Tag Archives: China Recruitment

Big City VS Small City – RMG on Economic Daily

大城市VS小城市

如果让我重新选择,我在审视一个城市的时候,会既看工作,又看生活。没有最好的城市,只有最适合你的城市。无论是大城市还是小城市,都是帮助你职业生涯起步时实现梦想的土壤之一。

1982年我大学毕业时,正赶上路遥的中篇小说《人生》刚出版发行。这部小说中反映的中国改革初期青年人面对城乡生活所作出的艰难选择,是当时青年人心灵的真实写照。“人生的道路虽然慢长,但紧要处常常只有几步,特别是当人年轻的时候。”路遥引用作家柳青的这段话,在青春激荡的年轻人中引起热烈的讨论。留在城市,还是返乡,这是一个大问题。特别是在中国,职场的第一站更是关系一生发展速度和高度的战略问题。

 30年时光飞逝,如今儿子大学毕业,该选择职场的第一站了。像他这样的北京孩子,选择工作的基本条件像挑选房子,把地点放在最重要的位置。一些名头响当当的大国企到学校面试,也没有中他的意。“人家招聘出国人员,我出北京就闹肚子,怎么行?我只想找一份离家近的工作,做什么工作倒是其次。北京交通这么堵,我可不想把时间耽误在路上。餐馆吃饭那么贵,我省下时间回家做晚饭呢。”儿子说,国家包分配的时代过去了,但是大学生选择留在大城市的愿望和目标没有变化,工作机会多,孩子教育好,尤其是北京还有许多文化演出活动,谁活着只是为了工作?儿子说得有道理,但我听着就感觉有些不对劲。

 我把困惑告诉英国人潘瑞宝,他首先给我看了一份罗迈国际2012年至2013年中国人才流动调查的报告。当被问到“如果有好的工作机会,你会考虑去其他城市吗”,求职者选择只在现居住城市的比例并不是很高,为30.28%;而选择任何城市的比例超出预期,高达22.75%。另外,选择只在北京、上海工作的比例为18.03%,选择任何一线城市的为11.71%,任何一线或者二线城市的为11.24%。这位多年做职业规划的人对我说,你大学毕业的时代是国家包分配,现在中国的年轻一代所要做的是职业生涯规划。这个规划是针对决定个人职业选择的主观和客观因素进行分析和测定,以此来确定个人的奋斗目标并选择符合这一目标的职业。一个拥有明确目标的人更容易获得成功,因此开个好头很关键。

 到底是选择在一线大城市还是二、三线中小城市更有发展前途呢?潘瑞宝告诉我,在英国,伴随国际经济危机的不断扩大和失业率居高不下等问题,毕业生们也面临着激烈的竞争,他们正经历着职场起步最困难的时期。总的来说,英国的毕业生们还是会倾向于大城市,那里工作机会相对更多。当然,他们还需要考虑到英国大城市生活费用也很高,比如伦敦,每个月的房租费用至少需要800镑,而伦敦起薪最高的职务也就是每月1600镑。他认为,对于第一份工作,地点其实不是需要首要考虑的问题,最重要的是全力以赴做好第一份工作。无论是在一线城市,还是二、三线城市,都各有利弊。大城市经济发达,工作机会多,生活方便,小城市工作节奏较缓慢,压力小。刚毕业的大学生没有工作经验,但是有着无尽的活力和创造力,这是他们的优势。因此,毕业生们工作时一定要做到勇于创新,做别人没做过的事情。另外,入职之初可能会接触到一些重复性的工作,怎样把这样的工作当做自己的兴趣、做出新意,很多时候坚持努力就会有不一样的结果,这是需要学习的。

 我问在外企做总监的朋友朱家巷,如果重新作一次选择,大学毕业时还会选择离开江南家乡来到北京工作吗?他的回答是:这很难确定。大多数大学生毕业之前想的是留在北京或上海这类大城市,但出发点只是为了留在大城市,就过于简单了。选择留在一个大城市,不应该是目的,选择一个职业、成为某一种人,才应该是率先考虑的问题。把北京、上海作为职业生涯的第一站并非坏事,但是,工作和生活在北京和上海的时间越长,惯性使然可能越不能离开,而他的内心深处却不时地问:北京真的就是自己最合适的地方吗?他对他出生和成长的江南小城产生了新的兴趣。在经济高歌猛进的大浪中,江南小城弄潮游刃有余,民众过着更富足更闲适的日子,更有无拘无束的活力。而且,从培养孩子的角度来说,小城市的便利环境远非大城市所具备。回首来路,今天的他更加理性:“如果让我重新选择,我在审视一个城市的时候,会既看工作,又看生活。没有最好的城市,只有最适合你的城市。无论是大城市还是小城市,都是帮助你职业生涯起步时实现梦想的土壤之一。”

