Tag Archives: China Recruitment

2013 the hardest year of finding a job? – Beijing Radio

774What to do with the toughest season for the graduates of 2013? Check out in the talk show of Beijing Radio with CEO of RMG Selection Robert Parkinson as a guest on Wednesday (24th, April). You can listen to the live show on http://t.am774.com/Apps/Live/?s=/Program/programReview/pid/41/cid/29936 or follow us on the news official website https://www.rmgselection.com/news/ to get more information.

The Wealth Fantasy of Second Profession – Men Uno

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第二职业的财富幻想

每个职场人都一个幻想的“第二职业”,风度杂志记者采访罗迈国际市场经理李哲,深度了解职场人的心理,本文节选自2013年5月号 第110期风度杂志! 

Every one has a dreamed second profession in their career. To deeply understand what people think in their mind, journalists from Men Uno had an interview with Zhe Li, Marketing Manager of RMG Selection. The extract is selected from the 110th Men Uno in May 2013. 

 

“做更好的自己”,是很多职场人的梦想。尤其是工作10年之后的企业中坚,升过职,加过薪,买了房产和汽车,却总会觉得有些不满足。他们受过良好的教育,薪水不菲,在企业有不错的职位,恰逢一个财富力量被推崇的时代,当梦想照进现实,“做更好的自己”,往往落实为“做职位更高、收入更高的自己”,跻身公司的高管或合伙人;甚至,希望成为内心中另一个“成功的自己”:在另一个行业呼风唤雨、达到财务自由的目标 、成为银行和地产商眼中的高端客户,过更“高尚”的生活……         小有成就的职场人都在为此付出努力。他们比其他年龄段的人更频繁地跳槽,寻找机会。“他们处于公司中层,是中流砥柱;他们开始承担家庭责任,生活也要求他们为家打好一份工,他们自然会对工作有责任感。他们有一定的积累,也有一定能力,在自己的小圈子里很受认可,他们认为自己应该得到更多报酬,受到更多赏识。他们想得到更多。”知名猎头公司罗迈国际RMG Selection市场经理李哲说,“这个年龄段的人选数量非常多,而公司都是金字塔组织。从下向上走,会面临

激烈的竞争,多数人会被淘汰。因此,他们都很纠结。你可能会追问:为什么不是我得到这次升职,加薪的机会?而雇主则要你问自己:你的确很好,但是,你是不是能比本部门其他人更努力?是不是比公司其他部门员工更努力?你是不是比同行其他优秀的人还要优秀、做得更好?”

 有能力的人很多,好职位则是有数的。很多自信的中青年人相信,面临职场天花板,并不意味着领导比你更有本领,只是机遇恰恰选择了他——他更适应公司的氛围,或者更对老板的口味,或者正如某电视剧所说,“信任是一种滑稽的好感,我求之而不得。”而你完全可以另辟蹊径,行走于公司中,恰如大隐隐于市。在你心中,还有另外一个自己,你如怀有绝世武功的高手不为人知,你可以在其他领域大放光彩,实现你的财富梦想。

很多职场人在勇敢试水。他们相信,正如生活在别处,职业也在别处。有另一个职业更适合我,能成就我的财富梦。少数人成功了,而多数人则在为梦想付出不菲的学费。

        

案例1

成为巴菲特

他34岁,在某国企任市场主管,工作稳定,年薪15万元之外,另有一笔不薄的年终分红。太太在外企,薪水比他更高,也更忙碌。他们早在房价大涨之前就在北京置下房产,并且提前还完贷款。他的物质生活在同龄人中算是不错的,但他总觉得一眼望见退休的工作有些乏陈可新,而薪资上升的空间也不大。他在大学时学过金融,从2007年开始被周边大牛市的气氛鼓动着尝试炒股。他研究过巴菲特、罗杰斯等大腕的选股理论,最欣赏巴菲特的价值投资理论。恰逢大牛市入场,翻倍不是梦想,他更坚定了自己在选股上是有天分的。他的资金投入量从最初的2万元增加到50万元,家里的大部分存款都投入市场。他希望几年之后,这笔“小钱”会跳跃着反复翻倍,成为一笔巨额的财富,帮他走向传说中的财务自由。半年后,遭遇2008年的金融危机,本以为股市会上万点,结果市值折损近半,他在理财师的劝说下止损离场。

