Tag Archives: RMG

RMG Selection is a Finalist of China Staff Annual Awards

RMG Selection nominated a finalist at China Staff Annual Awards on 6th December, 2012 for Most Promising HR Service Providers of the Year.

The most prestigious awards in China’s HR field, the “China Staff Annual Awards” event is organised yearly by China Staff magazine, a bilingual journal belonging to CCH group and dedicated to in-depth analysis of HR management issues in Hong Kong and China. The China Talent Annual Awards aim to recognise the individuals and organisations that have strategically leveraged HR policies and practices to meet the growth objectives of their business.

CCH China is a professional publishing organisation under Wolters Kluwer. It was founded in 1913 and headquartered in America. Thanks to the cultivation of professional knowledge and multinational operations, CCH has been highly acknowledged by businesses around the world. It is also the vital information source for businessmen in about 35 countries around the world in the following fields:  Law, Legal Counsel, Accountancy, Tax Accountancy, Audit, Financial Managment and HR Managment, etc.

RMG Selection is an international recruitment organisation consisting of a team of senior consultants. RMG focuses on searching for high-end talents for all industries and all functional departments. Additionally, RMG provides human resource consulting services, salary surveys, psychological testing and leadership training courses. The consultants of RMG Selection come from 27 countries and dozens of cities. Its primary business focuses on the Asia-Pacific region, where they operate offices in Beijing, Tianjin, Shanghai, Hong Kong and Singapore.

HR Localisation is Much More than Hiring Natives – RMG CEO on Business Tianjin

8 years ago, when I came to China for the first time, half of the positions in foreign companies in China were aimed at people who were from other Asian countries or other foreigners with Asian experience. However, in 2012, 80%of RMG Selection’s clients are MNCs and 90% of their positions require a Chinese candidate. Another official report, released by Talents Pool of Jiangsu Province Foreign Affairs Service Centre, also says that 95% of employees in foreign companies within their province are Chinese. It seems like the HR localisation in China is almost completed. Are most of the HR departments in those foreign companies are proud of their human resource localisation, because they hired so many Chinese candidates?

First of all, let’s see what ’localisation’ is. Localisation happens when an imported product, service, person or identity is given the local ‘look and feel’ with respect to language and identity. It is not simply a case of translating instructions and text on packaging into the language of the intended country; it is a way of fitting something to the target audience of the country. Then, in my mind, HR localisation is fitting your HR system to the people, society and employees in the target country. So to hire local employees is just the talent localisation, a small part of ’HR localisation’. According to my experiences, in 5 countries and 8 years working in China, I would say that there are four other tasks which should be performedin order to localising your HR System to here China.

Value Localisation

The most different aspect between China and other countries is the culture. But culture is the base of every single piece of business action. Chinese culture, as a representative of Eastern culture, is one of the longest surviving cultures worldwide. One of the important reasons for that is its adaptability and flexibility. But too much flexibility inevitably results in not attaching importance to the establishment and implementation of a formal system, relying more on the ‘rules of man’. Value localisation is not simply to adopt the local cultural values; it is a way to merge and combine your culture with the Chinese one. The best practice here is to explain your mission via the local language and logical thinking. And you should show your respect here.

Take RMG Selection as example, our slogan is ’specialist, professional, recruitment’. But it is kind of ’dry’ for merging the local culture here. Then, we add a company culture explanation here as ’Work Hard, Play Hard; Happy Staff, Happy Clients’. With this meaning we build up a unique HR management style of combining a friendship-feeling and family-feeling. This is the feature that all of my employees are proud of.

Reward Localisation

As a head hunting agency, we ask people why they join every day. There are many reasons from different people, but the most prevalent one of those is to be rewarded. The reward includes not only the salary but also all other kinds of benefits, incentives and inspiration. Chinese people think very highly of rewards and respects. In RMG Selection, we prefer to encourage any tiny correct action of our employees in relation to the bigger rewards available. Take new employees as an example. They will be keenly aware of such positive energy because here we pay special attention to the new employee’s incentives. New employees who produce fine performances will receive the praise during the general membership meeting. After that, a notice form will also be published via e-mail to the whole office. To increase positive responses, let the employees from China understand the attitude of the enterprise accommodating them. Also, increase their sense of accomplishment, pride and desire for further good performances. On the other hand, if you fail to consider these important Chinese values, you may lose the heart of your staff. There is another case from one of our clients. The way they calculate salary is to set up the highest income you will get and then minus some in the case that employees don’t reach their targets or make mistakes. However, the Chinese like the way of adding different items of income even though the final numbers are the same. We have heard many complaints from their employees and their turnover rate is more than other companies in the same industry.

