. This places a great deal of responsibility on HR departments in the upcoming year. In 2013 HR departments must be prepared to balance areas of their business which are growing, with areas of the business where cost-control pressures are highest.
Supporting departments are usually the first place the senior management of a company looks at when cuttings costs. There is a logical reason for this when looking at the short term. Support staff members do not directly generate revenue for a company. Meanwhile, human capital in a company is generally the first or second largest expense, in some industries representing 45% of the average gross expenses. And unlike fixed capital, labour expenses are not directly attached to a loan obligation so a reduction in the work force immediately impacts the company’s income statement. There are also reasons that reducing labour costs may not seem as attractive when taking a long term analysis. US Federal Reserve Chairman Ben Bernanke points out that capitalist production goes through four part cyclicality; it must go through a depression, a period of increasing activity, a period of prosperity, followed by an overproduction crisis and stagnation. The world had experienced 7-8 of these economic cycles since World War II. Therefore, we should consider the changing of economic environments when coping with economic downturns. This is why we must face a period of slower economic growth efficiently and take appropriate measures and implement proper strategies.
Here are the some solutions which RMG has provided to its customers that can save considerable costs without causing redundancies:
• Reorganise working time. Strategic adjustments to working time during special periods may be enough to help the company meet its goals. For example, some companies’ workforces accept having their working time adjusted from 8 hours/day to shift work of 4, 5 or 6 hours, or they change the working time from 5 days/week to 4 days/week. There are various kinds of working time reorganising patterns like this that some employees actually welcome. This is also a good example of a solution which might be appropriate during good times as well as bad.
  • Reorganise working time by training. Under this circumstance, shortening the working time is encourages employees to carry out training in their spare time rather than forcing employees to have days off. This leads to greater long term efficiency from the employees while saving the company money in the short term.
  • Red reorganisation. Fixing wages for a certain time and eliminating redundant workers is one solution. Whilst reducing redundant workers the company should still pay special attention to key employees who add the highest value. Steps should be taken so that they do not leave the company because a competitor is offering a higher salary.
  • Human Resource contracting/Human Resource recruiting company. This is different from the former point. In this case, the companies have the flexibility to re-employ staff on a more flexible basis- although of course at a premium on their monthly salary. This might be the solution if the company does not expect various productions every day from their employees, because the human resource agencies help to take risk for them.
  • Telecommuting. Telecommuting is one of the ways human resources departments can outsource expensive labour. It is not widely utilised because of some hidden faults. If it is lacking proper infrastructure and controls, the company may find itself losing productivity. This can require special human resource supervision and if the company is not properly setup to handle these challenges, the additional time and expenses associated with telecommuting may not prove worthwhile. 
  • One year sabbatical. When using this method, the company promises the employee to take a year off of work with the understanding that their position will be waiting for them when they return. For certain employees this may prove to be very attractive as it would allow them time to travel, start a family, or care for a sick relative. For the company, they can reduce their labour costs in the short term without losing their talent long term.
The reason why the HR department is unique is that their management is related to various aspects of the enterprises. All of these activities should improve efficiency, resist downsizing when possible, and maintain growth potential whilst waiting for the economy to rebound.
Short-term activities aim at reducing internal and external costs and it takes up to 3 months to see full results. Short-term activities will be realised by identifying personal costs savings potential, analysing and optimising development and training costs and the optimising HR service provider cost.
Medium-term activities aim at streamlining processes, infrastructure and optimising internal sources. They tend to takes 6 months in total and many includes:
1. Process and organisational optimisation of HR. Focus on the utilisation of individual positions within the HR department and on individual processes in terms of their efficiency. Propose or optimise indicators (KPIs) to measure the performance of individual HR processes and principles of the motivation system applicable to HR employees;
2.HR information system optimisation.
3. Optimisation of total rewards and review of the employee performance management system.
4. Increasing sales team efficiency. Improve the efficiency of your sales teams by optimising the sales process and organisational structure of the sales network, and by optimising the sales people’s remuneration and training system covering the sales area.
5. Outplacement. If the redundancy is inevitable, use outplacement programs and help employees to cope with their difficult situation. By doing so, you will promote the positive image of your company to other employees and strengthen their confidence in the company.
Long-term transformation activities aim at increasing efficiency and modernising the corporate strategy. These usually take about 1 year and mainly includes:
1.Key workforce segments management and motivation: Identify employees with high potential at all organisational levels and key employees whose skills are hard or very expensive to replace. Focus on these particular groups of employees and find out what motivates them to deliver high performance services and stay with your company. Adjust motivation programs for these key employees.
2. HR Strategy: Review or design a new HR strategy in cooperation with other managers, which will reflect your business needs and be aligned with long-term corporate objectives. Analyse your HR processes and propose their redesign as to make HR activities more efficient and devote saved time to projects.
3. Leadership development: Keep or restructure your budgets for development activities. Review your training and development system so as to develop those skills of employees which are really needed by the company. Introduce the system of differentiated development; focus on individual development activities such as mentoring and coaching for selected employees who are good prospects for the company in the long term.
4.Talent management and workforce planning: Ensure that the key employees stay with the company. Identify the demographical situation of the company. Are there any qualified staff members who may retire in the near future? Consider up front possible departures of your employees and their potential replacements. Identify successors internally or start looking around on the labour market well ahead of time. At the same time, use your time to develop your current employees who will help you, together with new hires, to lead the company out of the crisis and increase its chances of fast growth in the coming period.
5. Corporate culture: Strengthen internal communication to make it implicit within the corporate culture. Organise regular meetings with employees and inform them of the company’s latest results and development, build a strong corporate culture and keep them as key ‘links’ between employees and the company and as an important retention factor.
It should also be kept in mind that slower economic times are also opportunities. Many competitors choose to sleep in tough times, meaning that client-acquisition is actually opportune. Tougher economic times are chances to get the enterprise (big or small) in good order, and to cut the fat, so that as better times return, as they seem to be in 2013, the business is leaner and more nimble, and therefore better able to capitalise on a returning market.
by Robert Parkinson
Link to the article: http://businesstianjin.com/index.php?option=com_content&view=article&id=5933:hr-hr-in-a-gradually-rebounding-economy&catid=182:2013-february&Itemid=100