他觉得损失不光是能力问题,主要是他运气不好,遇上一波坏行情。2009年,重整旗鼓再次入市,在反复震荡的市场中,全身而退已经不容易,获利更加困难。他发现他沦为典型的小散,追涨杀跌,总是踏不对节拍:并且成入他所嘲笑的行为金融学研究的典型投资者:

 

猎头解读:

兼职炒股或者做其他投资的职场人,有的炒自己的钱,有的炒别人的钱。从专业来讲,可能你也会看财务报表,你也会做市场分析,你比业内人士水平也不差。但是,很多做分析的人自己并不炒股,或者炒外汇、黄金。只有不涉及到自己的钱,他们才能客观、冷静地看市场。把钱放进去,甚至借钱去炒,从局外变成局内人,你还能客观、冷静地看待全局吗?

如果不是专业炒股,身兼两职,精力分配不够,也会导致失败。比较典型的是炒黄金,24小时盯盘,非常劳累。这种劳累与精力分散会影响到你对本职的关注,也降低你的职场竞争力。

 

案例2

打造自己的麦当劳

他35岁,在一家大型连锁企业做策划。他入职时公司创业才3年多,只在北京、上海有几家分店。这几年,他看着公司迅速地扩张,分部在全国遍地开花,到他辞职时已经有20多家。而他在其中功不可没——虽然不是最早的元老,但公司现在的广告词都是他写的,策划案、发展方向、团队建设都有他的汗水。他是上上下下最受欢迎的员工,很有亲和力,他甚至某些时候比老板更有团队的凝聚力和个人魅力。但他毕竟不是股东,虽然涨了薪水,却总觉得这不是自己的事业。他想要自己的连锁公司,像麦当劳一样,遍地开花,有自己的团队和理念。也许只要3年,就可以成为知名的企业家,不试试怎么知道呢?他就这样下了海,兼职开了店。

他开了一家经营消费品的小店,与很多媒体的朋友联系,想得到免费的、大量的报道。很快,他发现,想得到铺天盖地的宣传,没有钱是做不到的,个人魅力和朋友关系只够让他的店得到记者们的关注,他们等他开发布会,但他没预算。至于扩张更提不上日程,第一家店的存活都成问题。他先是选址在北京著名的世贸天阶附近,后来发现商圈效应不能带来很好的客流——世贸天阶已经够大,客人们并不想转个弯过来。一年后迁到中关村,借助高校人气,希望可以在校园内做些宣传,但始终效果不佳。而他的团队管理和凝聚能力也发挥不出来——他的店规模太小,店员始终不超过3个。4年后他的店依然青黄不接,消耗大量的精力,挣的钱只够付昂贵的房租。

猎头解读:

工作几年之后,有些人选希望自主创业,更好实现价值。他们或者是在职业上升过程中被淘汰,或者面临职业天花板,再晋升的空间很小。也有的人最初选的职业就不是特别喜欢的,那时刚毕业没有经验,也没有挑选余地,经过几年积累,觉得有一定人脉基础和工作能力,长期没有得到升职,会进入疲劳期,就会产生转行的念头,或者自主创业。

有些创业者未必在企业里干得不得志,他们往往有特别擅长的领域或技能。但是到真正创业时,你有没有考虑过,创业最重要的是什么?是市场的销售能力。一个公司最看重的是销售部门。像本案中的主管,擅长做思维,策划,很少接触公司的经营,跟钱打交道少,对钱的敏感度极低。你必须意识到,创业者先要决定怎么把东西卖出去,让公司活下来,然后才想下一步扩张,而不可能一步跨入“很多人来买、很多人追捧”的成功状态。

 

案例3

成为比尔

他40岁,IT男,名校毕业,在一家500强外企做技术支持,为人诚恳、忠厚,在做技术的小圈子里口碑甚佳;家庭生活富足、美满,妻子在一家企业做财务,孩子在某公立小学读书。他以为会一直沿着技术的道路走下去,上班、下班、每月出差一个星期,为客户解决问题。某次参加论坛时,遇到一位同学,做销售出身,谈起IT业的风云际会,两人心情激越。同学在酒桌上鼓动他一道辞职创业,做中国的比尔·盖茨。初始创业资金不足,同学出主意说,可以先借钱,或者两人各自抵押房产去贷款。生活就这样打破平静。他的热情并没得到家人的支持,妻子不希望拿现在安稳的生活去冒险,况且孩子在读书,也需要稳定的经济支持;父母则认为儿子太老实了,不适合出去闯荡江湖。他纠结了——是为了理想冒一次险,还是向现实的生活妥协?

