Tag Archives: China Executive Search
Exclusive Interview of RMG – Profession Vane – RMG CEO on Beijing Radio
- Thursday, 15 November 2012 07:11
眼看这个金秋十月马上就要过去了，每年的十月也是一个跳槽的小高峰。
Starcy近日有幸采访到了RMG，罗迈国际的CEO Robert Parkinson 先生，他将就一个目前职场上出现的新动向，做一个细致的讲解。比如近日，《才富》在智通人才网上发起关于职场“回头马”调查，300多名网友参与调查，近五成（47.06%）网友表示自己曾经有过“回头马”的经历或正有意向成为“回头马”。
同时也有31.38%的企业HR愿意向“回头马”抛出橄榄枝，希望其回归老东家。但回马枪杀不好可是会反伤自己的，在这过程中员工要注意什么？企业如何建立好的制度找回最合适的人？让罗迈国际RMG的顾问告诉你。
Listen more: http://am774.rbc.cn/netfm/english_service/movie/201211/t20121108_692866.htm
Now for a Place on the big Stage – RMG CEO on China Daily
- Thursday, 01 November 2012 06:14
The post-90s generation is about to enter the workforce. what should they, and employers, expect?
In the past few years, I have been asked by dozens of media organizations why State-owned enterprises and local employers are so attractive to graduates. However, the latest ChinaHR-sponsored Best Employers List, an annual compilation of the most-desired employers among China’s new graduates, contained a different view.
The list, published last month, featured 18 multinational companies (MNCs), and shows an increasing tendency toward working for MNCs as their employment brands become more attractive compared with SOEs and Chinese companies.
Moreover, in the discussions started by job seekers on Internet chat rooms in China, foreign companies seem to attract the most attention. “Hasn’t the Philips interview started? I’m so anxious!” “Does anyone know about Unilever’s admission news?” The urgent questions come one by one, and there are signs of recovery for foreign companies in China – it seems that they tend to be the first goal of this year’s graduates.
Actually, according to my experience in career consulting, this type of change is inevitable. Young graduates seem to feel comfortable when foreign companies interview them. My company, RMG Selection, found that 90 percent of candidates choose to stay in the same type of company. That means people who work for a MNC prefer to have another MNC to be their next employer, while people working for an SOE job-hop to other SOEs as well. Only 10 percent will consider a change.
Why does this happen? Clearly the influence of company culture and philosophy is a major reason. As we know, foreign companies usually have a different culture and management style to more traditional Chinese companies.
The post-90s generation has grown up at a time when the social material condition is relatively rich. In particular, information availability, information technology and the Internet developed rapidly as the 21st century dawned. Those changes have deeply influenced the growth of the post-90s generation.
The Horizon Group recently released a survey about the psychology of this generation. The report showed that 26.3 percent of participators believed the biggest reason for success was “knowledge and ability”; the best features they liked were “talents” (49.5 percent) and “great effort” (29.4 percent). This group of people is said to emphasize individuality and self-actualization. As the survey said, 46.7 percent of respondents enjoy change in their lives and 43 percent of them like to be out of the ordinary. All those qualities fully match European corporate culture, which is often known for its diversification, inclusiveness, critical thinking, encouragement and openness.
What is diversification at the company level? It comes from a multifaceted culture and a comprehensive platform. Take one of our clients, a dental-product manufacturer KaVo-Sybron Dental China, which belongs to a US-owned Fortune 500 enterprise, Danaher Corporation. Their products, including all kinds of dental supplies and infection-control products, are sold in more than 100 countries all over the world.
Its personnel benefit from the company’s diversified platform. Most of KaVo-Sybron’s employees have a medical background. With a solid training system named DBS (Danaher Business System), the employees’ personal qualities are comprehensively developed in different ways, including technique, professional behaviors and creative thoughts. Each year, the Harvard Business School takes a case study from DBS.
Secondly, there is a well-designed rotation program that involves circulating employees between positions and locations. The company also maintains a good relationship with experts in the field, and employees can build up a very powerful network by participating in the salons that their employer holds dozens of times every year.
