Archives 2006

Staffing Manager

Company Introduction:
A Top semiconductor Company

Description of duties:
1.Responsible for Human Resources planning, recruitment & selection.
2.Work with management on Staffing strategies and responsible for the implementation.
3.Work closely with Staffing COE in sister plants to strategies, benchmark best practices and adopt best fit practice for implementation in Suzhou.
4.Work closely with local and Corporate Finance department on budget.
5.Collaboration with college/universities for training programs and talent recruitment.
6.Liaise with Corporate HR on Staffing issues.
7.Regular review of current practices and methodologies to improve the system and enhance the efficiency and effectiveness of the Staffing.
8.Work with IT department to automate business process to provide better service to the customers.

Requirement:
1.Multinational Company Working Experience, at least 5 years in a management role
2.Good interpersonal and communication skill in both English and Chinese
3.Able to work efficiently with senior business leader
4.Dynamic and resourceful
5.Customer focus
6.Experience of interviewing & hiring.
7.Thorough knowledge of company’s HR policies,including rules and regulations of company & local labor law & related regulations is preferred.
8.Thorough knowledge of recruiting system & process is preferred.

* Please send us your complete resume (both in Chinese and in English) to: ‘topjob_hr072sh@dacare.com’

L&D Manager

Company Introduction:
A Top semiconductor Company

Description of Duties:
1.Responsible for Learning & OD in China
2.Collaborate with COE L&D Manager to provide on-site learning & development offerings & services.
3.Establish network of contacts among L&D practitioners in China to share knowledge and benchmark good practices.
4.Liaise with external consultants on special development initiatives for China and follow thru with appropriate implementation plan after management buy off
5.Work closely with COE Learning Manager to strategize, benchmark best practices and adopt best fit for implementation in China.
6.Work closely with local and Corporate Finance department on budget.
7.Regular review and update of HRD status to management.
8.Collaboration with college/universities for training programs and talent recruitment.
9.Regular review of current practices and methodologies to improve the system and enhance the efficiency and effectiveness of the L&D/Staffing.
10.Work with IT department to automate business process to provide better service to the customers.
11.Formulate and establish talent development plan for specific levels of employees.
12.Align learning & development processes to comply with policy.
13.Work with all parties on any special/adhoc projects as and when the need arises
14.Initiates action to prevent the occurrence of any non-conformity relating to the area of responsibility, process and quality system.

Requirement:
1.Multinational Company Working Experience, at least 5 years in a management role
2.Leadership competency (setting direction, creating a positive environment, getting business result and building for the future).
3.Analytical skill.
4.Creative thinking.
5.Good interpersonal and communication skill in both English and Chinese
6.Good presentation skill.
7.Able to plan learning & development related programs/activities in support of business/operational needs of the company.
8. Sound knowledge in human resource development strategies and tools is preferred.

* Please send us your complete resume (both in Chinese and in English) to: ‘topjob_hr071sh@dacare.com’

Japanese expats in China making money and building friendships

BEIJING — Li Jun is typical of China’s new middle class. Educated at university, he worked as a financial manager with a multinational firm in Shanghai. He recently bought a digital camera at one of the city’s ubiquitous electronics stores. The make? Kodak, an American brand. Li says he didn’t want to give his hard-earned money to Sony, Olympus, or any other Japanese company. It’s a sentiment shared by Zhang Yong, a deputy general manager at one of China’s leading securities companies. On the mention of Japan, he tenses up with hackles raised.

The fractious relationship between Asia’s economic giants — Japan, the world’s second biggest economy; China its fourth — has come to the fore again as Japan’s ruling Liberal Democratic Party on Sept 22 chooses a new leader to succeed Junichiro Koizumi as prime minister.

On Aug 15, Koizumi fulfilled his long-standing pledge to visit Yasukuni Shrine on the anniversary of Japan’s surrender in World War II. The shrine honors soldiers who have died fighting for their country, including 14 convicted Class-A war criminals whose names were added by the shrine in a secretive ceremony in 1978. Koizumi has visited Yasukuni every year since taking office in 2001, each time saying he went to pray for peace. Each time, China and South Korea condemned him for trampling on the feelings of the victims of Japanese military aggression.