Recruitment Sorted Easily – RMG HR column on Business Tianjin

The end of every Spring Festival is often the busiest period for corporate recruitment units. Following the deepening of “localisation” to be consistent with Chinese traditions, many companies will begin their recruitment plan for the New Year after the official end of Chinese New Year. At the same time, since year-end rewards tend to be issued around the Spring Festival period, a portion of employees would also choose to leave their positions after the festival; thus causing greater recruitment needs. Recruitment difficulties and employment difficulties have become the biggest nightmare for HR professionals. The recruitment process appears to be increasingly inefficient, especially in the internet era whereby advertisers are increasingly unable to cope with the bombardment of CVs in their inboxes.
Online recruitment has already become the preferred way for job seekers and recruiters, the reason being that the process is very simple. Employers simply post a job online and within just 2-3 days there will be over a thousand applicants; create a resume, a few minutes later, one is open to over a hundred positions. It feels as if online recruitment is too efficient compared to any other job search/recruitment channels, for instance, job fairs. According to an online survey in 2009, there is an average daily count of over 10 million people job searching online. Every job seeker will submit at least 100 CVs before finding satisfactory employment. However, what is the direct consequence of this? According to research conducted by ChinaHR in 2012 for recruitment enterprises, 78% of positions require over a month’s time to hire suitable talents, whilst 20% of positions require more than half a year to find suitable talents. For job seekers, 4% of them have to spend over one month to find ideal work, of which, 23% of job seekers actually spend more than half a year looking for employment.
Recruitment was originally the highlight of HR, but its inefficiency has led it to become HR’s nightmare. Whenever a new position is encountered, ultimately recruiters will complain that the number of indiscriminate applicants is too high. Arranged interviews are very likely left unattended; applicants with signed offers may be nowhere to be found, leading to very few candidates successfully recruited in the end. In fact, besides some of the candidates’ own issues, for instance, blind submissions to raise their hit rates, and a lack of integrity, the enterprise and its HR department has more or less also contributed to this situation.
1. Enterprises now pay more attention to attracting talent. The market awareness of modern enterprises is stronger; they will take advantage of every opportunity to shape a positive corporate image in order to be in contact with more talent. Unclear job descriptions are also a reason contributing to this phenomena. Ambiguous positions easily misguide job seekers to believe “I am also suitable for this position”, leading to an avalanche of useless resumes flying in.
2. HR channels are inaccurate or too broad. For example, many enterprises choose traditional online recruitment platforms with massive amounts of information to undergo recruitment in the hope to bring in extensive talents. However, at the same time, vast amounts of web information bring heavy workload for recruiters. If recruiters were to filter out suitable candidates from the tens and thousands pieces of job seeker information, it would require a substantial amount of time.
3. Partial loss of potential talents in the recruitment process due to the enterprise itself or its HR department. Behind the success of one’s recruitment process lies onerous interview work. Recruitment is a 2-way choice, HR is not only a “gate-keeping” job but it is also necessary to get people that the enterprise needs to select the firm; an important role, which HR departments play in the overall process. The cause of the problem seems to be complicated, but in actual fact, only a few small minor changes are required to save a lot of time. At the same time, avoiding time-wasting and the embarrassment due to a loss of “face” when HR arranges a meeting for the candidate with head of departments and no one attends.
Lay out recruitment needs clearly with accurate job descriptions.
To achieve this, two aspects should be included. Internally, HR is required to properly manage the communication between departments, making employment needs of departments clear, explicit and complete; this is the cornerstone of all recruitment. Another aspect is to write genuinely precise external job descriptions. This is the first stage in which the candidate comes into contact with the company. For instance, be sure to include aspects such as work experience, working life qualifications and so on, require the use of detailed figures to describe; write less vague abilities, such as: strong leadership abilities, strong communication skills, strong organisational skills, good English skills etc. But remember that these attributes cannot be measured, so therefore anyone can consider themselves to satisfy these requirements. Instead, questions such as “How many individuals worked within the team you led?”, “what types of projects have you led?”
Recruitment channel segments.
Recruiting enterprises must first select the correct recruitment website. If the characteristics of the enterprise’s industry are clear, and the professionalism of the intended position is high, then professional recruitment websites must be considered first. Resume submissions received by these websites are not necessarily as high as comprehensive recruitment websites. However, talents and positions available are on a vertical plane, accurate and efficient, which not only eliminates the troubles of filtering the vast amounts of CVs, but also allows appropriate professionals to be recruited immediately.
Selection of third party co-operation.
In many cases, despite HR departments using various suppliers, there are no significant improvements in the speed of recruitment. Only through the correct selection of headhunting company, and its team of consultants, will the expected outcome come to fruitation. An outstanding headhunting partner is not only a good helper during your talent search, but also provides effective assistance and enterprise development in employer branding, formulation of talent strategy, market analysis, as well as many aspects of future development strategies. Consultants can establish good relationships with candidates within a given industry, be familiar with the characteristics of the particular industry, and have confidence whilst interviewing candidates.
To attract and retain talents in the recruitment process.
Candidates are likely to become companies’ potential clients; this is because they only applied for positions if they want someting from the company. So in the recruitment process, HR should place themselves more in the candidates’ shoes. No one is perfect, and therefore the basic principle is to not let the candidates face embarrassment and lose their self-esteem during the interview.
The fine culture of the company and its professional qualities should be reflected during the first call to the candidate. In the exchange process, besides fully understanding the necessary qualities of the interviewer, showcasing the positive energy of the company, such as honour, employee activities, management style, further enhances the talents’ interest in the company. Those who go in to be interviewed are all individuals possessing interest in the enterprise, thus deserve the respect and gratitude from the firm. After the results of the interviews are determined, the candidates should be responded to politely, especially to those of which unsuccessful. At the same time, a corporate talent pool should be established, whereby the information of these unsuccessful applicants should also be inputted into a database. This is because enterprises need different talent at different stages of development; requirements of talent also differ on different levels. Therefore, entering their information into an enterprises’ talent pool reserves, is preparation for the long-run.
Establish a distinctive employer brand.
The distinctive establishment of an employer brand refers to recognition and understanding of the corporate culture, the products and services provided by the company and the talents the firm needs and so on in the first instance whereby the job seeker sees the employer’s name. If you are a company which encourages high returns, then do not let the market feel that your work here is relaxed, because some people really like tense rhythm and these are the people you need. As for those who hope for more freedom in their lives, they will also have their suitable employers. Applications from these people will not result in too many positive outcomes for your company. Of course, this is a long-term process. The popular microblogs are good publicity channels. Since March last year, RMG Selection publicised its company via Sina Weibo and Renren, committed to creating a “fair, pleasant, hardworking, harmonious” employer image. In the recent 10 months of hard work, there are already more than 30 candidates (including official and internships) who have actively sought employment through this route. Further publicity through some promotional videos, print ads, media coverage, can strengthen the employer brand to become the most advantageous and most effective recruiting tool.
Simply speaking, as long as work is a little more meticulous, and a little more is done every day, then HR can save vast amounts of time from the indiscriminating applicants. Recruitment in hi-tech systems engineering, and recruiters are more than just CV filterers, you can also become “technical experts”.
By Robert Parkinson
Link to the article: http://businesstianjin.com/index.php?option=com_content&view=article&id=6017%3Ahr-recruitment-sorted-easily&catid=183%3A2013-march&Itemid=100

