Tag Archives: RMG

Brain Drain in EU Countries – RMG Consultant on CRI Today

Young people are leaving their countries, those hit hardest with the sovereign debt crisis, and fleeing to Germany, UK and France with better economic oportunities. The escape of young Greeks and Spaniards, among others, is not hard to understand, given the unemployment rate in the countries stands at 53% for those under the age of 25. In Spain, about a quarter of the population remains out of work. How serious is brain drain? According to a report by NPR, one young female scientist who now works in Germany, was quoted saying nearly every one of her friends in the Science field have left to work abroad. -Max Price, Partner at Antal International China. -Gayle Allard, Professor of Economics at IE Business School in Madrid -Michael Segalla, Professor of Management at HEC Paris.

Listen to RMG: http://english.cri.cn/8706/2012/08/10/2861s716537.htm

9 Steps Guideline – Hire to Keep Your People – RMG CEO on Business Tianjin

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

Read the magazine: https://www.rmgselection.com/images/rmg%20news_btj-aug_rp.jpg

Stago, Top 8 Secrets to Make High-efficient Employees – RMG CEO on Training Magazine


员工绩效提升问题始终是企业关心的核心话题。员工的绩效表现与企业自身的经营策略、人力资本管理成熟度有着千丝万缕的联系。 在血栓与止血领域,就有这样一家高绩效表现的全球领袖企业:思塔高(Stago)。这家1945年起源于法国的跨国公司,在2003年成立中国分公司,仅仅依靠170人的员工队伍就迅速赢得了中国约30%的市场占有率,位居前三甲。不过,它的雇员数量只占其他两家公司的十分之一,并且,员工流动率很低。以销售人才的流动为例,在思塔高,平均每7~8年才出现一次。而据了解,通常,这个行业内的销售人员几乎每1~2年就会流动一次。 那么,为何思塔高的员工绩效如此之高,流动率如此之低? 秘笈1:只专注“一滴血” 思塔高(中国)总经理Philippe Barroux介绍说,思塔高是法国一家从药物分析起家的公司,由Jacques Viret先生创始于第二次世界大战末期。在古希腊语中,Stago恰有“一滴(血)”的意思。 起初,Stago只在法国销售一种用于消解肝功能障碍的药物。1962年,公司创始人的妻子因患DIC(弥散性血管内凝血)综合症而病逝。为此,创始人专门研发了一种血凝试剂,来帮助临床大夫诊断血凝与血栓问题,比如手术时的大出血、血流不畅等。1978年之后,有战略眼光的Jacques Viret开始只专注血栓与止血领域的发展,卖掉了白手起家时的药品公司,成立了Stago诊断公司,以打造全球血凝领域建有卓越标准的的领头羊。 “这种专注意识促成了后来一系列有效诊断工具的诞生。临床大夫依靠这些工具当场就能诊断出问题,而不再寄望于二次机会。”Philippe指出,在培训每一位新员工时,思塔高都会如此强调:“我们销售的产品不是衣服,用户没有第二次选择的机会,因为每个结果对应的是一个病人的生命。我们所关注的就是高质量的诊断产品、有效的服务。” 秘笈2:重视规则 在思塔高的核心价值体系中,重视规则是其很重要的组成部分。它们强调:坚决不走中间路线或是灰色路线。 如同员工开车,平时他可以爱怎么开就怎么开,但在公司,他就必须遵守各项规则,方可确保企业发展的安全性、稳定性。“即使按这种规则来行事会更复杂,我们也仍然坚持这么做。”Philippe说。 不过,这位自1988年起就在思塔高工作的“忠诚之士”,对“中国文化”也颇有心得。Philippe指出,在中国的外企务必要理解具有中国特色的文化特征,否则很难走向成功,比如,部分中国人有“钻空子”的特征倾向。所以,在思塔高,只要员工、客户在遵循规则的前提下,公司也会因势利导,量力而为。 “我刚到中国的时候,还遇到过一件‘新鲜事’——有一位客户问我‘贵公司有没有与代理商合作的合同书?’。”Philippe回忆说:“当时我愣了。我说‘没有么?’,并非常纳闷——在中国做生意,难道不是按合同办事么?” 秘笈3:追求自然式发展 目前,专注于血凝领域的思塔高,在全球的业务量已超过10亿欧元。“可以确定的是,我们已进入中国市场的前三位。至于是第二还是第三,现在还是未知数。因为中国政府尚未公布新的官方统计数据。”Philippe表示。 正如Philippe所强调的,思塔高只专注于血栓与止血领域,它们不太关注短期利润,追求的始终是企业的自然式发展。所以,不只是在中国,思塔高在全球都不主张给业务部门很大的绩效指标压力,也不会因此而随便解雇员工。“因为思塔高认为,人力资源是公司最重要的一种资源。我们需要依靠他们来实现稳定且长远的发展。” “当然,我们也不会大张旗鼓地去宣传公司出色的财务数据报表。