Tag Archives: China Headhunter

Call for Reform at the Top of State Firms – RMG on South China Morning Post

Global success needs leaders fit for the role at state enterprises, say experts

Getting the right people in the right positions is one way for enterprises to succeed, but this is easier said than done for state-owned enterprises (SOEs), due to the government’s dominant role in leadership appointments.

 Now experts have called for reform of the appointments system to help improve the firms’ competitiveness in making inroads into global markets.

The mainland’s 116 SOEs are managed by the State-owned Assets Supervision and Administration Commission, which also appoints top executives to the enterprises. The appointment system allows senior officials to swap between SOEs and government bodies.

The practice has been criticised by Zhu Boshan, general manager of Tacter Consulting in Shanghai, who says that operating an enterprise under such a bureaucratic practice “is an obstacle for SOEs to improve their efficiency”.

Zhu, an expert on SOE reform, said some senior executives in the sector were only concerned about building a personal image and short-term achievements and did not care about the long-term development of an enterprise. “Unlike the situation in private companies, you can’t dismiss them even if they are unable to achieve decent results or pass assessments,” he said.

Xu Hongcai, deputy director of the information department of the China Centre for International Economic Exchanges, a government think tank, said a posting to a well-paid SOE position could be “compensation” for an official’s contribution to the government over many years.

Under such an appointment system, executives appointed to run an SOE might not be the most capable and might not be able to seize opportunities, said Xu. The lack of transparency in top executive appointments also demoralised other staff who felt they were sidelined in the process.

Reforming their shareholding structure could be a solution, Xu said: “The proportion of government shareholding is too dominant.” SOEs should introduce more private and institutional investors such as the national pension fund, he said.

“Institutional investors seek returns on investment and they will be able to put pressure on those top executives,” Xu said, adding that a reward and punishment system would help remove incapable executives.

Zhu said the boards of SOEs should be reformed so that directors could eventually take over the responsibility of making executive appointments.

SOEs’ initiatives to “go global” also put them under pressure to reform their staffing systems, Zhu said. In addition, China’s construction sector could soon peak, making it necessary for state firms in this industry to seek overseas business opportunities. Against this background some SOEs have been criticised for competing with domestic private companies, adding to pressure on them to expand overseas.

To be globally competitive, SOEs needed overseas talents who are more familiar with international standards, Zhu said. “But the current appointment system is unable to find and place global and high-end talents.”

Robert Parkinson, chief executive of RMG International Business Consulting in Beijing, said many prospective candidates in Europe and the United States were keen on employment opportunities in China, but the culture was too different.

Going global would be more difficult for SOEs if they are run by people who are not really suitable, Parkinson added. “To make it bigger overseas, you need people in more countries. And reform is mandatory.”

Read the whole article: http://www.scmp.com/business/china-business/article/1133371/call-reform-top-state-firms