Another benefit of the diversification of company culture is inclusiveness. Many MNCs or Western companies try to understand the different characteristics of their employees and allow them to flourish. With a more inclusive corporate attitude, the company will take a very different and positive attitude toward making mistakes.
For example, in my company, we firmly believe that the only way to learn more is by making mistakes. Many people (particularly working in Western companies) believe that routinely punishing mistakes contributes to a poor culture, and instead try other approaches such as using mistakes as educational case studies. It’s worth mentioning that the discussion (and any judgment) of mistakes should be kept private, while praise for good work is public.
Should we say “good” all the time? Certainly not. People need to be critiqued, and the post-90s love it. In my experience, people in China are among the most receptive to positive criticism. According to the Horizon Group’s survey, many of the post-90s generation are frustrated and confused as they find a big disparity between practical work and their ideal job. It is therefore hard for them to concentrate on a job for a long time, and their job-hopping rate increases.
Here’s an example explaining how to act. A well-known pharmaceutical company came across a problem when it first hired a batch of graduates from the one-child generation. The company treated them very discreetly, because it was afraid the new employees would break down under pressure. Unfortunately, the new employees were found to be quite inefficient. A later survey by the company’s human-resources department found that direct criticism from their superiors was what these employees liked the most, as they believed a justified critique meant their employers cared about them.
On the other hand, we should also remember to encourage our employees. Motivation and praise promote innovation and maximize development among the post-90s. Increased positive responses let this generation understand that the enterprise accommodates them, and also increases their sense of accomplishment, pride and desire for further good performances.
Last but not least, an open attitude – a common feature of foreign companies in China – is quite precious and satisfying for employees. In my view, openness refers to three aspects. For the first one, the door to foreign companies is fairly open to everyone. Everyone can fully display his or her talent. In the office, it is unusual to refer to someone by their rank. You can surely call your boss by his or her name, and so can your colleagues. Also, many of the more progressive foreign companies have an ongoing, tailor-made training program for their staff.
Then there is the core spirit of company, which is taken as the most important thing to consider before choosing a job. Especially for those post-90s first stepping into the job market, the spirit of company decides their future career development. Once again, let’s take a look at KaVo-Sybron, which takes integrity, passion, innovation and excellence as its spirit. In this special business, integrity comes first, which attracts many graduates to the company. They’re quite people-oriented and insist on a “prior to do everything, you need firstly to be an upright person” principle. For the post-90s, who emphasize individuals and self-actualization, integrity is the most respected personal quality.
The third aspect is the performance-appraisal system. As long as you are really talented, your talents will not be neglected with this system. There are no “unspoken” rules in foreign companies. You are the chief determiner of your own performance, and of course a scientific evaluation method is also a powerful support. This is like the saying “You are your own master”.
This is regarded as the first year that the post-90s graduates will step into the workplace. If you are part of this group, how should you properly orient your career? First of all, you should find out what kind of role you wish to play on the big stage of labor. Then, you need to understand the various careers on offer to find the one that best suits you. My suggestion is that internships are quite a wise way to achieve this; there are various internship opportunities provided by foreign companies. Once you know yourself, and you know what your ideal job looks like, it’s inevitable that you will find a happy and successful workplace.
The author is the founder and managing director of RMG Selection, an international recruitment group. The views do not necessarily reflect those of China Daily.
Read the whole article: http://europe.chinadaily.com.cn/epaper/2012-09/07/content_15742179.htm
Read the magazine: https://www.rmgselection.com/images/rmg%20news_cd_sep_rp_1.jpg
Winning the Talent Wars – RMG CEO Robert Parkinson on China Daily
- Thursday, 01 November 2012 05:39
Companies urged to innovate to retain workforce and stay competitive
Despite receiving thousands of applications every month, Mei Yang-mille has been struggling to find the right talent to occupy some key positions in her company.
