Tag Archives: China employment

People In the Know – China to Further Ease Employment Pressure in 2015

news

China will create more than 10 million jobs in the urban areas in 2015, and to ensure that registered urban unemployment rate does not exceed 4.5 percent.

That is according to Chinese Premier Li Keqiang’s government work report.

He also highlighted in the report that popular entrepreneurship and innovation would be the new engines to spur economic growth in the country.

The Chinese government encourages emerging industries and new types of businesses by adding more funds for business development and innovation to the 40-billion-yuan government fund that is already in place.

So will China be able to produce millions more new jobs this year, with the downward pressure on its economy? How can China encourage more business startups, especially by college graduates?

Ni Hao, you’re listening to People In the Know, presenting you with insights into the headlines in China, and around the world, I’m Zheng Chenguang in Beijing.

People in the Know’s Qian Shanming speaks to Professor Yang Yansui, Director of the Career and Social Security Research Center of the School of Public Policy and Management of Tsinghua University in Beijing, and Robert Parkinson, CEO & Founder of RMG Selection, an international recruitment group.

Listen to the radio show on CRI: http://english.cri.cn/7146/2015/03/13/3621s869883.htm

涨多少薪水合适?

Img333716396 求职者们跳槽的原因总是随着时间的推进有所变化。从早期人们跳槽只向“钱”看齐,到后来人们对公司文化和直线经理管理风格等软性因素的关注,这前后的变化让HR经理人们开始思考保留员工以及吸引新鲜血液的法宝到底是什么。根据罗迈国际2013年《中国人才流动调查报告》(TSF2),针对69%的调查参与者,跳槽时首当其冲的原因便是涨薪。因此,罗迈国际在2014年的一些列市场调研中针对涨薪进行了深入调查。 1、如果跳槽到另外一家公司,你期待薪水增长多少? 根据涨薪调研结果显示,2014年53%的调查参与者对于跳槽之后涨薪的期待范围在0%-20%。与2013年的情况相比,20%的跳槽薪水增长对于当时八成调查参与者来说仅是个起点而已。34%的求职者期待20%-30%的涨薪幅度,这个数据与去年相比基本持平。关于期待涨薪超过30%的求职者,从去年的43%垂直下降到了13%。不难看出今年求职者们在跳槽时对薪水的期待趋于谨慎。 然而根据中国之声《央广新闻》在2014年2月21日报道的企业涨薪数据来看,情况并不乐观。新闻中提到2014年58%的涨薪幅度在6%-10%,仅有9%的企业能达到10%以上的涨薪。同时,根据不同行业,涨薪幅度差异很大。比如,新型高科技,移动医疗,电子商务,以及传统垄断行业的加薪幅度都会相对较大。求职者们跳槽都希望谋得良好的薪资福利待遇,然而企业(尤其对于中小企业)则要考虑吸收人才和运营成本之间的平衡。 涨多少薪水合适——图一图二 20141124_BM_1 2、为什么你会期望这样的薪水增加幅度? 这是一个看似没有必要问的问题,仿佛跳槽涨薪是理所当然啊!但调查起来发现人才的想法确实各有不同,并且,在了解涨薪期待原因的基础上,雇主才能更好地决策薪酬涨幅。罗迈国际RMG的调查结果显示,41%的调查参与者认为新工作中的挑战是值得自己提出加薪期待值的重要原因。另外,39%的求职者提出跳槽是找寻机遇,同时也要承担相应的风险,毕竟是从一个自己十分熟悉的环境进入一个完全陌生的公司,为了降低个人承担的风险,新公司在涨薪上给予对方安全感可以更好地吸引新人才。仅有不到二成的求职者会根据所谓的“涨薪常识”,随意提出涨薪要求。罗迈求职顾问建议求职者切勿随意提涨薪,否则失去新工作机会的几率会大幅增加,也是对自己职业发展的不负责。在提出期待值之前,一定要首先明确个人能为新公司带来的价值。 3、很多雇主认为,涨薪不仅无法激励员工更努力地工作,一旦造成员工福利补贴不公平,还会对员工产生负面影响。对于这个观点,你同意吗? 这个问题事实上是非常多的管理层及人力资源部门工作者会关心的问题,尤其是很多直线经理,或多或少会有类似的担心。罗迈国际针对这种普遍情况在调查中提出了该问题,其结果显示担心并非无由之谈,有26%的求职者对该问题持肯定观点,35%则持反对观点,更多的人选择了不确定的选项。可见对于业绩考核优秀的员工,涨薪无疑是激励他们更加努力工作的最好措施。甚至,他们的升职加薪会为其他员工树立榜样,让其他没有加薪的人找到奋斗目标。 然而,很多企业中加薪的事实情况是同时间区间内业绩优异的员工有若干个,但是由于企业运营成本问题,获得加薪机会的员工可能仅占20%。剩余优秀员工中那80%的员工就属于35%的范畴了。同样的业绩表现,不同的待遇会让这些员工感到企业的不公平待遇。此时,他们的离职意愿会比以往更强。因此,我们建议企业在激励优秀员工的同时,切勿忽略其他员工的感受,而对这种感受的关切更应体现在平时,在适当的时机增加公开表扬或者一些物质奖励不失为有效的平衡与管理措施。 涨多少薪水合适——图三图四 4、你是否认为白领对跳槽加薪的要求太过分了?(期望过高) 之所以在本期调查中提出这个问题,是因为我们旨在了解求职者们是否清楚当今跳槽加薪要求的合理性。而对于调查结果,我们并不感到意外。虽然求职者们一直强调跳槽时最看重薪水增长幅度,然而56%的求职者对于自己的跳槽加薪要求都充满了不确定性,甚至17%的调查参与者同意“白领队跳槽加薪的要求太过分了”。这一调查结果也呼应了第一题中求职者们跳槽加薪趋于谨慎的调查结果,以及《央广新闻》中提到的2014年企业加薪情况。其次,各个行业非公开非透明的跳槽涨薪“规则”也是导致求职者们不确定加薪合理与否的原因之一。综合来看,涨多少合适,是一个由市场、雇主、应聘者三方相互作用的结果,任何一方提出过于不合理的需求都将打破平衡。可以肯定的是,合理的涨薪无论对于内部还是新招聘,都是有利于企业人才发展的,而一些“待价而沽”的应聘者们,也应随时调整心态,争取更有优势的职业发展才是要务。 原文链接