Developing the Human Capital of Chinese Women – RMG CEO on Business Tianjin

It’s already more than half a century since Chairman Mao said “women should hold half of the sky”. However, recent research by the international accounting group Grant Thornton, which was based on over 6,000 interviews with business leaders between November 2011 and February 2012, found only a quarter of senior management positions in China (25%) are held by women. Meanwhile, Russia emerges as the country with the highest proportion of women in senior management positions at a much higher 46%. Based on RMG’s consulting cases, we have found that female leadership could increase the creativity and stability of the corporate organisationa. Another study, ‘The Bottom Line: Corporate Performance and Women’s Representation on Boards’ (Lois Joy and others, 2007), found that businesses with a greater proportion of women on their boards outperformed rivals in terms of returns on invested capital (66% higher), returns on equity (53% higher) and sales (42% higher). Therefore women in China may have a very large and unrecognised potential to make even greater contributions to the society’s tremendous economic achievement so far. Also of note is that women in China make up more than half of the University student population. In this regard, the female proportion of regular University places was 37% in 1997, 40.9% in 2000, 44% in 2003, 46% in 2005, 48% in 2007, 50.2% in 2009 and 50.8% in 2010. That means the number of female university graduates is increasing by a remarkable 1% per year. These reports and statistics show that the necessity and urgency to hire and develop female staff in your company can be inferred as being self-evident. In other words, if you don’t start developing the ‘She-Power’ now, you will face a more and more serious situation of talent shortage because other companies are hiring more women, i.e. here’s a resource: use it! It’s hard to find a Chinese woman, or a woman anywhere for that matter, who exhibits the Thatcherite demeanour of Britain’s ‘Iron Lady’. However, if you scratch beneath the surface you might find an iron hand in a velvet glove. Also, when we compare communications between Chinese men and women, we find men tend to lead the conversation in a strong way and women tend to listen and have more interactions. Chinese women are very good at staying focused on their goals with laser-like precision. In particular, the female’s performance will be resolute when they have to make tough decisions. The notable second aspect of having female managers is that they are great multi-taskers with high procedural ability to execute. Scientists say that women have an ability to think in a three-dimensional way and their brains can easily deal with many different tasks at the same time. On the other hand, it is said that, men have a ‘lateral’ way of thinking to deal with one problem at a time but with a greater degree of focus. There is another set of data from Grant Thornton’s report that may prove these characteristics even better: Of the executive management positions occupied by women in China, most are COO (Chief Operating Officer) or other types of organisational roles with 45% of the positions and the least occupied role (by women) is that of the CEO occupying only 9% of those surveyed. Most Chinese women are natural team workers with a high ‘EQ’ (Emotional Intelligence). As well as the inherent female genetic aspects of EQ, Chinese society and the local systems of family and education have encouraged this aspect of Chinese females because traditionally, girls in the family are trained to be the helper, supporter and backbone of the family unit. Therefore, they feel very comfortable when being involved deeply with other team members. In addition, the Chinese lady is known to be very humble and modest. Namely, they are taught to control their emotions very well in different situations as a woman. ‘Emotional Intelligence’ is the ability to identify, assess and control the emotions of oneself, of others, and of groups. Women in China are often educated more than men on this subject by their parents. Indeed it’s amazing that the above features of women match the modern business needs so well. In fact, not enough effort is placed on promoting and developing the unique contribution women have to make in the modern Chinese business world and the preciousness of the male still overflows into the corporate world. Every coin has two sides. Your biggest advantage could be a disadvantage to you as well. The stereotypical education of the Chinese lady is also about training women not to be pleased by external gains and not be saddened by personal losses. This concept makes most Chinese women unable to understand their own advantages and position themselves properly within the social or corporate situations. Female leaders who have succeeded still have to be faced with social consensus of the criticisms and accusation for what they have done. Those who are unable to undertake these pressures tend to escape easily. As a result, females sometimes encounter a career bottleneck. In response to this, the HR practitioner could create a special training system for female staff to help explain their unique position and how to get use this to their greatest advantage- both in their careers and in the management of their business. Some successful women in their companies could be the best candidates for a coach, for example, this is might also be a way to build self-confidence for shy Chinese women. It may be a useful thing to do (for an HR Manager for example) to invite the CEO or equivalent to express encouragement towards female executives openly and regularly, (in a form of ‘positive’ discrimination!) Women also tend to be more sensitive (in particular to language according to the G.T. study) than men and these small gestures could help build small eco-systems whereby women have a greater level of equality than in the overall society, which is of course very good for their sense of self-worth. Secondly, HR departments may take family-related factors into consideration when helping female staff to plan their career paths and setting-up job goals, because men tend to have a greater sense of mission and responsibility- whilst females may be more concerned with family issues. Influenced by the traditional thought that men work for living and the women tend to be in the home, females must balance their work and life, and this directly leads to the reality that females have to play various social roles. Also, research suggests that female executives with high potential are less incentivised to achieve promotion and career development than their male counterparts. This mentality is more obvious in the later period of their career development curve. A way to alleviate this problem is to improve women’s welfare and working conditions. Examples include flexible working hours (so they can take their children to school, for instance). Another example is from one of our clients: They schedule a Parents-Children Day for all mums within their company. On that day, the company invites the husbands and children to work with the mums together. In this way, the family could understand the pressure and world load of their mums better and consequently reduce stress from the family side. Last but not least, it’s very important to train the male leaders on communicating with women staff appropriately, considerately and with respect.There are many men who are excellent business leaders but struggle when it comes to the niceties of ‘small talk’ with female colleagues. One report about society and culture from UNESCO demonstrates that the whole area in Asia-Pacific has lost USD 12-17 billion because of companies’ failure to properly utilise their female talent. How much of the loss is coming from your company? Or put better, how much do you stand to gain, financially and environmentally from better utilisation of the ‘fairer sex’!