Yang-mille, who runs the Chinese operation of Karl Storz, the world’s largest endoscope manufacturer, says that as a multinational company, it has no problem in attracting talented people but often finds it hard to recruit skilled and qualified personnel.
“There are people out there, but the number of ‘A class players’ seems to have got smaller,” she says. “So we have to interview lots of people until we get the right ones.”
Yang-mille says the problem has become worse as the company has expanded its operations in China to meet the growing demand for high-quality medical equipment in recent years.
Along with the booming medical device market fueled by strong demand from Chinese hospitals because of larger purchasing budgets and planned infrastructure upgrades, the German company has also had to increase its number of employees.
“There is a gap between supply and demand of qualified medical graduates and professionals,” she says. “And it is unlikely that the gap will be filled in the next five to 10 years as the medical device market is booming in China.”
Yang-mille was speaking at the company’s China headquarters in Xujiahui, the central business district of Shanghai. The company, which has about 220 employees in China, also has bases in Beijing, Shenyang, Chengdu, Guangzhou and Hong Kong.
She says the entry barrier in the medical device market is very high and graduates from the Chinese education system often cannot cope with the global standards for medical talent.
“At the entry level, the graduates we need are those on the top of the pyramid,” she says. “They should have comprehensive product knowledge and technical expertise and the capability to work with doctors and medical experts. But in China it is hard to find candidates who meet all the requirements.”
Yang-mille says many Chinese graduates are not qualified because they are good at theory but do not know how to handle projects or work in a team.
“As many of them are from one-child families, they do have weaknesses in teamwork, critical thinking and analyzing ability,” she says. “Compared with their peers in the US and Europe, Chinese graduates appear to be less mature at their age.”
Yang-mille says she was astonished to find that a college graduate brought both of her parents to a job interview because she said she needed them by her side. “I’ve never seen this before, but clearly she will never grow up under the wings of her parents.”
She admits that the good side of Chinese graduates is that they are hardworking, intelligent and willing to learn, which are the qualities needed for any industry.
Because of young graduates’ lack of experience, she says, the company needs to recruit experienced medical professionals to fill mid-to-senior-level positions.
But fierce competition as multinationals poach from each other and a limited source of professionals are causing wage inflation and high turnover.
As a result, Yang-mille says, she has to invest in people to build an early pipeline, creating a culture of coaching, welcoming job rotation and internal promotion, as well as running a talent program for top performers.
She has introduced personality assessments into the hiring process and expanded the company’s recruiting efforts beyond major universities, especially for highly skilled positions such as sales, logistics experts or technical personnel familiar with their products.
“We are quite open-minded in recruiting talent, which means we don’t care whether they are from a certain top university or a less known college, as long as they are qualified for the position,” she says, adding that they have three “I” standards to measure whether the candidate is suitable for the job – integrity, initiative and intelligence.
Of course, there is a danger that the money spent on developing talent could be lost if the employee decides to join a rival, a common problem in many emerging industries.
Yang-mille says she understands the threat well, and the company has been focusing on career development instead of relying on compensation packages, which is a good way to reduce staff turnover, but unsustainable in the long run.
“If an employee is staying in the company only because of an offer of a higher salary, he or she will eventually leave because of that,” she says. “I think the most effective way to retain professionals is to care about their career path and guarantee them that there is no glass ceiling within the company.”
Karl Storz offers a range of career development programs, such as rotating people, combined with regular assessments of employees to determine a suitable career direction.
According to a report by Business Monitor International, the Chinese medical device market is expected to expand by about 15 percent every year over the next five years, while medical device sales are forecast to reach $42.8 billion by 2019.
But a lack of qualified medical professionals may be a continuing drag on business performance in China’s medical equipment industry, says Yang-mille, who plans to increase the number of recruits 15 to 20 percent annually for the next 10 years.
“An investment in staff training and development is a company’s critical success factor,” she says.
