Tag Archives: China Headhunter

China’s Next Top Scout – RMG CEO on China Daily

More headhunting companies are coming to the fore in finding candidates for domestic firms

Each time Li Yunqing, the director of human resources at Digital Leader Tech Co in Beijing, tries to fill a new position in the company, she struggles to find the right person from a list of candidates on the Web. Often, she finds that an Internet search for talent frustrating. What’s worse, she says that when candidates come in for an interview, most have not bothered to read the job description. “This is seriously a waste of time for my work as well as for the company,” says the 30-year-old executive at the high-tech firm.

But help is, and has recently been, popping up in greater numbers in China in the form of headhunting companies, which Li says has made her work much easier. As more and more Chinese companies strive to compete against multinational companies and find success in the global economy, more are using recruitment services as a way to find top-level talent and stay ahead.

According to the report for Executive Search Industry in China, in 2006 there were approximately 3,000 headhunting companies in major Chinese cities such as Beijing, Shanghai and Guangzhou. This year, there are currently 23,000.

Foreign headhunting companies first established offices in China 15 years ago but their practices initially focused on multinational companies, helping them find employees to work on the Chinese mainland.

In most cases, the recruiters gravitated toward hiring Malaysian Chinese, Singaporean Chinese, candidates from Hong Kong or Taiwan or Chinese returnees from the United States.

But during the financial crisis in 2008, as many multinational companies suffered and put a temporary halt to global recruiting, demand for talented employees from domestic companies grew. And as China surfaced from the recession as one of the most dominant players in the global economy, the need for local talent from Chinese companies skyrocketed.

“When we first entered into the Chinese market in 1998, 90 percent of our clients were multinational companies, but today we see half of our clients from multinational companies, and half from local companies,” says James Darlington, Asian regional director of Antal International, a global HR consulting firm. “This is very impressive as more local Chinese firms started to see how important it is to get the best people.”

Ma Rong, director of headhunting at Sam’s Party, a leading domestic recruitment firm in China, says she believes at least 50 percent of enterprises in China, such as Haier Group, Inner Mongolia Yili Industrial Group Co, Inner Mongolia Mengniu Diary (Group) Co, Midea Group and Gree Electric Appliances Inc, are using headhunting companies to find management-level talents to compete on the global stage.

“A few years ago, these Chinese enterprises were not concerned with using headhunters to find middle or top talents for their management team, but now they want to beat the multinational companies,” Darlington says.

Mark Carriban, managing director at Hudson, an international recruitment company that established offices on the Chinese mainland 11 years ago, expects a balance in their portfolio of international and local clients.

Currently, 85 percent of Hudson’s clients are multinationals in China, while 15 percent are domestic. “As many local companies internationalize and acquire business overseas, their HR policies will become more refined. Therefore they will demand more quality recruitment service from foreign headhunting companies,” Carriban says.

He says that as the government shifts economic focus from exporting to increasing domestic consumption, Carriban says there will be more opportunities for Chinese companies to hire domestic talent.

“We have found there is a bigger demand from retail and the luxury sectors as people’s living standards in China get better,” Carriban says.

According to Hudson’s January figures on recruiting in China, 66 percent of companies in the country said they would increase hiring in the first quarter of 2012, an increase from 64 percent the previous quarter. Sectors such as automobiles, healthcare and life sciences, green energy, retail and industrials in China are showing a picture of health and growth this year.

The big question with recruitment services in China, however, is how quickly will a country based on the traditions of using guanxi – which translates to relations and is the central Chinese idea of personal networking – accept recruitment service companies? Is there any room for headhunters in a country where the right guanxi makes all the difference in ensuring that a business venture is successful or a job position is filled?

Robert Parkinson, founder and CEO of RMG Selection, a recruitment consulting company based in Beijing, says Chinese companies will take a long time to truly embrace the concept of recruitment services because guanxi still plays an important role in Chinese society.

Liu Qinghui, a 28-year-old engineer who specializes in designing in antennae for electronics, found his current job through the recommendation of his tutor at college.

“I know I was qualified for this position, but there are so many people out there. Without a recommendation from my tutor, I might not able to pass the resume screening,” he says.

Often it is acquiring the right guanxi with the right people that will determine whether a company is successful in China. Moreover, the inevitable risks and barriers entrepreneurs encounter while doing business in China will be minimized when they have the right guanxi.

“It will take five or 10 years for Chinese people to use headhunting companies for outsourcing,” says Parkinson, 34, who has been in Beijing for almost seven years.

