Tag Archives: RMG

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

Job Hopping after the Festival – RMG Manager on CRI Easy FM

据统计,80%左右的白领跳槽是因为无法和老板很好的相处。如果去意已决,应该如何早做准备,漂亮的离开呢?今天的嘉宾依然是来自罗迈国际咨询的顾问Alice Xiao。

Listen to RMG: http://english.cri.cn/4926/2012/03/07/1561s685435.htm

Job Hopping after the Festival – RMG Manager on CRI Easy FM

据调查显示,近八成职场人计划在春节后跳槽。选择这个时间的原因是去年的年终奖已经到手,没有太多顾虑。真的所有人都适合在这个时间跳槽么?跳槽时应该注意些什么呢?来自罗迈国际咨询的顾问Alice Xiao告诉你。

Listen to RMG: http://english.cri.cn/4926/2012/03/07/1561s685430.htm

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


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。



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。


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。



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。


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。



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。






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