Read the whole article: http://usa.chinadaily.com.cn/weekly/2012-08/31/content_15722773.htm
Read the magazine: https://www.rmgselection.com/images/rmg%20news_cd_aug_client.png
Top Ten Stressful Jobs in China – RMG CEO on Occupation
- Wednesday, 31 October 2012 10:13
猎头盘点十大高压职业
日前中信证券传出：一位负责法务的员工因脑溢血不治去世，年仅34岁。（来源：新闻晨报）职场精英英年早逝使人不禁联想到近来在媒体上频频爆出的过劳死新闻，一个个鲜活的生命在高压工作下走向了亚健康，更甚者则是使人扼腕的死亡。职场人工作压力大，熬夜加班是常有的事，工作时间过长、劳动强度加重、心理压力过大而导致精疲力尽，引起身体潜藏的疾病急速恶化，为“过劳死”埋下伏笔。
据报道：日本每年约有1万人因过劳而猝死。根据世界卫生组织调查统计，在美国、英国、日本、澳大利亚等地都有过劳死流行率记载；而“过劳死”一词是近15年来才被医学界正式命名。“过劳死”是指在非生理的劳动过程中，劳动者的正常工作规律和生活规律遭到破坏，体内疲劳蓄积并向过劳状态转移，使血压升高、动脉硬化加剧，进而出现致命的状态。而近年来在中国，“过劳死”已经威胁到一线职工并向白领阶层蔓延。事实上，过劳死在我们身边也越来越多。据统计，在30岁至50岁英年早逝的人群中；95.7%的人死于因过度疲劳引起的致命疾病。
过劳死频发的职业也有迹可循，这些高压职业中日复一日的紧绷生活摧毁了他们的健康，使职场人疲于应对。罗迈国际咨询为您总结了十大高压职业，你的职业在其中么？
1.公司高管：
他们不仅要为一整个企业的运营负责，而且在股东和董事会的命令下工作，必须保持利润。这份工作必须懂得足够多的商业知识，并且了解市场和行业发展趋势。此外，他们还得做出各种决策，雇佣谁，炒了谁，在哪里开张，在哪里关张。在经济环境好的时候，企业高管们日子还好过些，一旦遇到的经济危机，他们就得为企业各项的指标衰退而买单。事实上，他们也无法掌握自己的命运。
2005年网易公司沉痛对外宣布公司代理首席执行官孙德棣于9月18日辞世。根据网易在纳斯达克的资料显示，孙德棣死时年仅37岁。此外还有同仁堂少掌门张生瑜 ，38岁突发心脏病逝世； 大中电器总经理胡凯，52岁心脏病突发；爱立信中国总裁杨迈，54岁，跑步机上突发心梗辞世。名单上的每一位，都是成功的社会精英，拥有无可限量的美好前景，但都因为劳累，绷断了生命之弦，在人生的黄金年华便早早逝去，不由人不扼腕长叹。
2.财务/会计：
面对的工作事无巨细，包括报销、票据截止的汇总，以及账务盘点、做报表、制定财务规划等，劳动强度大且要求严苛，一丁点儿的失误都可能造成巨大损失。而且财务人员面对的都是数字、报表，本来就容易造成心理饱和、疲惫。另外，涉及到资金流动，财务部与其他部门的沟通压力也很大。
2011年4月普华永道会计师事务所审计部门一名入职仅半年的员工由于过度劳累引发急性脑膜炎，不治身亡。这名员工为交大毕业的硕士研究生，2010年刚入职，在审计一组工作。她曾患病毒性感冒，但由于工作较忙，并没有好好休息，等持续高烧时才去医院就诊，最终诱发急性脑膜炎，不幸去世。
3.销售人员：
不稳定的工资，结果的巨大压力，以及冗长的工作时间都使其成为一个高压的职业。业绩考评加剧了竞争，对客户和人脉也有很高的要求。此外，应酬多，对身体也是不小的压力。
2010年9月上海市一企业销售部经理38岁的刘先生突然胸腔剧烈绞痛，被紧急送进新桥医院全军心血管病研究所。但是经过一个小时的抢救，依然没能挽回他的生命。据了解，刘先生是销售部的一个片区业务主管，工作能力和业绩突出，并被提拔为副经理。由于肩上的担子重了，加班赶任务几乎天天都有，没有黄金周、没有双休日，生活完全紊乱，随时处于焦虑与疲惫之中，不胜酒力的他还要经常应酬。在3天3夜的紧急加班后，刘先生心脏猝死。
4.理财顾问：
一般从业半年到1年的基金/保险顾问，可能因人脉耗尽面临淘汰。从业3年以上的人员则面临升职压力。因为要想晋升，就要保持业绩的持续增长。最后是来自大客户的压力，他们会对理财顾问的服务进行评估。因此他们需要为别人的财务负责，而他们对市场无能为力。当顾客赔钱时，他们会感到愧疚，可能经常会有人对他们大呼小叫。
5.建筑师：