Nonetheless, it is clear to many recruitment consultants like Parkinson that more Chinese companies are finding that the best way to be successful is finding the right personnel.

“I think we are seeing two trends in the Chinese side: Some companies are trying to build a stronger local management team with individuals who have international work experience. So for them, they are looking for more returnees,” says George Fifield, managing director of Korn/Ferry International’s Beijing office. “On the other side, I expect to see a lot of demand from Chinese companies to help them find people in Europe, Australia and North and South America as they start overseas operations.”

“By using these headhunting companies, we could find candidates more efficiently, and most importantly, they are very focused and the candidate they find for us very much meets our requests,” Li of Digital Leader says. “It’s good to use headhunting companies as they have a bigger database of the talent pool.”

Li says many headhunting companies in China provide candidates for their clients until the client is totally satisfied with a candidate. If a candidate is not up to par, the person will not be hired full time after a three-month probation period.

Despite the need for managers among Chinese and multinational companies, there is one major challenge for all of them: a dwindling supply of talent.

Francois de Yrigoyen, deputy general manager of Manpower Group China, says “because (more and more seniors are coming into the period of) retirement and (because of the) one-child policy in China, there is not enough talent for this booming market”.

“The challenge here I think is to build supply – a supply of people who have years of speaking foreign languages, who have lived overseas, studied overseas and have some understanding of what it is like to work in different companies,” Fifield says.

Carriban says they are facing a shortage of high-performing candidates who can make a difference at companies. He also says there is a certain shortage in candidates with leadership skills, sensitivity to multiple cultures and strong English language proficiency.

Many foreign recruitment consulting companies in China have addressed this shortage by offering training courses in English and leadership programs for their clients.

Today, the hottest sector looking for talent is in research and development. According to China’s Ministry of Commerce figures, there are now 1,200 foreign multinational R&D centers in China, representing a $12.8 billion (9.3 billion euros) investment. There are no fewer than 353 such centers in Shanghai alone. Top level talent will clearly be in high demand over the next 10 years.

“When I came to China seven years ago, mostly our practice in China was predominately with multinational companies and very little work with Chinese companies. Today, one-third of our business is with Chinese companies and two-thirds of it is with multinationals in Beijing, Shanghai, and Guangzhou,” Fifield says. “But I hope that ratio will flip because we are in China, so our practice should be China-based or China-oriented.”

Read the whole article: http://europe.chinadaily.com.cn/epaper/2012-04/06/content_14992467.htm

Read the newspaper: https://www.rmgselection.com/images/rmg%20news_cd_apr_rp_2.png

Faced with Redundancy – RMG CEO on CRI Easy FM

分手总是伴有悲伤,和老东家前同事分手也不例外。应该如何做到和平分手并马上振作起来呢?今天的嘉宾依然是罗迈国际咨询的Robert Parkinson。

Listen to RMG: http://english.cri.cn/4926/2012/02/22/1561s682647.htm

The First Time When a Recruiter Knock at Your Door – RMG CEO on Staffers Magazine in February

第一次, 猎头来敲门

初入职场的人来说,猎头是一个“神一样的存在”——他们专为那些“高级人才”、“高职位”、“高薪水”的三高成功人士服务……

故事1 Sam :第一次接到猎头的电话,我正在一个半封闭开发的项目中,大家都在一个大会议室的圆桌上办公,当时根本没想到会是猎头打的电话,直接就在办公室里接了电话,并且由于太过惊讶,说话完全没有掩饰。于是所有人都听出了一个猎头给我打了电话——在相对敏感的项目开发阶段。这事很快就传到了老大耳朵里,自然被叫去一番谈心,其实我根本就没有跳槽的意思,第一次被猎头打电话的感觉是“背黑锅”大于被认可的喜悦。

提问:第一次接到猎头的电话要如何应对?

如果被现在的老板知道,又不想跳槽,要如何解释?什么样的新人会更容易被猎头发掘?