Read the whole article: http://paper.ce.cn/jjrb/html/2013-02/23/content_145424.htm

RMG Video – This is the World of RMG Selection 2012

罗迈国际RMG Selection祝您新年快乐、心想事成!回顾2012,总有点点滴滴难以忘怀。有汗水,也有喜悦,有困难,也有成绩。借此15分钟的视频,感谢每一位RMGer 2012年的努力付出,相信2013我们会创造更杰出的成绩。感谢您的观赏!

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Watch the video on Youku: http://v.youku.com/v_show/id_XNTE1NjAyNTcy.html

Watch the video on Youtube: http://www.youtube.com/watch?v=b74rFnEkVmw&feature=youtu.be

Annual Bonus: Schemes of the Enterprises – RMG on China Business News

 年终奖:企业的“小九九”

125亿、60个月月薪、黄金1000克、豪华宝马5辆、50万元股票……如今企业年终奖晒单的手笔是让人越发眼红了。

过去愿晒年终奖的企业不多,如今敢晒年终奖的企业各个都不是省油的灯。事实上,年终奖类似于员工工资收入,对于企业来说是个需要“保密”的人事项目,然而为何有那么多企业主动或是被动愿晒年终奖,恐怕在背后偷笑的不仅是拿到奖的员工。

“随着微博的普及爆发,近几年主动晒年终奖的现象越来越流行。” 罗迈国际RMG SELECTION)的经理肖亿云对《第一财经日报》记者表示,“这可以看作是借助年终奖进行品牌宣传的行为,是企业展现自身实力的机会。”

华为、腾讯、360等等,这些平日颇具眼球效应的公司在年终奖的晒单名录上纷纷送上了自家的“大礼”,唯恐落后。虽不知其中的员工是否真正分享到了这笔巨款,但至少已经让圈外人足够羡慕、嫉妒、恨了。

派发如此具有吸引力的年终奖,企业能够因此带来更多的人才、招到更好的员工吗?对此,肖亿云认为,企业的晒单更大程度上是为了满足圈外人的好奇。“如今的求职者心态都比较成熟,并不会因为年终奖而心动,更重要的还是职位本身带来的平台和发展。”

罗迈国际于今年1~2月的一项中国人才调查(China Talents-Flow Survey)显示,41.21%的人表示并不在意年终奖的多少,如果有更好的工作机会甚至会不等年终奖到手就选择跳槽。调查同时显示,薪水越高,等年终奖后再换工作的人的比例越低,说明薪酬越高,对金钱的需求会相应降低,他们将从更多方面衡量一个工作机会的好坏,比如工作内容挑战性、工作生活平衡、企业文化等。

然而,年终奖晒不好,不仅不能吸引到好的人才,而且还有可能引起企业内部的人心动荡。

“60个月的年终奖属于个别团队,我们今年能拿6个月就不错了。”据腾讯员工介绍,在公司内部的论坛上对于“60个月”的年终奖也已经热议许久,对于不怎么赚钱的项目团队成员来说,即使身在腾讯,也颇感“待遇不同”。

“晒年终奖无疑是对企业绩效考核体系的一次考验。”在肖亿云看来,通常企业年初会制定各自公司的年终奖考核办法,年末兑现。如果这种机制不透明,很容易引起员工内部的嫉妒攀比心理,也不利于企业内部稳定。

晒年终奖无疑是把“双刃剑”,晒得聪明皆大欢喜还有不错的口碑,晒不好惹人笑话还遭员工非议。随着年终奖数字的节节攀升,明年,不知这些公司又将如何刷新这些年终奖数字游戏。

 Read the whole article: http://www.yicai.com/news/2013/02/2482226.html

Other Reposts:

证券之星:http://finance.stockstar.com/SN2013020800000316.shtml

人民网:http://it.people.com.cn/BIG5/n/2013/0208/c1009-20469285.html

金融界:http://finance.jrj.com.cn/2013/02/08024515052219.shtml

凤凰网: http://tech.ifeng.com/internet/detail_2013_02/08/22062474_0.shtml

21世纪网: http://www.21cbh.com/HTML/2013-2-8/4ONjUxXzYxOTE4OA.html

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

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