建筑设计师在旁人看或许是种浪漫职业，实质压力大，工作繁重，不容差错，是个严肃职业。建筑设计师职责包含很广：建筑造型，内部功能分区，建筑材料，色彩，结构，协调水暖电，建筑周边的空间安排，景观设置。需要广阔的知识面以及丰富的实践经验，以及不断的更新进步。而在每一个项目之中，都需要付出无数心血，熬夜加班在所难免。
曾任北京市建筑设计研究院副总建筑师、体育建筑工作室主任的王兵先生于2011年6月23日清晨因病去世，享年47岁。1987年毕业于清华大学建筑系。从2000年到北京奥运会举行，他曾在北京成功的申办和举办奥运会过程中做出了突出的贡献。但其实一直在巨大的压力下苦苦支撑，奥运开幕的当天他就住进了医院，最终早早离开了人世。
6.医务人员：
医生可能被要求在非常不方便的时候工作，很多手术要数小时才能完成。手术要求极度的精确和对细节的关注，还要快速做出可能关乎病人生死的决定。而且，提高的医疗差错的保险成本也是很多医生压力大的原因之一。医患关系紧张，也是医护人员面临的一大问题。另外，医生的工作时间很紧张。如果做到了主治医师，不仅要管多个床位、还要上门诊、急诊，有的还要担任科研、教学方面的任务；获得课题、晋升职称等都是压力的来源。
2010年12月24日，台大医院证实精神内科主治医生陈至全日前被发现卧倒家中，疑似过劳死，引起了网友的争相关注。早在10月底，台大医院也曾传出医生曾胜弘晕倒在办公室走廊，甚至一度停止心跳的消息，这些不禁让人质疑，医生这个曾令人羡慕不已的高薪职业，何时变成了令人同情的高危险人群。台大医院相继爆出医生疑似过劳的新闻，让众人看到这个职业光鲜背后的无奈，有台媒爆料，医生早上7点就得参加科里的 “晨会”，9点开始看诊，名医可能要看到晚上都看不完，而外科医生则常常是要彻夜开刀，疲惫不堪。
7.人力资源主管：
人力资源部要做所有员工的绩效评估、奖金分配、调薪计划以及员工满意度调查等工作，对于员工激励以及培养员工工作热情有着非常大的意义，对脑力以及体力都提出了很高的要求。 另外人力资源主管身负招聘任务以及人事权，也容易带来人际关系上的紧张，对于沟通能力要求颇高。在公司裁人时，或是员工流失的情况中，则会夹在老板和员工之间，左右为难。
8. IT程序员：
一方面，程序员的工作强度之大，是一般人难以承受的 。程序员的生活普遍没有规律，特别是在关键的开发期间，每人从早上9点工作到晚上12点,有的甚至吃住在工作室。如此，一段有限的时间方能完成整个项目。
另一方面，软件开发中所用到的技术，大多更新换代非常频繁。这么快的更新速度，要求程序员必须有良好的创新能力和学习能力。很多程序员在30岁以后将不具备这种能力，只有面临淘汰。何况IT行业人才辈出，长江后浪推前浪，无疑将加速这种”优胜劣汰”的机制。因此，IT程序员除了工作上的加班时间，还必须拿出许多精力私下充电学习。
“百度地图”一名技术研发人员，在上岗仅有四个月后，因心脏衰竭而亡。据其生前发表的微博发现，死者工作繁忙，曾48小时不休不眠，一众网友直指其是“过劳死”。此外，还有一度在网上传得沸沸扬扬的华为员工过劳死事件，足见IT行业在高压力的职业中首当其冲。
9.记者/编辑：
从“无冕之王”到“新闻民工”，记者这行业也在剥掉“神秘的面纱”。在国际上，记者甚至已经被列入了高危险行业。另外，新闻求新求快，高强度工作同时考验记者及编辑的脑力与体力。尤其是无处不在的竞争，更是时时让新闻从业者绷紧了神经。
此外记者也是在前线工作的人群之一，因为工作的原因他们必须经常进入边远的、危险的地方。许多人可能会一天工作24个小时，当新闻来的时候，摄影记者必须在尽可能短的时间内出发并且做好长时间战斗的准备。
原《时尚》资深编辑、媒体知名人士原小娟就因胃癌永远离开了这个世界，据悉从2005年年底她开始承担大量工作，她在博客里也写到“工作量基本是一个普通编辑的三倍，这还不包括辅导新编辑做稿子，一半的时间厚厚一本杂志有三分之一的稿子都是我一个人做的”。而她将自己的病因归结为睡眠严重不足、饮食极不规律、精神压力太大。无疑是新闻从业者高压工作的真实写照。
10.行政人员：
行政工作事无巨细，考核评比烦不胜扰，又对协调和工作能力要求高。常常在老板既要节约成本又要做出好效果的要求下，绞尽脑汁做方案。这是一个竞争激烈的领域，必须高效完成各方面的琐碎工作。每个细节都马虎不得，各个方面都必须照顾到。高级行政管理人员还需要在其他领域有优秀的表现，而且每天还要做出很多关乎公司和职员未来的决定，压力非常之大。