RMG SELECTION Opens New Office in 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 the company’s supporting ability for locally based clients. The Tianjin location opened in Nanjing Road this March, 2013.

The 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.

RMG Selection already has established offices in Beijing, Shanghai and Hong Kong with over 200 regular clients including MNCs, SMEs, Chinese SOEs and China Listed Company. RMG also has over 3 years experience in headhunting and social media recruitment with network partners in 27 countries all over the world.

“Following the success of the last 3 years of our blend of international recruitment delivers in the appropriate way in China, our Tianjin office is the nature step towards lining without client-based locally throughout China and internationally”, said Robert Parkinson, CEO & Founder of RMG Selection.


罗迈国际是一家以亚洲为中心的专业招聘和专业的猎头公司, 总部设在北京,现在已经成立了天津办公司。随着业务的不断壮大, 罗迈国际在中国积累了越来越多的客户。因此,成立第四个办公室将会为当地的客户提供更强大的支持。罗迈国际天津办公室已于2013年3月在天津南京路成立。

天津办公室将专注于各行业招聘,包括汽车 & 机械行业,医药行业,制造业,金融 & 财会行业, 法律,物流,工程和信息技术行业。罗迈国际的主要业务是人才管理和招聘,新成立的办公室将会提供以下几项服务:人才招聘,中高级管理人员的猎头服务,测试/分析,薪资调查,领导力训练,批量招聘项目等等。

罗迈国际已经在北京,上海,香港分别建立了办公室,拥有超过200家固定客户,包括跨国公司,中小企业,国企和中国民营知名企业。 罗迈国际拥有超过3年的猎头服务经验以及社会媒介招聘,我们的网络合作伙伴遍及世界27个国家。