猎头解读:

创业最大的风险来自团队。团队要分工,每个人的主意想法是不是一样?尽管最初的想法很一致,但深入分析一下,两个人5年,10年目标是否一致?对未来团队组建是否一致?在遇到问题和分歧时,以你们的脾气、禀性,是否能妥善处理,找到两人的平衡点?创业最初,工作和生活都紧密地捆绑在一起,你们是否真正欣赏对方?而不是妥协地认为“他虽然很能忽悠、不太诚恳,但能拉到客户就行了”。

创业最初,有一段时间收入会急剧减少,家庭生活会受到影响。这是必然的。

从技术理想上来看,做技术的人,往往对技术很自信,也很坚持,对于什么是好的产品,他们有自己的理解,而且不那么容易改变。但做策划的人能感受市场的细微变化,可能今天他会很欣赏你的产品设计,明天会觉得你的想法已经过时了,必须要改。此时,作为技术达人,你是坚持最初梦想,还是接受现在的现实?以前是公司给钱,做什么听公司的,现在你创业了,还是不能做想做的产品,你还能接受吗?

创业之前,你要定一个合理的目标与心理期待值。一旦创业不成功,本金也没了,几年后你要重新回去公司打工,此时你就有职业断档。招聘者除了考虑技术,也会考虑你能否融入公司文化,会担心你有一段时间处于自由的状态,能否再融入大公司的氛围,适应上下层级的环境。而且,在职时你是有标价的,可以要求加30%薪水才走。再就业则要承担可能比创业前更低的薪水。

 

罗迈国际RMG Selection最新的薪资调查

市场上的职位分布以 2 万为分界点,即20000 以上的职位比20000 以下的职位减少许多,这增加了跨越两万的大关的难度。

以月薪 25000 为分界点,对跳槽薪酬大幅度增长(31%+)的期待达到最高,有56% 的月薪 20001~25000 的人希望涨薪 31% 以上。

年龄在20~40 岁的职业奋斗期的人群其跳槽意愿增长与年龄成正比,处于31~40 岁之间的中青年人的换工作比例大幅度高于其他各组人群,46%的跳槽率高出平均值近 14个百分点。

Interested readers can visit http://www.hi-chic.com/ to gain more information! 

Doing Legal Works in Big Companies – CBN Weekly

罗迈国际RMG SELECTION 公司合伙人曹迪Lilly在《第一财经周刊》的报道“在大公司做法务”中对法务职位的行情、工作内容、发展路径、能力要求等方面给出建议,详情请见周刊2013年第15期。

Di Cao (Lilly), partner of RMG Selection, published a report Doing Legal Works in Big Companies on CBN Weekly. She gives her suggestion about legal positions from the viewpoint of the industry, work, development, qualification and so forth. For more information, please refer to the CBN Weekly on 29th April, 2013.

1 2 3 4     Source: CBN Weekly http://www.cbnweek.com/

It Takes a Smart Firm to Keep Smart People – China Daily

It’s good to bring in staff from overseas, but that is only half the job.

Since China joined the World Trade Organization in 2001, a great number of its state-owned enterprises have developed businesses overseas. An increasing number of SOEs are also conducting international commerce with other countries. Both trends show us that the need for excellent international talent has become inevitable for SOEs. But the fierce competition among all kinds of companies in the knowledge-based economy has led to an urgent lack of foreign talent in SOEs over the years.

There is no doubt that it is critical for companies to take care of their foreign talent, especially high-end management talent and multitalented expats. From human resource management to human resource development, to retain foreign talent can be presented in every detail. But it is difficult to say whether SOEs have done a good job in retaining foreign talent.