Robert :不知道你所写“说话完全没有掩饰”具体是指哪种情况,情况一是指明了“不好意思,我对您提供的机会不感兴趣”,那么很简单,大方坦诚地告诉老板事实,说明自己有多么喜爱目前的工作、希望在这里继续有所建树,并且再没有与这个猎头联系。如果是“不了了之型”就稍微麻烦点:很多年轻人由于紧张和脸皮儿薄,大多会在第一次接听猎头电话并且不想跳槽的情况下采取这种对策,即由于好奇问了一下情况,然后不感兴趣又不好意思直接告知,便推脱再说,甚至可能在猎头热情地服务下留给对方电邮。

这种情况被老板知道确实比较糟糕,任何掩盖都会越抹越黑,坦诚地交代情况,说明自己的年轻、好奇以及礼貌和气的思想,然后如“情况一”一般表明自己的态度,最后,当然还需你自己在后面的工作中以业绩证明自己。总而言之,真诚敞亮的态度和简洁明确的表述是赢得老板信任的基础,同时在实际工作中一如既往地努力,相信任何老板都会赏识这样的人才。

其实大可不必对猎头来电如此紧张,这仅仅是个简单平等的对话,相互介绍并交换一定的信息。《高效能人士的七个习惯》之一就是,先倾听和询问,了解对方意图,再决定自己说什么。这时,我们提问和判断的依据就是自己目前情况和职业规划。只有清楚明白未来的发展方向和个人喜好,自己现在有什么缺什么,才能有的放矢地评价新机会。随着猎头市场的细分,确实也会有只有两三年经验的人“被挖”的情况,以IT 技术、销售和电气类工程师为多。但从长远来看,各个职业机会均等,不会因为有的可以早跳而最终在收入、职位、成就上首当其冲。积极完善自身、明确方向、持之以恒是放之四海而皆准的正途。当然职业顾问可以在其中起到辅助或者催化的作用。所以接到猎头电话时,不需要这个机会也不必“老死不相往来”,明确表明不看机会也可以交个朋友,作为工作咨询和市场信息交换还是会对大家的事业有所裨益。 故事2 Amin :接到猎头电话的那段时间,我刚完成了新人蜕变,觉得自己还挺能干。整个人处于一种公司对不起我,老板对不起我,看什么事情都不顺心的状态,心里总想爆发一下。这时猎头的电话来了,于是我的自信一下子爆棚,刚好那天领导因为一个小事批评了我,连带就说起我最近的工作不在状态。

我自然不服气,一股“爷还不伺候了”的“豪情”油然而生,拍桌子就辞职了,更蠢的是,在和那个猎头见面的时候,我还傻呼呼地把这个段子讲了,一副特信任对方,把自己托付给对方的样子。然后……当然就没有然后了。

提问:如何与猎头第一次会面沟通?如何处理现有工作?

Robert :冲动是魔鬼。首先明确猎头对候选人的身份是咨询人员,是职场人士了解就业趋势、薪酬水平、雇主信息的渠道,是获得合理职业规划的来源,最后才是一个赢得新工作机会的途径。在最后一条中,猎头们并无决定权,所以大可不必接到电话就飘飘然。当然,也没有必要“托付终身”,猎头也不是你的闺蜜或把子兄弟,分享生活爱好OK,职场上的事情,双方均保持应有专业度最好。

简而言之,第一次会面时,将猎头当做合作伙伴和就业咨询师,以相互了解为目的,更多地进行基本信息交换和信任建立。事前可以对猎头所属公司进行一些了解,口碑、规模是一方面,近一年的发展状况也应参考,更重要的是猎头顾问个人的信息,是专职寻访候选人还是客户人选都操作?有过几年经验、哪个等级?是负责某一行业还是某一职能?另外根据自身职业发展需求准备一些问题。

那么,这样一种轻松交流基调下的猎头会面,自然属于“课余活动”,与其他周末类活动无异,工作当然照常进行。而且,“当一天岗负一天责”也是专业素质和个人素养的表现,各方各面都会尊重和欣赏这种负责的态度。“人外有人,天外有天”,谦逊即是时时告诫自己虚心求教,骄傲则只会令人后退。年轻人,犯错吃亏才能成长。吃一堑长一智,你的这个小小段子就价值斐然。 故事3 音子:我在北京的一家行业内还算中上的软件公司做测试,突然一天就接到一个电话,说自己是猎头,有一个外企在天津刚开了一个分公司,需要像我这样的软件测试工程师。由于薪水接近我现在的两倍,我自然想去看看,于是就把详细的简历又给了猎头一份,然后就被通知一周后参加企业的笔试。去了一看,就跟大学生现场招聘似的,大约10 个左右的职位,乌泱泱的至少上百个人等着考试,当时我的气场就萎缩了,也没怎么好好答题,最后也没有通过笔试。

提问:如何判断猎头提供的机会好坏?