Chinese “hatred” of Japan is balanced by a fair amount of materialistic love, too, as a visit to any modernizing Chinese city reveals. The fashions of Shibuya influence the denizens of Shanghai and Shenzhen as much as those of any other city in Asia. Hello Kitty is everywhere. Order a beer in a restaurant and you’re more likely to get Suntory than Tsingtao. Hondas, Toyotas and Nissans fight for space on the crowded streets.

More than 100,000 Japanese living in Shanghai

There are more than 100,000 Japanese living in and around Shanghai, according to the Japanese consulate, making it the third-biggest Japanese expat community in the world, after New York and Los Angeles. More than a million Japanese visit the city each year for holidays and business trips. There were more than 5,085 registered Japanese companies operating there at the end of 2005, from small restaurants to multi-national corporations. These days, they’re not only building factories to make cheap goods for rapid export, they’re opening local headquarters and selling to China’s increasingly wealthy consumers, too.

Among those entrepreneurs is restaurant owner Teruo Katayama. He predicts Shanghai will one day be like New York, so he wanted to get in on the action early. Similarly, Yuzo Sajiki and his business partner chose Shanghai as the first location for what they hope will be an international chain of hair salons. They settled on the city — after also considering Taipei, Hong Kong and Singapore — because the beauty industry is still developing. Sajiki, who trained in London and worked in New York, also felt an affinity with Chinese people. Others, like Akiko Mitani, a human resources consultant, went to learn the language to improve their career prospects. Mitani found love with a Chinese man and stayed.

For many Japanese in China, the dream turned sour in April 2005 when anti-Japanese protests started in Shenzen and spread across the country. On April 16, protests in Shanghai turned violent. Initially there was a festive atmosphere, according to witnesses such as journalist Dan Washburn, who also writes the Shanghai Diaries blog (www.shanghaidiaries.com). Things got ugly, though, as three different marches converged on the Japanese Consulate on Wanshan Road. Lines of paramilitary police protected the building, but stood by as protestors lobbed bottles, bricks and stones. Nearby, 20 Japanese restaurants and businesses were attacked.

There was no single trigger for the demonstrations, although at that time there was anger about a new Japanese history textbook that glossed over wartime atrocities. Japan was also bidding for a seat on the United Nations Security Council, and there was posturing over the ownership of the Senkaku (Diaoyu) Islands — and, of course, the festering issue of Yasukuni.

“The scale of violence was on a level we never imagined,” says Shigeru Toyama of the Japanese consulate in Shanghai. The police told the consulate that they had not given a permit for the demonstration. Under international law, it is up to the Chinese to compensate for the damage. Over a year later, the repairs have not been paid for, but negotiations continue. Initially, when the consul general visited the local government, they claimed that Japan was responsible for what had happened.

The Shanghai government said it tried to stop the protests, but independent reports indicate that the demonstrations had at least tacit support from the authorities. One blogger reported of a Red Cross Station set up near the consulate on the request of the local government. Later, the authorities — mindful of events in Tiananmen Square in 1989 — evidently became worried that the protests might trigger domestic upheaval. University students were required to watch videos about the demonstrations and told not to protest again. According to Toyama, many protestors were in fact dissatisfied with social conditions, and the violence was “not actually targeted at Japan,” he says.

That was initially hard to swallow for Katayama, who dreamed of becoming China’s first Japanese restaurant chain to sell “okonomiyaki” and curry rice. Conveniently located on the route to the consulate, his business was ransacked, its screens, tables and chairs hauled outside and set ablaze. Emi Nakao, a translator and writer, says she was too scared to go outside and became wary of speaking Japanese in public. One girl was hit by a man on the subway because she was speaking Japanese on her mobile phone, according to Mitani.

Even so, “the aftermath was not so serious,” says Toyama. Some Japanese-owned businesses actually experienced a boost from the problems. Sajiki’s hair salon, Matinee, which was not damaged, saw customers increase as more Chinese came by with words of encouragement. It was a similar story at Katayama’s restaurant, Ajikura, when it reopened. He also got valuable publicity when his story was reported in media around the world. “Now 70% of our customers are Japanese, the other 30% Chinese and other nationalities, whereas before they were mainly Japanese,” he says.

Expats trying to help the relationship

By working in China, many Japanese feel that they are helping the relationship between the two countries, as well as making a living. Toshie Nakai decided to move to Shanghai 10 years ago after learning of the hotel boom in China. Now in charge of training at a five-star American hotel, she works with a team of Chinese and deals with cultural differences on a day-to-day basis. On the Chinese side, she had to instill among the workforce an ethos of customer service and hospitality; among her Japanese guests, she had problems with older men getting drunk in public wearing only yukata, behavior that seemed arrogant to Chinese. “I had to educate them,” she says. “They came here thinking they were visiting somewhere like a local Japanese hot springs.”