Read the whole article: http://www.businesstianjin.com/index.php?option=com_content&view=article&id=5773:hr-developing-the-human-capital-of-chinese-women&catid=178:2013-january&Itemid=100

China talent-flow survey 2012 – 2013 launched by RMG Selection

罗迈国际:2012- 2013年度RMG中国人才流动调查启动



  • 与你相比,你的同事被猎头联系的频率有多大呢?
  • 你的员工与猎头的交谈内容是什么?你在面临着怎样的竞争?
  • 你所联系的猎头是否是合适的?对此你应该有什么期待?
  • 公司是否付给了你足够的工资?到底多久应该上调一次?

为了更好的了解大中国区范围内2012-2013年人才在地域、公司类型、行业及职位上的流动趋势,并深入了解其流动方式及隐含的原因,罗迈国际商务咨询(北京)有限公司发起了一次“2012-2013年中国人才流动市场调查” (RMG China talent-flow survey),通过此次调查用具体数据观察中国人才流动的具体情况。点击此处参与调查

罗迈国际商务咨询(RMG Selection)是一家由资深顾问组成的国际招聘组织,专注于各行业各职能部门的中高端人才搜寻,并同时提供人力资源咨询,薪资调研,心理测试以及领导力训练课程。想了解罗迈国际更多信息,请访问www.rmgselection.com

据悉,本次调查活动截止至2012年1月28日,参与调查的用户将会免费获得本市场调查一份,并且会收到罗迈国际免费提供的面试大礼包 — — 由资深猎头顾问编写的面试秘笈一份。


China talent-flow survey 2012 – 2013 launched by RMG Selection

RMG Selection: China talent-flow survey 2012 – 2013 launched by RMG Selection

As the uncertainty of the global economy is increasing, talent flow has been the major factor which affects the economy of both enterprises and industries. In that way, what is the truth of talent flow status in China and what kind of functions do headhunters have in this section?

 If you want to know:-

  • How often are your colleagues called by headhunters compared to you?
  • What are your staffs being called about? What competition are you up against?
  • Are you talking to the right headhunters? What should you expect?
  • Are you paid enough? How often is it really right to change?

In order to understand the current talents flow trends on region, company type, industry and positions within the Greater China Region, and get an insight on job changing and how candidates engage with headhunters, RMG Selection initiates a survey about China talents flow in 2012 – 2013, hoping that people will get a full understanding of the China talent flow status through the specific statistics. For details of the survey, please click here.

RMG Selection is an international recruitment group focused on specialist selection of high performers in niche-disciplines. As well as our main business of talent management and acquisition, we also offer the following services: HR Consulting, Salary Surveys, Psychometric testing, Outplacement, Leadership coaching. For more information about RMG, please visit www.rmgselection.com .

The survey will be closed by 28th Jan 2013, participants of this survey will get a FREE copy of the report. In addition to the report, participants will also receive a FREE gift from RMG Selection — a detailed guide from experienced headhunters – Interview Secrets:

Answer Sam as a reply letter.

10 Trends in Talent Management 2013 – RMG CEO on CEOONLINE


2012年底,《世界经理人》进行的“中国企业面临的最大管理挑战” 调查结果印证了这一点。调查结果显示:未来十年,人力资源是企业面临的最大管理挑战!



姓名:潘瑞宝Robert Parkinson 职位:罗迈国际商务咨询(北京)有限公司首席执行官


公司:罗迈国际(RMG SELECTION),是一家由资深顾问组成的国际招聘组织,专注于各行业各职能部门的中高端人才搜寻,并同时提供人力资源咨询,薪资调研,心理测试以及领导力训练课程。

Blog:rmgselection.blog.ceconlinebbs.com/ Read the whole article: http://www.ceconline.com/hr/ma/8800065629/01/