如何判断猎头是否靠谱?猎头到底会为求职者提供什么样的服务?

Robert :从1994 年中国第一家猎头服务公司成立至今,这个行业已有了近20 年的长足发展,除了数目成几何增长,其服务范围更加广阔,类型更加细化。

“猎头”不过是一个通俗的统称,以前的猎头们只负责高精尖人才,现在仅按职位类型可以分为中低端、中高端、高端以及低端批量职位。公司内部也有了更多划分,有按不同行业的,有按不同职能的,有寻人专员,也有客户经理或者二者兼顾……各种结构各有利弊,并不做评判标准,但有助于职场人士更好地与猎头合作。

好的猎头的服务是贯彻整个跳槽过程的。在接触初期,猎头提供的是一种职业咨询服务,帮助大家理清发展通道,判断适合哪些职位。更重要的是,对于目标职位,猎头顾问可以提供人性化的信息服务,如组织结构、人际关系、具体薪酬体系等。中期猎头的作用会更加明显,各轮面试的指导定是不在话下,不仅针对职位职责而且针对具体面试官和雇主风格;另外还有面试结果的反馈、总结与再推荐,帮助候选人做补充说明,避免面试中的误解。在后期,猎头顾问会根据面试情况和雇佣双方需求帮助候选人争取利益最大化,薪水的数目、福利获得等。

即使中间任何一个环节出现问题,猎头顾问也会帮助总结,以备日后之需。

具体到某一个猎头提供的机会是否靠谱,是因人而异的事。机会不可能适合每一个人,猎头顾问也保证不了每个他联系的候选人都能得到新机会。只有清楚自己想要什么,再结合市场及自身目前状况,才可以判断这个职位对自己是否靠谱。然后还要靠自身的完善和努力,令这个机会只对你靠谱。

音子也不必气馁,听起来你碰到的这个职位是个低端批量招聘型的,特点就是职位薪水不高但需求量大,技术类职位进行笔试也很正常,猎头的协助也不是一劳永逸,双方密切合作认真准备每一场面试才是关键。当然,不可否认,文中提到的猎头服务也不太专业,关于职位信息和招聘流程是理所当然应该介绍的。

Read the whole article: http://biz.cb.com.cn/12716612/20120228/342141.html Read the magazine:  https://www.rmgselection.com/images/rmg%20news_sta_feb_rp_2.jpg

Faced with Redundancy – Strategic Solution for White Collars – RMG CEO on CRI Easy FM

龙年伊始,李宁公司宣布大裁员,具体人数还未确定。此外,最近不少其他企业也有裁员计划,尤其是房地产公司、网络公司等。面对“一纸休书”,白领们应该如何应对?来自罗迈国际咨询的Robert Parkinson告诉你。

哪些工作正面临裁员危机?

Listen to RMG:http://english.cri.cn/4926/2012/02/22/1561s682645.htm

Do Make Use of Sensibility, Refuse to be Oversensitive–RMG Marketing Manager on Staffers

善用感受性,不做过敏者

双鱼的感受性特别强,别人不经意的一句话、一个动作,他可能已经暗自神伤。但若这种敏感过度体现,就需要正视了。

卡夫卡曾经说:“每一个个体都有其性情,由于这种性情有其差异性,人与人之间、人与世界之间总会有不尽和谐之处,这种差异和不和谐造成了个体对自身处境及非己者的敏感。”

敏感的辩证分析

双鱼座的李哲,对于职场中的敏感深有感触。在我们的交谈中,她一直试图给我纠正一个概念——敏感并不是一个带有很多负面色彩的个性,需要辩证地去分析和适应。在她看来,敏感实际上要分为理智上的敏感和情感上的敏感两类,前者更侧重于细致入微的观察,后者才是情绪上的波动。

工作中的敏感,也会在不同的场景下发酵出不同的效果。积极的层面,一个敏感的人,对事物的理解力会比较强,发散思维更容易让他们“听一反三”。这种快速理解的能力也会让他们成为让老板省心以及让团队更合力的一个纽带。同时,观察力强的人,也更会体察周围人情绪的变化。李哲曾经遇到过同事因为项目失败而被老板请去谈话的情形,当事人脸色难看地回来后,其他同事刨根问底的“关心”让人非常尴尬,而李哲一般会过去,拍拍对方的肩膀,更多地用肢体语言来表示自己的安慰,在看到对方瞬间亮起来的眼睛,李哲觉得自己很对。

