Archives September 2006

Report: China struggles with people management issues

Author: RP news wires

Despite being the world’s most populous country, filled with people who would prefer to work for foreign companies, multinational corporations operating in China are finding their businesses hindered by a pervasive talent shortage and struggling to retain their management and employees. A new white paper by Manpower Inc., a world leader in the employment services industry, examines this paradox and offers insight and answers to help multinationals improve their talent management strategies in China.

“Ninety percent of the world’s top 500 multinationals have now invested in China, yet many of them are struggling to generate the sales or growth they want because of talent management challenges,” said Jeffrey A. Joerres, chairman and CEO of Manpower Inc. “Recruiting the right people, retaining the best staff and developing leaders of the future are difficult tasks in any market. For foreign companies operating in China, the difficulties are magnified by the talent shortage – particularly of managers and executives – and the difficulty of understanding how to adapt talent management strategies to the country’s unique business culture and values.”

Manpower’s white paper, The China Talent Paradox, offers five practical strategies for multinational corporations to embrace if they want to improve employee attraction, engagement and retention in China:

1) Create a learning organization

2) Appoint competent leaders

3) Establish an appropriate organization and culture for China

4) Provide competitive compensation and benefits packages

5) Select the right people

“It is vital that organizations view these five strategies as a holistic, integrated solution,” said Joerres. “Neglecting even one of the strategies will weaken the solution considerably.”

These five strategies represent the core elements of Manpower’s proprietary Workforce Optimization Model that is used to assist clients in recruiting and retaining permanent employees in China.

Joerres said, “These strategies may seem to be self-explanatory to an HR professional, but it is important to recognize what they actually mean in the work environment in China. Effective talent strategy in China relies heavily on grasping the cultural nuances and leveraging this knowledge.”

“Learning is a priority for Chinese employees because they are acutely aware of the limitations of their educational system and possess a strong desire to continuously acquire marketable skills,” said Lucille Wu, managing director of Manpower China. “Learning has to be embedded into employees’ daily activities so that they learn new skills and gain new experience every single day. Lacking this stimulus, they will leave for another company to find better career development opportunities.”

Previous Manpower research of 33,000 global employers found that vacancies at the manager and executive level are much more difficult to fill in China than in other countries, which has a direct impact on the ability of organizations to grow.

“To fuel the current level of growth that multinationals are experiencing in China, they need to attract and develop competent leaders that can work effectively in the Chinese workplace,” said Wu. “Chinese employees respond best to hands-on leadership and having a role model to demonstrate what is expected of them so that they may replicate their actions. They are also unlikely to tell a manager when they do not understand how to complete their work. This requires a different leadership approach than most Western multinationals expect when they come to China.”

Manpower has found that nearly 75 percent of Chinese employees would prefer to work for wholly owned foreign companies rather than joint venture companies or wholly owned Chinese companies. This is a distinct advantage for foreign multinationals competing for talent in China, yet ironically, retention remains an issue for them.

“In addition to the many multinationals who come to China to set up manufacturing operations, there are also many companies that come to China to market their products and services to Chinese consumers,” said Joerres. “The preference of Chinese workers to join a foreign company underlines the tremendous opportunities for companies that develop the right talent strategies to compete for a bigger slice of the world’s largest consumer market.”

Deloitte plans to increase its numbers in China

Deloitte, one of the world’s four biggest accountancy firms, is planning to beef up its staffing pool in China from the current 6,000 to 9,000 by 2009 to handle its growing business in the country, a top executive said yesterday.

“Currently we have 6,000 professionals in 10 offices in China serving our clients and we expect (the number) to be in the range of 9,000 in 2009,” said Manoj P. Singh, regional chief executive officer for Deloitte Touche Tohmatsu Asia-Pacific region.

“Our presence is sometimes dictated by the needs of our clients,” said Singh, who took the post in 2003.

“Building larger practices on the (Chinese) mainland is part of our growth strategy,” the CEO said.

China is already one of the top eight markets for Deloitte’s global operations as measured by staff numbers, Singh said.

The service firm has seen tremendous growth in China in the past few years thanks to the country’s booming economy, he said, declining to reveal specific revenue figures.

Deloitte achieved aggregate revenue of US$18.2 billion last year, a 10.9 per cent increase over the US$16.4 billion reported the previous year.