To begin with, I would like to talk about the process of adaptation by foreign talent to the Chinese working environment. SOEs should always bear in mind that foreign employees may not stay at the company till the end of their contract.

If an SOE really wants a foreign talent to stay in the company for a long time, it really needs to take action. For instance, in order to help skilled foreigners get used to the environment quickly, a mentor from the company can be arranged to help the foreign employee with life and work issues. SOEs can also plan team-building activities to encourage them to communicate with local employees. Moreover, SOEs can organize training sessions for new employees so that they can get familiar with the company within a short time.

Another important issue is that fairness, transparency and efficiency in performance appraisals should be improved so skilled foreigners can receive objective feedback about their work. A fair performance appraisal plays an important role in the development of one’s career. Foreign employees enjoy positive recognition from their company, while negative feedback may stimulate them to work harder.

It is also very important for a foreign talent to see an SOE’s real action. To be specific, if a foreign talent performs very well, he or she expects to see a salary increase that matches what is noted in the performance appraisal.

Developing a better incentive system is also a positive action to take for SOEs.

What needs to be addressed is that both psychological and material incentives should be considered. The psychological incentive refers to an encouraging environment for foreign talent. Positive comment and feedback from management can infuse foreign talent with confidence, which can also develop into work motivation.

As for material incentives, I think SOEs should come up with some smart ones. By saying smart, I mean incentives that are tailored to foreign talent. Take housing subsidies. For foreign employees, a housing subsidy is not really practical. The majority of foreign employees in China rent houses rather than buy them. Instead of paying for the housing subsidy, SOEs could choose to pay for Chinese language courses if they are going to stay in China for a long time.

Another issue is with Chinese medical insurance. The Chinese medical insurance only covers expenditure in Chinese hospitals, but it is difficult for most foreign employees to talk with doctors or nurses in the local language. SOEs should consider foreign hospitals or clinics as options.

Lastly, taking care of the family of a foreign employee is also a good way keeping them. Foreign employees, being in another country, are unable to spend time with their families. Arranging a trip for the family of the foreign employee may be a great idea.

There are still a lot of challenges for SOEs. Attracting and retaining international talent is certainly not an easy task, but it would be helpful for SOEs to solve the issue of retaining talent by considering the suggestions set out here.

The author is CEO & founder of RMG Selection, an Asia-focused human resources and recruitment consultancy.

http://usa.chinadaily.com.cn/weekly/2013-04/26/content_16451326.htm

Secrets of the Headhunters – China Daily

 Secrets of the headhuntersIn the world of headhunting, carefully assessing personalities plays a role. Provided to China Daily

The refined techniques of recruitment firms are in demand. An increasing number of Chinese companies are turning to international headhunters for high-quality overseas professionals, as they do not have the extended professional connections needed to find such talent.

Zhang Ruguo, the HR manager of the Beijing-based New Oriental Education Group, says that most of the recruitment is directly done by the company, save for some high-level management positions.

“Since we do not have the right connections, we have to ask for help from overseas headhunters.

“They (overseas headhunters) have a rich database and human capital resources. By going through them, we can save a lot of time and energy, and also be sure that the talent we procure is suited for our requirements,” Zhang says.

International headhunting companies had very few Chinese clients when they first entered the Chinese market some 15 years ago, but in the past few years there has been a sea change, says James Darlington, head of Asia at Antal International, a global HR consultancy.

“When we first entered the Chinese market in 1998, 90 percent of our clients were multinational companies. But today more than half of our clients are local companies,” he says.

Robert Parkinson, founder and CEO of RMG Selection, a Beijing-based recruitment consultancy, says that five years ago his company had hardly any Chinese companies as clients. But now they account for more than 20 percent of the clientele. The company plans to set up a new office in Tianjin this year to handle the workload from Chinese companies, he says.

Parkinson says the main reason why Chinese companies are looking for overseas talent is the fact that the economy is gradually changing. About 15 years ago, China was the manufacturing center of the world with the lowest prices, but now it has changed to a place where more value is added to products.

Moreover, with China emerging as one of the most dominant and resilient players in the global economy after recent financial troubles, and more Chinese companies striving to compete with multinational firms, the need for overseas talent has skyrocketed.