我们只想安安静静地发展。”Philippe说。 秘笈4:终身工作 据Philippe介绍,思塔高在中国的员工总数约有170名,除了在公司办公室的工作人员以外,其他人员每天都在区域上拜访客户。 “在公司人力资源团队中,我们也只有三名成员,一位总监和两位助理。”Philippe表示,目前公司的人力资源管理正有条不紊地进行着,包括人事管理、薪酬绩效、培训发展、职业规划等常规领域。 以职业规划为例,思塔高认为,只要员工没有犯大的错误,他们可以在这里终身工作,并可以把公司当成自己的“家”。“我有一个法国朋友,他在思塔高已工作了32年,上周也来到了中国。所以,这种抉择变化完全取决于员工自己。”Philippe说。 “不过,并非所有人都可以成为一名总经理。”在Philippe看来,中国的员工大多以为自己总有一天会当上总经理,“这是一种多么令人吃惊的思维模式”。因此,在思塔高,公司会明确对员工阐明,每一位员工都会得到平等的发展机会,但不应该讲究“面子”,简单地述求于职务头衔上的晋升。“他们也不需要以辞职之名来威胁。假如有员工这么做了,我会幽默地对他说‘我办公室的门是开着的,你可以离开了。’” “他们本可以在公司终身工作下去的——因为在思塔高,有超过70%的员工都已签署了无固定期限合同。”Philippe说,“这样,无论团队、业务改变,工作地点调整,或者承担更多的职责,或是内部调动,他们都可以接触到一个新的环境,以拓展其才能。” Philippe表示,退一步来讲,即使经过每年的年度绩效评估(EAP)发现,5年或10年之后的他,能力已有了很大提升,而公司暂时无法提供相对应的岗位,思塔高也会推荐他到别的优秀企业去发展,并欢迎他的“二进宫”。 秘笈5:年度绩效评估 在思塔高,对员工和他们的上级来说,每年的年度绩效评估都是一次绝佳的讨论机会。他们会共同回顾过去的一年工作,包括工作态度、工作成绩、工作预期以及技能提升度等,并且为来年制定新的工作目标。 Philippe介绍,思塔高的年度绩效评估内容分为三部分:首先,公司将评估的等级分为有待提高、中级、高级等不同层次,对每位员工进行评估和审定;然后,根据员工和上级最初制定的工作目标完成度,施行不同额度的年度奖金激励,20%~100%不等;最后,再次确认相关工作职责,调整每个员工新的工作任务。期间,员工与其上级进行的年度绩效评估,被思塔高视为一项每年正式的例行活动,讨论内容既含有书面补充的,也有上司与员工之间相互承诺的内容。 “中期评估(即指在年度绩效评估后的6个月,比如6月或7月)也可以被列入计划。它的作用是调整或者重新定义年度工作任务,如果最初目标有变化的话。”Philippe说。 秘笈6:个人发展方案 年度绩效评估的另一种意义在于,它是一个讨论职业发展和培训目标的机会,同时也是在思塔高和员工之间建立一个“双赢”关系的好时机。“所以,为员工制定个人发展方案,可以在一个长期发展过程中,促进员工的成就感并使员工能够更高效、更卓越地投入工作。”Philippe表示。 一般地,思塔高在每年的1月份首先完成对总监级员工的考评,接着是经理级员工,至2月底全部评估完毕。期间,对照上年的工作目标和来年的年度任务,调整员工的个人发展计划。“当员工来问我‘明年的工作任务是什么’时,我会反问他们一句:你对公司的年度目标和个人发展方案了解多少。”Philippe常常这样鼓励员工去自我发展与探索。 当然,在制定个人发展方案时,思塔高也会询问员工:是想更多的提升能力,还是想获得更高的薪金。“如果员工想在3~4年晋升为经理,那么,公司会结合年度绩效评估结果,为他定制匹配的职业发展方案。”Philippe说。 秘笈7:培训指引 思塔高发现,在员工职业发展与团队管理的过程中,管理技能、销售技能等不同的培训与发展需求被反复提出,为此,思塔高建立了较完善的员工培训系统,包括内部培训、外方提供的培训。 Philippe介绍,员工主动提出多种发展需求,是思塔高培训内容多样化的直接原因。这些训练课程包括:技能性的、科学研究性的、沟通技能、团队管理、项目管理、办公室信息技术、个人发展以及语言培训,等等。培训实施时,员工可以根据他们所处的整个职业生涯阶段选择不同的培训课程。 “有些课程是在职位转换后必须要求的,因为可以帮助员工获得或者提升相关技能。”Philippe说,“与总部相比,中国分公司像是一个‘直辖市’,培训也是自上而下进行的。” 以对一名新员工的支持为例,思塔高所有的市场/销售文件,无论销售代表、客户技术支持或者产品经理,只要一到岗,就遵循一套完整的培训途径指引。比如: ·“产品”知识、血凝的科学及医学知识 ·在培训中心交替进行的多种必备课程 ·访问公司的各个基地 ·跟随领域内有经验的同事一起工作 ·客户联络,加深对“顾客”需求和问题的理解 “出于对提高品质的持续专注,思塔高还监控着自身培训课程的有效力,并且在每一轮培训的最后,总能得到员工民意调查的满意结果。”Philippe说,“确实,这项在培训方面的重要投资,也展现了我们立足于人的长期发展的决心,将会提高员工的个人及集体技能,并使整个组织受益。 ” 秘笈8:员工面谈与关怀 在思塔高,人力资源部还有一个年度重要目标,就是去认真倾听员工的心声。这也就是为什么员工每年都可能会要求直接同人力资源部门人员,或者间接地通过中间人——他们的老板,来进行一场个人发展面谈的原因。 Philippe发现,在中国企业中,不少经理人面对下属提出的诸多问题时,常常选择退避三舍,或是“兜圈子”的做法,绕过去不作深度讨论。而实际上,这些经理人、领导们本应该成为员工在工作和生活上的导师。 “再让我们来看看历史上的墨西哥军队。”Philippe举例说。一个军队就是一个团体,从上尉到将军,不同的职位对应着不同的职责。墨西哥军队曾经屡战屡败的原因就在于它的军队里全是将军。“所以,这不是头衔问题,而是职责问题。”Philippe说。对于中国员工的惯性思维,比如3年后要成为高级员工,5年后成为主管,7年后成为经理等,“这种思路也是值得商榷的。他们更需要的是坚守自己的职责岗位,拓展优化自己的职业职能。” 因此,每当有员工就“加官进爵”的事哭着来找Philippe时,他都会如此和他们深入沟通,引导其职业发展。“而每当有价值的员工离职时,我也会非常遗憾,因为这说明我们的人本关怀还有缺陷,还需要继续完善。”Philippe说。