“We have been growing at a double-digit rate both in terms of headcount and revenue in China in the last couple of years,” said P. Christopher Lu, regional managing partner.

Singh said the firm’s market share had increased four-fold among the top 100 Chinese companies over the past three years, including not only auditing services but also consulting, tax and other services.

“Our strategy is focusing on building our brand around the transformation of Chinese companies, especially for those top 100 and 200 firms,” Singh said.

He said the services firm is well-positioned to provide auditing, tax and management consulting services to help build domestic enterprises into world-class or Fortune 500 companies.

Deloitte’s existing client base in China is dominated by multinational companies operating in the country, but this varies according to the service.

For example, Lu said, about 70 per cent of its tax customers are multinational companies, while about 65 per cent of its corporate financing customers are foreign firms.

But he said Deloitte is luring more and more Chinese companies.

“We could only achieve our six-year strategy by having the right balance of both local domestic firms and multinational companies and being able to provide valuable services to them,” Singh said, referring to his firm’s ambitious goal to become the best service provider, a roadmap announced three years ago.

The company announced two years ago it would invest US$150 million in China over the next few years, which Singh said “is the biggest and most significant” global investment the firm had ever made.

The investment in recruitment, training and resources is “well on track,” said Singh.

Global CEO Bill Parrett said last year that the firm planned to build China as its second-largest market by 2010 and the largest by 2030.

Source: China Daily

Best Buy to Open First China Outlet

SEPTEMBER 01, 2006 — Best Buy Co. Inc., Richfield, Minn., has announced plans to open a store in Shanghai’s busy Xujiahui shopping district by year end–the chain’s first outlet in China. Best Buy is partnering with Jiangsu Five Star Appliance Co., China’s fourth-leading appliance and consumer electronics retailer, to open the new store. In May, Best Buy announced that it paid $180 million for a majority stake in Jiangsu Five Star, giving the retailer an immediate presence in Asia’s fast-growing market. Best Buy says it is concentrating on researching the market and recruiting and training staff before making its next move in China, which is one of Asia’s most saturated and competitive markets for appliance retailers and manufacturers. “We are still learning about this marketplace,” said Robert Willett, Best Buy’s CEO. “The Chinese consumer is pretty unforgiving if we get it wrong.”

China Labor Paradox: Manpower Research Report Reveals Management Shortage Affecting U.S. Multinationals

Wednesday August 30, 12:01 am ET

MILWAUKEE, Aug. 30 /PRNewswire/ — Despite China’s population of 1.3 billion, a critical talent shortage has multinational corporations struggling to retain their management and employees. A new White Paper by Manpower Inc., a world leader in the employment services industry, examines this paradox and offers insight to help multinationals improve their talent management strategies in China.

“The United States is the biggest investor country in China, yet many of its companies are struggling to generate the growth they want because of people issues,” said Jonas Prising, President of Manpower North America. “Recruiting the right people, retaining the best staff and developing leaders of the future are difficult tasks in any market. For foreign companies operating in China, there is the added difficulty of understanding how to adapt talent management strategies to the country’s unique business culture and values.”

The White Paper, The China Talent Paradox, reports that rapid economic and social change has spurred a skills shortage that is set to escalate in the next few years. The labor shortage in China is even more problematic than in other nations because it is most severe among managers. Two in every five companies find it difficult to fill senior management positions. Mid-level managers are also in short supply, particularly those who are Chinese nationals and can interact with local people.

Competition is stiff for this elite group of employees, and high turnover compounds the issue. Management-level attrition rates in China are more than 25 percent greater than the global average, and replacing a high-performing manager can cost 300 percent to 2,000 percent of that individual’s salary.

The White Paper details Manpower’s proprietary Workforce Optimization Model, which offers practical strategies for multinational corporations to improve employee attraction, engagement and retention in China. These talent management strategies rely heavily on understanding Chinese cultural nuances and leveraging that knowledge.

“To fuel the current level of growth that multinationals are experiencing in China, they need to attract and develop competent leaders that can work effectively in the Chinese workplace,” said Lucille Wu, Managing Director of Manpower China. “Chinese employees respond best to hands-on leadership and having a role model to demonstrate what is expected of them so that they may replicate their actions. They are also unlikely to tell a manager when they do not understand how to complete their work. This requires a different leadership approach than most Western multinationals expect when they come to China.”