“If you look at what work the law firms do, you will find a lot of their work is not inbound, but outbound investment, to help Chinese companies expand overseas. That’s a huge driver,” Parkinson says.

There are large demands in two areas: one for the government-backed talent programs, which typically look for top-notch and academically qualified candidates in technology-based areas, says John Benson, CEO of Silu.com, a Chinese career site that focuses on connecting overseas professionals with Chinese companies.

The second is a more across-the-board demand for skillsets that the China talent pool cannot provide, such as professionals with experience in operating in Western cultures, especially from Chinese companies looking to expand abroad, he says.

When searching for high-level talent for Chinese companies, headhunters go through the same process as when they work for other international companies. But the situation varies from case to case, says Ed Zheng, senior client partner of Korn/Ferry International, a global executive search firm. More than 40 percent of its clients in China are local companies, with state-owned enterprises accounting for 50 percent of the total.

“The first thing that we do is to communicate with our client, so that we can understand not only what’s on the job description, but also the company’s business strategy, its growth target, structure and culture,” Zheng says. “Our first job is to help the Chinese companies figure out their specific requirements for talent.”

Following this, the company will start to look for candidates overseas. Zheng says that for high-level positions, candidates’ personalities and leadership competence probably play an equal, if not bigger, part in their career successes compared with specialized skills.

“We often spend a lot of time in assessing the potential candidate’s personalities. Usually in our recommendations about them to companies, only 40 percent are about the candidates’ professional skills, while 60 percent is about their personalities and leadership competence,” he says.

Approaching candidates is not an easy task, and it is important for headhunters to be aware of the true value of joining a Chinese company from the candidate perspective before doing so, Parkinson of RMG says.

“About 99 percent of candidates that we approach at first will be passive candidates who are not looking for changes or new experiences,” Parkinson says.

“Therefore you cannot have people with one year’s working experience calling someone with 25 years’ experience to have a conversation on career development, as they cannot engage at the same level. Engaging with them is knowing them in a deep way.”

When the candidates show interest, headhunters often arrange interviews, to see if there is something they would like to change about the current positions, and the contract-related aspects. After the candidates join the company, headhunters will help them with integrating in the first few months. In most of cases, the recruitment fees can be high and more than one third of the candidates’ yearly salary, Parkinson says.

However, even after careful matching, retention of acquired talent is a challenge for many Chinese companies. More than half of the high-level talent leave their positions in Chinese companies after one year, largely due to cultural differences, Zheng says.

“Most of the Chinese companies consider talent as an acquired skill and not as acquiring a talent,” he says. “Take a legal director in a Western company as an example. From a Western perspective what makes him tick, besides professional skills, are factors such as pets and hobbies. But in most Chinese companies, the only thing that matters is that he is an expert in legal issues.”

Zheng says the good thing about the process is that the appropriate person can be found, and skills can readily applied.

“However, ignorance about a talent’s cultural values, personalities and career aspirations will lose their loyalty. When a talent has been abstracted to a skill, and a higher-paid job has been offered, they will leave right away,” he says.

Moreover, enterprise culture in Western companies and Chinese companies are quite different. In Western companies, employees’ rights and obligations are set down in a contract and the boss is more likely to be open about it, whereas in Chinese companies, personal networks and relationships are more important, and the boss is more likely to give orders than to listen.

He adds that while retaining talent, money is usually not the prime motivator. Instead, it is more about people who have a real interest in the culture and history of China, and those who are ambitious and capable of seizing the available opportunities.

Claire Yang, managing director of the consultancy Accenture Greater China, and an expert on talent and organization performance, says overseas talent should accept that things operate in different ways in different cultures and be more positive in communicating with Chinese bosses and make changes.

Even though the number of companies using headhunters is increasing, it is still small compared with the whole market, Parkinson says.

“Chinese companies are less familiar with headhunting services. In Chinese culture, people pay more attention to their own network and relationships; they come to us only when people simply cannot be found by other channels,” he says.

It will take another five or 10 years for Chinese people to start using headhunting companies for outsourcing professionals, he says.

http://usa.chinadaily.com.cn/weekly/2013-04/26/content_16451324.htm

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