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

三思后行,应对离职危机

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一家前景不错的公司向你发出了聘用邀请,尽管你非常希望加入这家公司,此时也不要过于兴奋。职场上很多人太过冲动,收到其他公司的录用通知后就迫不及待地给现在公司的人力资源部门递上草草拟写的辞职信。他们认为立刻结束现在的工作是正确的选择,否则会影响他们到新公司办理入职手续。 然而他们却忘记了在匆忙离职过程中人们经常会犯的一些小错。这些错误看似没有什么特别,但是很容易让自己在老雇主公司多年的努力付诸东流。等到新单位要求做新员工背景调查时,恐怕老同事和经理就不能为你美言啦!其实,谨慎处理离职过程非常有必要。以正确方式全身而退,我认为需要考虑两个要点。首先,做出离职决定前,是否清楚根本离职原因?其次,一旦决定离开,离职过程中需要注意几点?让我们从根本离职原因开始探索离职可能引发的危机!

1. 辞职决定是否出于一时冲动?

带着负面情绪辞职很可能会引人误入歧途。让我们设想以下场景:你刚和直线经理Tom因为一个公司的活动策划案发生了争执。你和团队成员为了这个策划案辛苦工作了一个月,而Tom仅用了十分钟草草看了策划,他坚持认为策划中的很多核心内容要调整,但是他没有给出任何具体原因。此刻你心里充满了怨气和怒火,你开始为团队所做的努力和Tom据理力争。你的经理变得不耐烦了,不愿意听你的抱怨和解释。最终,你没能控制好自己的脾气,对Tom嚷着你受够了,即刻就要辞职。

难道有人会希望以这样尴尬的方式离职吗?为了控制好自己的脾气,很多人都在学习情绪管理的漫漫长路上修行。尽管如此,25岁左右的年轻职员还是很容易情绪失控,做出一些让自己后悔的决定。俗话说冲动是魔鬼,它会悄悄地吞噬人们的理智,并让人们以为辩解与争论是理智行为。但是,他们不明白:人类会不断重复自己的行为,有第一次的不理智就会有第二次和第三次。最终这些人会抱怨自己时运不济,没有遇到伯乐。早知如此,何必当初呢?人们在情绪激动或怒火中烧时做出离职决定尤其不明智。我建议大家在魔鬼来临前独自一人出去走走,只有头脑冷静时人们才能认真地思考他们是否想要辞职。

2. 哪些因素会影响跳槽决定?