There is good news for U.S. multinationals operating in China if they are successful in developing an employment strategy that fits the culture and values. Although employee retention is an issue, these businesses have a distinct advantage in competing for talent in China. Nearly 75 percent of Chinese employees would prefer to work for wholly-owned foreign companies rather than joint venture companies and wholly-owned Chinese companies, according to Manpower research.

Senior M&A Mgr

Company introduction:
Our Client is a leading Asian securities group. It serves institutional investors, including businesses outside the finance industry, in the field of fund management, and also helps businesses and other organizations raise funds through its investment banking activities. It stands on the trust of our customers. Prudently putting customer interests first and achieving a high standard of professional competence. It offers valuable services to customer sand earns adequate rewards for distribution to the shareholders.
In order to support the growing business, we welcome qualified candidates to join our company.

Principal Responsibilities:
1. M&A Execution Act as the primary corporate representative from a financial perspective on acquisitions, overseeing all aspects of the execution process, from initial price discussions to transaction completion, and to a lesser extent, post-closing
2. Work extensively with the segment CFOs on all aspects of acquisition execution from a financial perspective Lead financial due diligence efforts from corporate perspective. Attend due diligence trips and management presentations Review the business unit¡¯s financial model and discounted cash flows, with a focus on valuation, EPS impact and other key financial metrics
3. Work closely with Legal department and other deal team members in reviewing bid letters, purchase agreements, term sheets, letters of intent, final offer letters and other legal documentation Work closely with Tax and Legal department regarding transaction structuring Highlight and communicate key deal issues to CFO Special projects might include real estate transactions
4. Communication Attend regularly scheduled M&A meetings with corporate departments, Global Strategy, and segment CFOs and segment M&A professionals on respective transactions Prepare weekly M&A report for distribution to CEO, CFO and other key senior executives, as well as corporate departments, regarding status of manager¡¯s respective acquisitions and divestitures
5. M&A Best Practices Establish and maintain the corporation¡¯s M&A guidelines and standard acquisition model Explore and establish other M&A tools to ensure corporation is implementing M&A best practices
6. Financial Impact of Acquisitions/Divestitures Prepare high-precision analysis of EPS impact due to acquisitions and divestitures used by CFO, CEO, Board of Directors and public news releases, including earnings releases
7. Acquisition/Integration Tracking Prepare annual acquisition tracking report for the Board of Directors. Report assesses the performance of acquired companies versus the strategic and financial model presentated at the time of the acquisition Monitor monthly financial performance of acquired businesses and work with Profit Planning group to analyze variance from plan
8. Develop people. Successfully supervise, coach, and mentor all levels of staff. Conduct performance reviews and contribute to performance feedback/training. Understand/follow workplace policies.

Qualifications:
To qualify, candidates must have:
1.a bachelor’s or master’s degree in accounting and/or related major
2.CPA ,ACCA certification, CFA preferred
3.about 5 years of experience (public audit and/or professional services experience preferred; experience related to mergers and/or acquisitions transactions desired)
4.fluent English
5.excellent analytical and interpersonal skills
6.effective written and verbal communication skills
7.strong client and relationship-building skills
8.the ability to work effectively in a highly energetic and multiple-engagement environment

* Please send us your complete resume (both in Chinese and in English) to: ‘topjob_fi108sh@dacare.com’

Key Account Manager Air (3PL Company)

Company introduction:
Our Client is one of the world’s 500 fortune 3PL company, and is recognized as leading logistics provider, serving customers all over the globe. It offers customized and integrated solutions for: supply chain management, warehousing and distribution, landside services, ocean freight and airfreight and has 42,000 employees at about 1,100 locations in the world.

Responsibilities:
1.Visit the Key Account on a regular basis to guarantee a smooth and trustful relationship
2.Handle and solve claims and complaints from the Key Account (if any) and follow up to research and consent with the Key Account accordingly
3.Internal communication (contact window from Key Account to operation) for all shipment related matters to ensure a reliable and contenting service to the Key Account
4.Provide the Key Account with quotations in line with the Global, Regional or Local contract agreements Create sales leads as well as to follow up these with overseas offices
5.Prepare reports as to the request by the Key Account for Global / Regional and Local offices in the demanded format if requested

Requirements:
1.University graduate major in International Trade, Business Administration or relevant
2.Good command of English in both speaking and writing
3.Good communication and interpersonal skill
4.3 or more years experience as sales, customer service in forwarding business or other relevant service industries Customer oriented

* Please send us your complete resume (both in Chinese and in English) to: ‘topjob_mn104sh@dacare.com’

General Manager

Company Introduction:
A Top Electronic Manufacturing Company

Duties&Responsibilities:
1. Daily to daily management of the manufacturing facility.
2. Responsible for the daily communication with headquarter.
3. Effectively manage a tight budget and ensure the profitability of operations through good cost control.
4. Create successful company culture.