一串串令人触目惊心的事实，以及令人悲痛的逝者，都不断提醒着职场人警惕亚健康和过劳死。有专家指出：管理好自己的身体健康也是一门智慧,并且是伴随人一生的长期工程。悲剧的发生不只因为难以承受的巨大的工作压力和负荷，更重要的是人们透支了自己的健康，忽视了身体发出的危险信号。这种“前三十年用身体换金钱，后三十年用金钱买健康”的观念实为祸及自身的导火索，最终导致陷入病痛的折磨。而在被透支的生命面前，成就和金钱都显得苍白无力。往往在健康受损之时，人们才会反思身体是本钱。关怀自己，适时停下忙碌的脚步，才能走得更远。
无论做怎样的工作，职场压力都是客观存在的，关键在于如何应对。面对hold不住的高压职业，试着调节自身，找到工作和生活的平衡。工作不是生活的唯一追求，更不应成为生命的负累。无论付出多少努力，追根究底都是为了更好地生活。对于职场人而言，平衡压力，更要平衡内心，“压力山大”，也别奴役自己的幸福生活。
Read the whole article: http://www.qikan.com.cn/Article/zhye/zhye201208/zhye20120843.html
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9 Steps Guideline – Hire to Keep Your People – RMG CEO on Business Tianjin
- Wednesday, 31 October 2012 09:32
If we ask any professional person who works in a leadership, P&L management or strategic HR role for the most pressing problems in their work, the answer often focuses on two key points: how to hire the right people in the first place, and then how to keep them. In fact, the more employees we keep, the less hiring problems we will have in the future, as we benefit from the ‘stability snowball’ effect. As a recruiter of more than 15 years, I have learned to see the concepts of hiring and retention holistically, i.e: not as two independent processes, but rather as one. So here we share with you our 9 RMG golden rules of hiring to keep:
1. Ownership: Usually there will be several rounds of interviews before you offer someone a position. You get opinions from each interviewer and you often deal with the challenge of multiple time zones and complicated agendas. The resulting problem is that nobody seems to ‘own’ the hiring process. No one person takes responsibility for the new hire. This may result in losing good candidates, and a poorly perceived hiring process. SOLUTION: the hiring-manager owns the process and makes the decision. Do you take team input and feedback? Yes. Is it a team-decision? No, because the problem with ‘team-decisions’ is that nobody is ever quite sure who’s made it.