Read the whole article: http://www.trainingmag.com.cn/Article/Articledetail/414494726299.aspx

Read the magazine: https://www.rmgselection.com/index.php?option=com_content&view=article&id=164&Itemid=104&lang=en

Paying the Price for Your Work Experience – RMG CEO on China Daily in July

Internships offer students the chance to gain knowledge of life outside the academic world, but the downside is that many posts are unpaid and stressful. Shi Jing reports from Shanghai.

It’s summer in China and that means three things: sweltering heat, mosquitoes, and college students working as interns.

The first two are “grin and bear it” situations, but the third may be subject to change. The students are ready to embrace what may be their first-ever job and are likely to be close to the top of their game physically and mentally. Financially, though, there are questions. Most interns are paid the bare minimum – if they’re paid at all.

Ye Mengying, a senior majoring in Chinese literature at Beijing Normal University, is currently working as an intern at the Senior High School in Urumqi, capital of the Xinjiang Uygur autonomous region. The post is unpaid, but Ye seems quite content.

“Although as an intern I am not paid, life here is so much better than in Beijing. I spend about 4 yuan (60 US cents) a day on commuting and 10 yuan on lunch. Apart from attending other teachers’ classes, doing the marking and teaching some senior students, there isn’t much more to do. All the students and teachers here are so amiable, which makes life even more enjoyable,” she said.