当然,敏感的人很可能“成也感受情绪,败也感受情绪”。一个敏感的人可能因为其他人一个眼神而嘀咕半天,经常会直接做出激烈的反应。而事后想想,很多事情都是细枝末节。如果仅仅因为敏感而做出了反应,反而可能带来不好的影响。

这么多年来,敏感的李哲,在职场中越来越有了成长。刚工作那会儿,因为在培训中新同事一次考试后的微笑,李哲都会认为是被挑衅。关系也就在那个时候变得疏远起来。及至现在,李哲都会感到很大的遗憾,为了某些莫须有的猜测毁掉了职场生涯中本可以出现的友谊。成长付出的代价让人成熟。后来有一次,李哲负责一个项目,在和同事思维的碰撞中得到了一个很好的方案。白羊座的同事是个急性子,马上就上报给领导。在分享方案的会议上,李哲又一次看到了同事的微笑,不过这次,她选择了赞赏自己的同事。后来的结果皆大欢喜:同事对她的配合更加积极,老板知道了她对于方案的贡献,反而大加赞赏她的团队协作精神。对于李哲来说,敏感也许并没有太多的改变,但她可以改变自己的反应。

 你们都在伤害我——“ 过敏者”的内心逻辑

辩证地了解了敏感之后,剩下的便是保证自己不成为过度敏感者。

如果你的性格习惯和上述三条非常接近,那么你很有可能就是一个过度敏感者。

几乎所有人都因为别人的批评而生气过,但对于有些人来说,任何伤害都是一场灾难。

法国心理学家克里斯托夫·安德列把过分敏感分为三种:

1 胆怯,对自己缺乏足够认识。

2 水仙花人格,觉得自己比别人优越,应该受到更好的对待。

3 偏执,总觉得自己在受虐待。

过于敏感同样会造成三类问题。首先,它会使人对周围环境—特别对那些不利自己获得认同或容易令别人对自己产生怀疑的因素—过分注意。其次,它会使人对即使是中性的信息作出不利自己的判断(比如,认为别人的微笑有讽刺意味)。最后,它会使人难以对环境作出适当的反应。容易生闷气或者攻击别人,这都会妨碍人们采取正确的行动。

过度敏感的人都有一种自贬自责的倾向。一个小小的挫折都往心里去,随即开始怀疑自己的全部。心理学家说:“假如一个指责很过分,那么你也要懂得回敬那个指责你的人,不要让别人自以为有权利无故指责你。”碰到让你伤心的事,要努力寻找一个解脱的办法,比如你可以向朋友倾诉。越跟别人多交流,就越能从相对化的角度看问题。原本认为很严重的事,其实并没有那么糟糕;原本天大的事其实也很渺小。有了一次经历,下次就能够轻松地面对,要让自己从内心里接受正在发生的一切。

1 你自己是“过敏者”

《 职场》有话说:洞察应该敏感,反应需要迟钝。

要在职场获得成功必须充分体察和分析周围的人怎么想、动机是什么、下一步的行动是什么,琢磨他们的言谈举止。但足够敏感,未见得需要立刻采取行动。那些反应过敏的人表现的只是环境对他们刺激而产生的应激行为,没有经过深思熟虑,他们往往缺乏对环境的主动控制,很容易被别人的情绪、行为和情境带走。 对初入职场的人来讲,最好的学习方式就是观察你的上司、你的老板,他在不同的场合怎么讲怎么做,真正的想法又是什么;当老板指责你的时候,你要做的是想他为什么这样讲,是什么带给他这些感觉。慢慢你就学会揣摩他人的动机,更好地协调各方关系,推动工作。

在自己的工作中,如果你因为敏感而容易受到情绪的影响,李哲给了我们几个可以迅速实行的小窍门。

1效率管理制定目标。敏感的人一般心思重,思来想去反而会舍本逐末,进而影响自己的工作效率,这个时候,不妨制定一个清晰的目标。把每天或者每周的计划列出来,完成一项就打勾一项。只有把思想的聚焦点放到自己的目标上来,才不会受到自我情绪的影响。

2时间管理发散思维很容易形成拖延症。自己想这个想那个,也可能为了别人做事情。李哲每天上班前列出6 个小时需要充分利用时间来做的事情。留出2 个小时做缓冲和调整的时间。这样和效率管理共同发挥作用。

