Tag Archives: SOE

45%国企员工有跳槽意愿

Beijing Evening Post directly published the news of RMG China Talent Flow Survey 2013. The biggest change in the job market last year was that around 45% employees from state owned enterprises were willing to change jobs. Besides, the retirement delay policy might increase the job changing rate of people who are over 46 years old!

本报讯(记者张品秋)人力资源咨询机构罗迈国际最新公布的调查,去年我国人才市场最大的变化是国企员工的人才流动率和有意向换工作的人数大幅提高,高达45%的国企员工去年想跳槽。报告还发现,延迟退休政策让46岁以上想换工作的人数增加。

工作轻松,待遇优厚,曾是国企吸引人才的最主要因素。但是在某国有重要骨干企业总部工作了5年的小王却过得并不开心。“研究生一毕业听家人的话乖乖进了国企。来了才发现,这里研究生、博士生一抓一大把,我根本轮不上培训机会。现在每天的生活节奏基本就是中午休息两个半小时,下午坐着刷屏等到下班,然后月底拿那一点可怜的工资。几年下来,真是温水煮青蛙,感觉整个人都快废掉了。”小王本科学的英语,研究生读的法律,但为了进这家能给他解决户口的国企,他应聘的岗位与这两个专业完全没有关系。他感叹道:“现在国企的日子并不像外面想象得那么好。如果改革再深入下去,我肯定要考虑换工作。”

2013年初,国企改革的话题就在人们的议论中崭露头角。罗迈国际发布的《中国人才流动调查报告TFS2》显示,在过去12个月中,国有企业的人才流动率达到30.61%,相比去年上升了5个百分点。此外,在谈及2013年的经济形势是否影响了大家换工作的意向时,国有企业员工以45%的比例位居有意向换工作的榜首。招聘专家认为,导致国企员工换工作意愿增加的主要因素包括企业制度约束、领导方式以及职业成长度受限等。

按年龄段划分,46岁以上的被调查者以36.89%的比例遥遥领先于其他年龄段。报告分析,考虑到职场竞争和担忧问题,许多职场人都会为以后的发展做两手准备。 J229

According to the TFS2 (China Talent Flow Survey 2013) carried out by RMG selection, the most interesting phenomenon in the job market are the talent flow rate and sharp rise of the number of people who are willing to change their jobs in State Owned Enterprises (SOEs). The willingness to change jobs in SOE employees has reached 45%. It is also discovered that the retirement delaying policy has led to the increase of job-changing rate among people who are over 46. Easy and rewarding work has always been the main factor to attract talented people in SOEs. However, Mr. Wang who has been working for 5 years in an SOE said that he was not happy at all “Choosing to work in the SOE as a graduate I find out that there are a large number of post-graduates and doctorate students. I could never get proper training because they always enjoy the benefit first. My everyday routine is to have a two and a half hour rest in the noon and surf the web till the boss calls it a day. The salary at the end of the month is also pathetic. To be honest, after years of work I totally lost my ambition.” said Wang, Wang majored in English in undergraduate and he got a master degree in law. In order to solve his problems in Hukou, he applied for the position which had nothing to do with his majors. “Life in SOEs is not as amazing as imagined by outsiders. If the revolution continues I will certainly consider changing my job.” said Wang.

In early 2013, the topic of revolution in SOEs became heated. TFS2 released by RMG Selection shows that in the past 12 months talent flow rate in SOE already reached 30.61% .There is a 5%rise compared to the result of the previous TFS report. Furthermore, whether the economic situation in 2013 has influence over people’s mind in job-changing decisions, 45% SOE employees express their willingness in changing jobs. Recruiting expert believes that people’s demands for job changing derive from the confinement of the industry policy, style of the leadership and career development limits.

In terms of age groups, people over 46 years old accounts for 36.89%, which is quite high compare to other age groups job changing willingness. TFS2 shows that many employees will hedge their bets in their future development considering competition and problems in career.

Read the original version at: http://bjwb.bjd.com.cn/html/2014-01/13/content_142354.htm

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

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