Qualifications:
1. Highly experienced in management and business development function with strong technical and communication skills;
2. Bachelor or higher education background of technical major.
3. At least 5 years business experience within an international company; International working experience is preferred.
4. Good command of English and Chinese Language;
5. Willing to travel;
6. Willing to relocate to Suzhou;

Characteristics:
Excellent business ethics and integrity
High confidentiality, tact and discretion when dealing with people
Demonstrates a flexibility in operational style to meet the requirements of multi-culture position
Bilingual ability (English and Mandarin)
Personal leadership and credibility

* Please send us your complete resume (both in Chinese and in English) to: ‘topjob_eo061sh@dacare.com’

ASSISTANT SALES MANAGER (DISC SPRINGS)

Company introduction:
the market leader in several engineering applications in automotive components and assemblies, compressor valves, finishing systems and capital equipments

Responsibilities:
1. Managing the sales of the company and company affiliate products to assigned customers.
2. Developing and executing a customer service plan to achieve sales profitability, penetration and growth.
3. Providing direction for company activities related to all new channel development, sales and product promotions, collateral materials, trade shows, marketing communications, services development for customers and markets assigned.
4. Providing training support to customers and internal associates.
5. Accomplishing special projects and activities as assigned.

Requirements:
1.Must be bachelor degree or above with engineering major (Mechanics preferred).
2. At least 3 years relevant sales experience (Foreign companies preferred).
3. Solid English communication skills both in written and spoken.
4. Work well under pressure.
5. Be professional, mature.
6. Be familiar with the Disc Spring market is big advantage
7. Distribution management experience is highly valued for this position.

* Please send us your complete resume (both in Chinese and in English) to: ‘topjob_mkt140sh@dacare.com’

SpS Manager

Company introduction:
a global provider of mail, express and logistics service

Responsibilities:
1.To manage and develop all operational, administrative and sales activities within Special Service in line with divisional standards and targets in order to increase sales revenue, gross margin, product contribution, EBIT and customer base in the designated region, through effective and regular contact with prospective and existing customers in line with agreed objectives.
2.To assist RGM to achieve region Special Services budget.
3.To provide 24 / 7 availability to all customers both externally and internally

Requirements:
1.Degree Holder or above
2.At least 5 years of related express, freight or logistics experience
3.To understand Special Service unit cost for monitoring of cost expense.
4.To understand the Special Service operation flow in details.
5.Facilities and vehicle fleet management
6.Experience to play a kind of “regional”roles in big corporation(s)
7.Proficient in English and Mandarin communication is a must
8.Strong people management skills
9.Basic understanding of Financial Management or P&L literacy
10.Process re-engineering knowledge in express industry is definitely an asset
11.Computer literacy and ability to prepare analytical management reports

* Please send us your complete resume (both in Chinese and in English) to: ‘topjob_mn102sh@dacare.com’

Finance Manager

Company Introduction:
Top European Optical and semicon factory

Main tasks:
1.All statutory reporting
2.Internal monthly , quartly and annual financial reporting
3.Management reporting
4.Filling of tax returns including all VAT related filing
5.Fixed asset management
6.Budget and forecast
7.Help coordinate with external auditor for interim and annual audit; and professional firms for special project /review

Qualifications:
1.Bachelor’s degree above , major in Finance/Accounting or related
2.Min. 12 years solid experience in all spectrum of finance fields.
3.Min.3 years experience in a multi-national manufacturing company at the managerial level
4.Proficiency in spoken and written English
5.Familiar with PRC GAPP and IAS or US GAAP system
6.Familiar with tax rules and policies at Free Trade Zone is preferred, but not essential
7.Familiar with ERP (SAP is highly preferred)
8.Capable of managing a team of 5-6 persons
9.A team player with strong communication, problem solving and interpersonal skills
10.Experience in working in company with several divisions would be highly preferred.

Please send us your complete resume (both in Chinese and in English) to: ‘topjob_fi106sh@dacare.com’