3“不”字管理敏感者很容易发现别人的困难和为难,会形成一种同情心,很难对人say no。这种好处是,让双方关系会好,也会以后让更多的人帮你。 但也可能会拖延自己的项目,也会失去原则。所以,要学会适当地拒绝别人。

2你周围有“过敏者”

《职场》有话说:多想一种逻辑,就会减少一次麻烦。

敏感者大都会有自己的逻辑,他们并不是胡搅蛮缠或者毫无节制地黯然神伤,实际上,对于这些人的一个很重要的帮助在于你不能仅仅做到“问心无愧”就可以了,而是要在说话和做事情前,能够用他们的逻辑,看对他们是否是一种伤害,如果可能的话,请尽量用和缓的方式和更为坦诚的语言。

1 尽量避免在其他人面前对他们做出可能冒犯的评语,要批评请私底下讲。即使如“有点、可能、不太”这类有所保留的语气,都会让他们心乱如麻,因此在批评时尽量客观公正,慎选你的用词,指出事实就好。尤其要让他们了解你只是针对事情本身提出意见,而不是在对他们做人身攻击。

2 提出意见时也同时指出他们的优点以及表现出色的地方,以建立他们的自信心。 3 针对他们过度的反应,你不要也跟着乱了手脚、急于辩解,那可能会愈描愈黑,只要重申事情本身就好。

4 可以充分使用自嘲的方法。向对方证明人们可以拿自己开玩笑,这样不仅不会死人,而且会帮助人们以相对的观点看待事物。

职场人际关系4 大敏感地带

职场人常常感慨,人在江湖身不由己,这无奈不仅来自陪客户吃饭、加班、委曲求全,还有很多看不见的事情,职场中微妙的人际关系就是让许多白领为之烦恼的事。把握几个敏感点,不跨越雷池,时常反省自己的言行,用积极心态灵活应变,不失为一个增强生存能力 的好办法。

少拿隐私当闲聊话题

很熟悉的同事之间,尤其是一同共事很久的部门同事,难免会关心对方的家庭情况。这时候需要把握一个度 :自己了解的要好同事家庭的经济情况、婚姻隐私、成员关系好坏等,不应该向第三人透露,即便这三人之间关系本身很要好。

另外,交往较深的同事间会互相交流客户情况,比如某个客 户的一些商业习惯,如喜欢在娱乐场所谈合作,或者存在一些怪癖行为,同事间交流极有可能让信息流传到客户耳中,这样对商业合作影响很恶劣,偶尔的过失也许可以通过解释来弥补,但是这样的事件在一个职场人身上发生过好几次,他就应该从心理 检讨自己的问题了。

男女同事保持正常交往

俗话说,男女搭配干活不累,男女同事、上下级之间保持正常交往对提高工作效率有事半功倍的效果,但是要平衡好这之间的关系大有学问。

对女职员而言,有必要的话,和男上司的太太保持友好关系,尤 其是面对一个善妒的妻子时。当出席有太太出现的场合,要谨记打扮大方端庄,切勿标新立异,那些性感服装可以留待其他场合穿。

男女同事无话不谈时,要注意分寸,讨论业务、政治或娱乐新闻都可以留到白天在办公室的时候,不要耽误同事下班后的私人时间。

个人情绪不要带入工作

与家庭成员间感情失和、投资失利等明显带有个人生活色彩的事情,处理不当会将坏情绪带入工作中,这是职场精英特别忌讳的一点。如果经常受这些不愉快的事情影响,导致工作效率低下、与同事交流受阻,那么这位职场人离“被解雇”也就不远了。 在日常工作中,白领还要注意 :小事看大。如果看到自己不喜欢的东西或事情就在脸上写个明显的“厌恶”,会造成领导和同事对你的反感,他们会认为你不够专业。应该学会尽量包容,做不到就保持沉默。

别开口向同事借钱

同事间一起吃饭、聚会是常有的事,如果觉得AA 制有点不近人情,可以轮流请客,但是非特殊情况最好不要和同事借钱。

如果经常向别人借钱,会被认为是个没有计划的人,别人会对你的为人处事产生不信任。职场白领可以对自己定下一个原则 :不要轻易欠别人一毛钱。当然也不是说自己不欠人钱,也不允许别人借自己的钱,借给别人钱时要具体问题具体分析,关键时候还要大方往外借。 Read the whole article: http://biz.cb.com.cn/12716612/20120220/338293_5.html Read the magazine: https://www.rmgselection.com/images/rmg%20news_sta_feb_sl_1.jpg

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