在招聘行业中专业猎头顾问都会预想候选人辞职过程中可能出现的种种情况,通常他们会为候选人列出一个离职问题清单。其中一个非常敏感的问题是要不要接受老雇主的挽留。有些员工离职是因薪资待遇不够好或工作成绩没有得到及时认可,这些员工有相对弱点。一旦老雇主了解他们是因为钱财或者功利原因离职,为了暂时留住员工以确保工作顺利进行,老雇主通常会提出加薪,奖励或者升职以挽留员工,此时这类员工就会重新考虑辞职决定,甚至很有可能不闹辞职了。

以十五年专业咨询顾问的经验,我认为接受老雇主挽留会带来相对的风险。当一名员工提出离职时,即使公司提出挽留计划并得到员工的同意,该员工对公司的忠诚度也会持续受到质疑,在同事异样的眼光下工作对于员工未来发展非常不利。因此,人们必须清楚自己想辞职的根本原因,而不是停留在钱财或者功利层面。对此,有一个简单的方法可以检验,假设老雇主提出加20%的薪水挽留你,这样的条件会让你产生放弃换工作的念头吗?如果你的第一反应是不放弃或者不确定,那么你就可以准备写辞呈了。

如何正确辞职是我们要探讨的第二个部分,也是离职危机的核心问题。员工在辞职过程中犯的一些错误很可能导致其与同事和直线经理间关系破裂,因而摧毁了员工在公司的良好形象。辞职过程中主要有以下三个常见误区,下面我来为大家逐一分析。

1. 先向人力资源部门递交辞呈,后告知直线经理

在中国生活工作了十多年,我对于人际交往和关系的认知有了一些改观。中国人视“关系”为生活中一个非常重要的方面。没有到位的 “关系”,办事和工作上的进展不会那么顺利。我认为这个道理也适用于员工的辞职过程。我常看到员工辞职时纠结于是否和直线经理谈离职原因,碍于情面很多员工会选择直接越过这一关。他们没有给直线经理任何提示或暗示就把辞职信发给了人力资源部门,希望以此避免与直线经理间的“关系”危机。殊不知把自己与直线经理间的信任纽带抛在脑后,当人力部门将意外消息告知直线经理时,经理会表现出的讶异以及遭人背叛的感觉。除非员工确定在入职新公司前不需要直线经理帮助你做背景调查,否则请务必在递交辞呈前与直线经理促膝长谈一番。

2. 递交辞呈等于一天离职

根据中国劳动合同法律规定,申请辞职的正式员工可以在一个月内离开公司。在一些特殊情况下,员工一天或者一周就可以办完离职手续,这是因为员工得到了公司的离职批准并完成了交接工作。然而并不是每个职位都会出现这样的情况。友情提示:在离职过程中千万不要给人事部门的同事或者直线经理人施加压力或者对他们出言不逊,说“张三李四几天就办完了离职手续”可不是一个好例子。一个良好的解决办法是与直线经理妥善协商具体的工作交接时间。对于区域级别的高管来说,离职时间可能要多于一个月,你要考虑到自己身兼重任,找到一个可以接替自己的人选可不是一件容易的事情。所以,离职过程中保持耐心就是最好的法则。

3. 尚未完成离职,自动进入“懒散模式”

有些员工在交上辞呈后,就自动进入了“懒散模式”。从前的早到者现在迟到一刻钟也无所谓;从前工作很卖力的员工的现在午餐时间要休息两个小时;从前经常主动加班的员工现在早退半小时也毫不在乎。其实,同事和经理都会将这些细节看在眼里。试想你在公司努力工作了五年,与同事和经理建立了稳定的关系,而短短一周的懈怠表现就足以毁掉你用五年树立起的良好口碑。经过多年观察和总结,我相信一个员工如果一贯兢兢业业,并能在离开公司的最后一刻保持始终如一,这个员工是值得赞扬的人才。总而言之,如果你还希望给老同事们留下好印象,在等待离职期间工作态度上就千万不要懈怠。

世界看似很大,实则相反。对于同行来说更是如此,大家很可能在不同的公司再度成为同事。我建议不要将老同事们抛在脑后,否则某天在新公司重逢,你的日子会不太好过!

Read the original link at: http://www.ceconline.com/mycareer/ma/8800070606/01/