Japanese-language magazines, such as Hu-ism and Shanghai and Beijing Whenever, are doing their bit to close the gap. Akiko Hagiwara is a former editor of Hu-ism. “I wanted the magazine to focus on art and human interest stories,” she says, to communicate the culture of China to Japanese readers.

Carina Chen is an active advocate of better Sino-Japanese relations and formed the KIM cultural exchange group four years ago. (KIM comes from the Japanese words kako, ima and mirai, or past, present and future). KIM meetings attract up to 100 participants, about a 50-50 mix of Japanese and Chinese along with some other speakers of Japanese. On the day of the demonstrations, Chen arranged for Japanese scholar Tone Morimoto to talk to the Shanghai YMCA about the two countries’ relationship.

Chen went to Tokyo for a two-month exchange program when she was a high school student and expected Japanese people to be severe and unfriendly. Instead she found them to be kind. Lou Ning, a computer programmer, tells a similar story about his 16 years living in Tokyo, and agrees that mutual mistrust is a product of ignorance. Interestingly, they both feel that Japanese people often don’t like Chinese culture. “If I was Japanese and came to China, I would see so many things that I would find unacceptable,” Lou says.

Mixed Japanese-Chinese couples sometimes have more problems with Japanese relatives than Chinese ones. Akihiro Sawano, a deputy sales manager who lives in Shanghai, met his wife, Wang Min, when he came to China to work for a Japanese electronics company. His wife’s family had no problem with their marriage in 1999, but his own mother wasn’t happy and still hasn’t visited them. Sawano and his family mostly speak Chinese at home, although his young son, Ryo, is bilingual and goes to a Japanese school. Mitani also had problems with her family when she married her husband, Zhou Yunbo. “When we met, he couldn’t speak any Japanese, and they were worried that I’d be living in a Communist country,” she recalls.

Human-to-human contact between Chinese and Japanese invariably helps mutual understanding, Chen says. Conversely, misunderstandings are exacerbated and perpetuated by schools (although the irony of Chinese protesting about inaccurate textbooks was lost on demonstrators), and the media, which in China is tightly controlled by the state.

Recently, questions have surfaced about freedom of expression in Japan, too. A right-winger was recently arrested for burning down the house of Koichi Kato, a once-powerful politician who publicly criticized Koizumi for visiting Yasukuni shrine. The alleged arsonist later tried to kill himself in Kato’s garden in the traditional hara-kiri manner.

Koizumi protege Abe also reportedly worshipped at the shrine in secret earlier this year. If Abe is elected and again follows in Koizumi’s footsteps into the hallowed courtyards of Yasukuni as Japan’s leader, it won’t help thaw the icy state of Northeast Asian politics, whatever he prays for. Instead, it’s left to individuals — expats and locals, in Tokyo, Beijing, Shanghai and elsewhere — to maintain the bonds of friendship.

“Sixty years ago Japan was dark, like this 60-year-old kimono,” KIM founder Chen says in her fluent Japanese, pointing at a fabric in the antique shop she manages. “Now the culture is light. People change.”

The hope of Chen and others with a vested interest in Japan and China being friends is that politicians change too.

China’s employment sector under pressure, labor minister

Minister of Labor and Social Security, Tian Chengping, has said that China faces pressure to provide jobs to the more than 100 million surplus rural laborers and that the situation is unlikely to change in the near future.

These comments were made Thursday when he gave a speech at American think-tank Brookings Institute in Washington.

Tian Chengping explained that in the coming years, 24 million people will need jobs in cities and towns. However there will only be 11 million jobs available, including posts made available by retirement. There will be 13 million surplus laborers in urban areas.

He said that in central and western regions and resource-exhausted cities, the pressure is even greater. In rural China there are 497 million laborers, approximately 200 million of which have migrated to towns or cities for work. However, there is still a 100 million surplus labor force.

Tian Chengping says China has made a great effort to create more jobs. Between 1998 and 2005, 19 million workers laid-off by state-owned enterprises were reemployed. At the end of last year, the urban unemployment rate was below 4.2 percent. A total of 36,000 employment agencies have been established.