The subject of payment is problematic. Some see internships as a way for students to acquire useful experience of work and life away from college, while others view the practice as little short of exploitation.

“Historically, apprentices to craftspeople received free housing and food, thorough training and a marketable credential upon completion of their service,” said Matthew H. Hersch, a lecturer at the University of Pennsylvania who researches labor history, in a recent interview with The New York Times.

“Replacing salaried staff with desperate young people willing to toil for a slim chance at future paid work is worse than medieval. It’s bad for the employer and bad for society.”

Legal action

Not every low-wage intern is as content as Ye. Complaints about unrewarding and stressful internships are often aired on the social media site, Weibo, and some interns have even resorted to legal action to resolve what they see as unfair treatment.

But Wang Zhong, a lawyer specializing in labor law at the Shanghai branch of the Zhong Yin Law Firm, said there is nothing illegal in companies not paying interns and the recently introduced minimum wage does not apply in this case.

“The labor law is not applicable to interns. An employee-employer relationship between the intern and the company does not exist, not even as a factual labor relationship. The intern’s status is still that of a student, not a worker. In that sense, it is totally rational that the company need not offer any payment,” said Wang.

“Universities usually pay large sums every year to persuade companies and institutions to take their students as interns. The experience gained through the placement and the opportunity to enter society at an earlier age constitute a different form of payment,” he said.

Wendy Zhao is a senior at Shanghai Institute of Technology majoring in German language. As an intern with TUV Rheinland, a German provider of technical services, Zhao has had better luck than Ye in terms of payment.

“I have not come across or heard of any interns who are not paid by their companies. State-owned companies usually pay 800 yuan a month. A few even pay a bonus of 200 yuan. Multinational companies usually pay their interns 80 to 120 yuan a day,” she said.

The glamorous levels of intern wages shown on the international salary-exchange website Glassdoor have dazzled some unpaid interns. The companies offering the highest payment, including Yahoo, Amazon, Apple or Google, see the average US intern earning $4,500 a month.

The website’s Chinese counterpart, Fenzhi, keeps an eye on the vagaries of intern payment rates in China. The average monthly intern payment it has monitored nationwide was about 2,189 yuan at the beginning of July. Accenture Xi’an, for example, pays its graphic-design interns 120 yuan a day.

Yang Benli, a junior at Fudan University, is currently working as an intern at the website news.163. Compared with many of his peers, he is relatively well remunerated.

“I am paid 1,500 yuan a month, and I can save on commuting fees if I take the school bus. But if I miss it, I have to pay about 10 yuan a day to take the metro,” said the 22-year-old journalism major.

Yang is fortunate enough to assume some hands-on tasks. His work mainly revolves around writing news stories, conducting interviews and making cold calls. Although he finds aspects of the work interesting, Yang will be relieved when it ends.

“If my opinions clash with those of my boss. I speak out. But on the whole, I find the job quite rewarding. However, what I’m most looking forward to is the end of my internship and enrolling for driving classes with the money I’ve earned,” he said.

His ambivalence was echoed by Wendy Zhao, who “did not give too much thought to internships, because my original plan for the summer was to study and be well prepared for my thesis”.

“I read the wanted ad on a job website and sent my resume to the company right away. But I was really taken by surprise when they called and told me I could have an internship. I’d waited a month without hearing from them and so I figured someone else had got the job. Then the company asked me to come in as soon as possible, so that I could enter a real office environment early on. So that’s why I am here,” she said.

“Meanwhile, I have signed a three-party agreement with the company and the university. Hopefully, the company will hire me officially when the internship ends, because I have been working extremely hard, doing overtime occasionally too. I have even worked during the weekend. It would be a great loss to the company if they just let me go,” laughed Zhao.

“So far, my colleagues have been quite nice to me. But that’s because I have been keeping a low profile. I’m used to hearing students complaining about internships. Some full-time staff often push work onto interns if they don’t feel like doing it. Therefore, interns have to handle all kinds of chores assigned by different people, on top of their own work. I’ve experienced that sort of thing, but I always tell myself the more I do, the more I learn,” she said.

“If I get other job opportunities, the things I have learned here will be of little help. If I have learned anything useful, it is to be fearless in the face of demanding, fast-paced or tough work because I’ve been working like crazy in my current position,” she said.