Training Localisation

It is always good to have efforts from many areas. The employer could also train people to adopt the value, skills and views better suited to a localised way. Then we half the work of localisation with double results. One of the best practices is overseas training. For executives and managers, the main purposes are to nurture the international ties and strengthen the connection with the HQ. According to Shanghai Talents Market, there is a good number of MNCs which send their CEO from the HQ to Shanghai to pick up good managers. Those local managers will be sent back to the HQ having had global training. When they go back to China, they will be promoted to higher levels. For the graduates, the Global Trainee Program is a fundamental way to develop customised talents for your company. As we all know, Guanxi is incredibly central toChinese life. So I prefer the ’Mentoring System’ in China very much. In this system, every employee will have his/her coach and learn not only skills but also the way to deal with people in your company from the coach. Guanxi relates very much to the learning process. This is the way Chinese people feel comfortable.

Expatriate Localisation

Finally,, let’s go back to the original point – talents localisation. There is no doubt that this is the most important aspect of the for localisation process. But more is not alwaysbetter. How many expatriates you need really depends on your industry and culture. For example, 99% of employees in Wal-mart China were local people in 2006, while Motorola got 83.3% in the same year. And the Korean and Japanese companies usually have lower localisation level than western companies. My advice here is “please localize your expatriates as well”. Whatever you planned, it’s all about people. It will shorten the communication process of value, rewarding and training on all levels to make your expatriates understand the local language, culture, system and importance of social relationships.

In one word, localisation is an effective way to achieve a win-win situation. 2012 is the 34th year after China released the reform and opening-up policy. Foreign companies here should practice their localisation strategy. In myexperience, I believe HR will play a more important role in the whole process. It is just getting started.

By Robert Parkinson

Read the whole article: http://businesstianjin.com/index.php?option=com_content&view=article&id=5440:hr-hr-localisation-is-much-more-than-hiring-natives&catid=168:2012-november&Itemid=100

Professional Etiquette – RMG Senior Consultant on Beijing Radio

一条关于在咖啡馆进行的面试结束后该由哪一方来付帐的微博近日引起了网民的争论,现在我们也来关注一下面试礼仪和技巧的话题。Job interviews can be very stressful. Interview techniques may help you to build confidence and increase the chance of being hired. Our Christine talks to Cecilia Li, senior consultant of RMG International Business Consulting Co. Ltd, about interview techniques, let’s find out more.

Listen to the radio: http://am774.rbc.cn/netfm/english_service/

Mock Interview – RMG Senior Consultant on 21st Century

上期面试问题由由罗迈国际商务咨询(RMG Selection)高级招聘顾问Cecilia Li提出:

What corporate culture and values would you expect from your future employer? Why are these important to you? Answer: The corporate culture I would expect most from my future employer is a focus on people. Being people-oriented means that a company realizes each person’s value and helps them to realize their full potential. This in turn benefits the company’s clients, investors and partners. I will also develop a sense of belonging if my opinions are respected and understood. This will encourage me to make every effort to maximize the company’s profits.

Read the whole article: http://paper.i21st.cn/story/80174.html

New Manpower Expert Introduction – RMG CEO on New Manpower Magazine



现任罗迈国际咨询RMG Selection)公司中国CEO, 他一手创立了罗迈国际咨询RMG Selection), 这是一家旨在为中国市场提供国际化人力资源咨询服务的英资公司。潘瑞宝在全球范围内拥有14年人资咨询和人才服务经验,曾在亚洲、欧洲和美洲的多个国家工作和生活。

Read the magazine: http://www.xinrenli.com/xinrenlimingjia/19228.html