Tian Chengping also talked about China’s efforts to establish a social security system and to guarantee workers’ rights. Those who neglect workers’ rights can be punished according to law.

By People’s Daily Online

China to receive bigger IMF voice

By Steven R. Weisman The New York Times

Published: September 18, 2006

SINGAPORE Member states of the International Monetary Fund, yielding to demands from China and leading Western countries, have adopted a plan to modify the fund’s power structure and take steps to expand the voice of China and other rapidly developing nations, officials said Monday.

The modification of the governance of the IMF, the international agency that monitors the global economy and rescues countries from insolvency, was widely described as the biggest step since the fund was established in the 1940’s, the era when the victors of World War II created the vast cooperative superstructure for the world economy.

China’s share of the votes at the IMF, which has 184 members, would go up only slightly, from 2.98 to 3.719 percent. The shares of South Korea, Turkey and Mexico, the other countries that gained more power from the vote Monday, was similarly modest. But it was hailed by the United States and other nations as a decisive reform.

“It looks like a small step forward, but it’s a large step,” said Henry Paulson Jr., the U.S. Treasury secretary, who was here for the annual meeting of the IMF and the World Bank and participated in morning-till-night sessions assessing the global economy and possible steps to assure its health.

The precise tally of the IMF members was not available early Monday evening.

In a separate development, a committee of finance ministers that oversees the World Bank endorsed in principle a plan by Paul Wolfowitz, the bank president, to crack down on corruption in the bank’s lending, but not unreservedly. They added a proviso that the bank’s board of executive directors, a separate group that oversees the day-to-day bank operations on behalf of donor and recipient nations, be able to override the way Wolfowitz carries out the plan.

Wolfowitz, a conservative intellectual who was an architect of the Iraq war as deputy secretary of defense in the first term of President George W. Bush, has stirred unease in the bank with his corruption policy. Many directors fear that it could be overly punitive and lead to cutbacks in aid to poor countries.

The finance ministers’ committee also raised concerns, Wolfowitz said, involving the standards to apply to various countries and the question of how much the bank’s resources should go to anti-corruption plans.

The finance ministers’ committee issued a statement that supported the anti-corruption campaign but with what seemed to be muted wording. It backed the bank’s “engagement” on the issue but demanded further information on implementation, and in a suggestion of unhappiness, “stressed the importance of board oversight of the strategy.”

Some officials here indicated that the wording of the committee’s statement reflected discomfort with Wolfowitz, but Wolfowitz said he was pleased the board had given him a green light to proceed with what has become a signature issue for him in his 15 months at the bank.

Throughout the meetings of the last few days in Singapore, much of the criticism of participating countries has focused less on the World Bank than on the overhaul of the IMF. The fund vote needed 85 percent of the 184 member countries’ voting shares to be adopted.

The United States has about 17 percent of the vote and Europe in aggregate about 23 percent. Paulson and his European counterparts have spent much of their time here lobbying other countries to agree to the reform. Japan has 6.1 percent.

The vote was not very much in doubt, but many countries that voted in favor said they did so under protest and insisted that in a second round of discussions, also approved by the vote here, scores of countries will be demanding a bigger voting share for themselves.

The change in the fund governance was advocated by the United States and many European countries as a way of getting China and other developing countries to feel more invested in the international economic system.

The IMF is one of many institutions that American and European officials say are in need of change. There are fears of disaffection with the World Trade Organization, the successor of a global trade regime set up 60 years ago, following the collapse last summer of trade talks.

Western leaders also want to change the composition of the United Nations Security Council, adding some countries to the roster of five permanent veto-bearing members. But they have been unable to agree on which countries to add. The United States wants to add Japan and one of several developing countries seeking membership.

Wolfowitz has said that his organization, the World Bank, also needs to change its governance to give more say to China and other fast-growing countries in the developing world.

Under the surface of the IMF vote was another objective of the United States: to engage China in the fund as it expands its role in monitoring currency flows and exchange rates. Washington hopes that the fund will become another voice urging China to let its currency fluctuate more freely in relation to the dollar.

If there was one overriding consensus among European and American finance ministers, it was that China is artificially keeping the value of its currency low in relation to the dollar, and that this is an unhealthy pattern also being followed by Japan and other Asian nations.