2. Money just can’t be the reason (ever): Make sure someone does not join you just for more money. Salary is the simplest way to attract your people away from you if that’s the only reason people join you in the first place. Successful employment relationships evolve when the values, goals and beliefs of the employer and employee are shared. In fact the decision to take a new job is rarely just about the money. However it often does seem that way, and it is important to get to the heart of the matter: what’s really important to your potential new team-member about their career? ACTION: Find out what really drives your new hire, and if, after thorough professional evaluation you conclude it’s just about the money, don’t move forward, because you’ll regret it if you do.
3. Pay them enough: We’ve dealt with why money shouldn’t be the only reason to hire, but it also can’t be the reason to put someone off. If the market’s paying 25k a month, then it probably makes sense to pay 26k if you like the person. Put simply, if you find someone is willing to join you for good reasons, then pay them well. Don’t (allow anyone to) play games with the candidate because it will make you look bad: a candidate who expects 35k per month, who is offered 28k a month after 4 rounds of interviews, will not flatter your hiring process on Weibo!
4. A definite salary scale: You need to set it up and then stick to it. Do not make any exceptions – keep a good internal equity. Any special treatment will break your system and the balance of the whole team. In other words you need to have a salary structure that is flexible enough to attract the right people, but is structured enough to reward the different grades in your organisation. Good candidates who genuinely want to join you will understand that exceptions can’t be made.
5. The Total package: The perceived value of your total package is very important. Set up other incentives which are not purely cash based: overseas trips (the top RMG performers are off to Thailand in July!), extra holidays, recognition systems (for good work), prizes/vouchers, team-building nights, etc will all encourage your people as well as being clear indications of commitment and investment in staff. You should also provide training and contribute towards a pleasant working environment.
6. Time and attention: When new people join, the manager should spend time with them and pay attention to them. The manager’s time means a lot to a new recruit. People will perform better when they see people notice them when they are new to your company. Too often, when candidates leave their new jobs quickly, they report that there was no induction process, or that they felt like they were getting in the way, or that no-one told them what to do. See your time with your new hire as a direct investment in the success of them and your company. This is particularly true of candidates in the first 5 years of their working life.
7. Calculate hiring costs: What is the financial cost of hiring a new staff member? How much does the time taken cost? Are there external recruitment costs? What is the total cost of a new hire not working out. What are the costs to your company’s reputation and employment brand? Once you count the full cost in financial terms, it will help show you the importance of a well thought-out hiring process and help you place extra attention on details that previously did not receive enough importance. Viewing the hiring and induction process from this perspective will also help you to think more creatively.
8. Be aware of non-verbal communication in both the hiring & induction process: People’s eyes won’t lie to you! When you talk with your candidates or your existing team, do look at their eyes and be aware of their body language. Those signals tell you much more than the words (much much more!!). Are they happy/unhappy? Satisfied/dissatisfied? Open or hiding? Wise managers trust both their own instincts and the non-verbal signals from their people. It is said that only 7% of a communication’s importance is attributable to the actual words.
9. Trust your instincts: Human beings make decisions instinctively (and emotionally) and then search for the facts to justify them. Whether or not you believe this to be true, it is certainly worth keeping in mind that your feelings do provide a great compass to guide you towards, for example, a need for further information. Trust them.
Read the whole article: http://www.businesstianjin.com/index.php?option=com_content&view=article&id=4933:hr-9-steps-guideline-hire-to-keep-your-people&catid=152:august-2012&Itemid=100
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