“Internships are an excellent way of gaining practical and social experience and development in a short period of time. Indeed, I know of students who have completed at least five internships – that gave them a tremendous advantage when they finally started their careers,” said Robert Parkinson, CEO and founder of RMG Business Consulting (Beijing).

“I don’t believe people should be paid a salary for working a very short space of time. Really, the experience is a reward or payment in itself. Of course, not everyone is fortunate enough to have rich parents to support them, and we cannot expect students to lose money, so what is reasonable is daily reimbursement for travel and eating expenses,” he said.

“People should see the first one to five years of their career (including internships) as an ‘investment period’ where they listen, learn, and carve a niche for themselves. The great financial and status rewards will come to those who work hard, learn, and do the best in those early years,” he added.

Professional advice

Some companies and institutions seek professional advice on internship payment standards to avoid unnecessary headaches.

Jessica Xu, senior manager and consultant of Foreign Education and International Exchanges at the International Training Center of Shanghai Foreign Services Co said that companies she has advised often have stronger autonomy over internship payments. Her company’s role is to offer advice on the details.

“The companies that cooperate with us offer their interns 30 to 50 yuan per day. For overseas interns, the payment is usually higher, sometimes double, but cases like that are quite rare. They only receive that level of pay if they have a type of professional knowledge that is difficult to find in the market,” said Xu.

“Generally speaking, companies will offer subsidy or reimbursement for interns. For an internship lasting more than three months, we usually suggest that companies offer some payment. But a period shorter than that is usually unpaid,” she said.

It is more usual for interns to be paid if their positions are directly related to the company’s performance. Those expected to complete a project or advance a technique within a certain time frame will also be paid, said Xu.

“The labor laws in China have not explicitly ruled on payments for interns, neither have overseas labor laws. Internship payment is not compulsory. In other words, the right is in the company’s hands,” she added.

TUV’s Wendy Zhao doesn’t think it unreasonable that students expect to gain more than just experience from their period of work. She admitted that she has learned some valuable lessons, but they’re possibly not the ones usually associated with internships.

“The certificate issued by TUV should be the most substantial result I have earned here. However, the lessons that will really stay with me are these: To always keep a low profile and be prepared to learn at any time. Only in this way can a newcomer maintain a good relationship with colleagues and progress on a career path.”

Read the whole article: http://usa.chinadaily.com.cn/life/2012-07/22/content_15606325.htm

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Bankers Fleeing to the Corporate Sector – RMG Senior Consultant on eFinancialCareers

China’s banking job market has started to become slightly bearish as the credit growth of the big four state-owned banks has declined and the A-share market has performed poorly. This is helping to drive some banking professionals into other parts of the financial industry, or even into the corporate sector, where they stand to enjoy a better work-life balance.

Clemmie Zhang, senior consultant, financial services, Antal International Beijing, says most banks, especially municipal commercial banks, have been affected by the downturn. “They have to adapt to the new business environment and set proper internal systems, as well as have new financial products, in order to have long-term success.” When the economic environment is pessimistic, it is even more difficult for them to compete with larger, nationwide banks.

Banking professionals have started to search for opportunities elsewhere. “They are looking into funds, trust companies, insurers, finance companies, leasing companies and even ones not in the financial area, like the auto industry. They are tired of the performance pressure,” adds Zhang.

Cecilia Li, senior finance consultant, RMG Selection, says: “Internet high-tech companies who have established strategic investment departments, some of which have their own funds, have attracted lots of candidates from the financial industry.”

She adds: “Generally speaking, not all professionals will get an increase in salary in a short period of time, but their work-life balance will be better than before. For instance, the average working time is 10 to 16 hours in the financial industry and eight to 10 hours in other enterprises. Their salary may increased in the long-term as some enterprises offer long-term equity anticipation securities.”

But if you staying in banking…

For those who are determined to stay in banking, employers are become more demanding about candidates’ skills and backgrounds. “In the past many companies required large amounts of people in financial analysis and investment banking. At present, there are more positions for those with both a financial-analysis and consultancy background as well as financial experience,” says Li.

Most banks still plan to open new branches in China. “Currently we have plenty of positions, but all are resource driven, which means candidates need to have a great amount of corporate deposits and have a strong sales ability,” says Zhang.

Read the whole article: http://news.efinancialcareers.com/107753/bankers-fleeing-to-the-corporate-sector-because-they-cant-take-the-pressure-its-even-happening-in-china/