The net effect, economists say, is that Chinese exports are cheaper than they should be, and its imports are more costly than they should be, aggravating the huge U.S. trade and current-account deficits that have turned the United States into the world’s biggest debtor nation.

The gigantic American debt that the United States owes to Asian and oil-producing countries was widely seen as posing a major threat to the global economy, along with other threats like the failure of trade talks, rising oil prices and fears of a major new terrorist attack.

As a partial solution the United States wants China to let its currency, the yuan, float more freely in the marketplace, where it would presumably rise in value and lead to fewer exports to the United States. The flip side of an appreciating yuan would be a lower value of the dollar, but American officials never like to be seen “talking down” the dollar.

Paulson told reporters Monday that the Bush administration favored a “strong dollar.” But when asked about a comment from Zhou Xiaochuan, governor of the People’s Bank of China, the central bank, that the yuan might not rise in value if it were to fluctuate freely, the Paulson smiled broadly and said: “It was an interesting comment.”

But many economists fear that the solution of stronger Asian currencies might create a new problem. If a decline in the dollar effective reduces the hundreds of billions in dollar-denominated securities held overseas, it could lead to a panic-driven sell-off of dollars, driving up interest rates with possible damaging effects to the U.S. economy.

Paulson, meeting with reporters, said the IMF vote marked an incremental bit of pressure on China to do something about its currency, and he aimed to reinforce American concerns when he goes to China on Tuesday for his first visit as Treasury secretary.

He cautioned against “immediate solutions or quick fixes” flowing from his trip, but he also said “that doesn’t mean I don’t like results.”

Few other economists and officials here expect Paulson to get Beijing to move quickly on currency, despite the many years of relations he cultivated with Chinese leaders as head of Goldman Sachs, the investment bank he left last summer for his current post.

SINGAPORE Member states of the International Monetary Fund, yielding to demands from China and leading Western countries, have adopted a plan to modify the fund’s power structure and take steps to expand the voice of China and other rapidly developing nations, officials said Monday.

The modification of the governance of the IMF, the international agency that monitors the global economy and rescues countries from insolvency, was widely described as the biggest step since the fund was established in the 1940’s, the era when the victors of World War II created the vast cooperative superstructure for the world economy.

China’s share of the votes at the IMF, which has 184 members, would go up only slightly, from 2.98 to 3.719 percent. The shares of South Korea, Turkey and Mexico, the other countries that gained more power from the vote Monday, was similarly modest. But it was hailed by the United States and other nations as a decisive reform.

“It looks like a small step forward, but it’s a large step,” said Henry Paulson Jr., the U.S. Treasury secretary, who was here for the annual meeting of the IMF and the World Bank and participated in morning-till-night sessions assessing the global economy and possible steps to assure its health.

The precise tally of the IMF members was not available early Monday evening.

In a separate development, a committee of finance ministers that oversees the World Bank endorsed in principle a plan by Paul Wolfowitz, the bank president, to crack down on corruption in the bank’s lending, but not unreservedly. They added a proviso that the bank’s board of executive directors, a separate group that oversees the day-to-day bank operations on behalf of donor and recipient nations, be able to override the way Wolfowitz carries out the plan.

Wolfowitz, a conservative intellectual who was an architect of the Iraq war as deputy secretary of defense in the first term of President George W. Bush, has stirred unease in the bank with his corruption policy. Many directors fear that it could be overly punitive and lead to cutbacks in aid to poor countries.

The finance ministers’ committee also raised concerns, Wolfowitz said, involving the standards to apply to various countries and the question of how much the bank’s resources should go to anti-corruption plans.

The finance ministers’ committee issued a statement that supported the anti-corruption campaign but with what seemed to be muted wording. It backed the bank’s “engagement” on the issue but demanded further information on implementation, and in a suggestion of unhappiness, “stressed the importance of board oversight of the strategy.”

Some officials here indicated that the wording of the committee’s statement reflected discomfort with Wolfowitz, but Wolfowitz said he was pleased the board had given him a green light to proceed with what has become a signature issue for him in his 15 months at the bank.

Throughout the meetings of the last few days in Singapore, much of the criticism of participating countries has focused less on the World Bank than on the overhaul of the IMF. The fund vote needed 85 percent of the 184 member countries’ voting shares to be adopted.

The United States has about 17 percent of the vote and Europe in aggregate about 23 percent. Paulson and his European counterparts have spent much of their time here lobbying other countries to agree to the reform. Japan has 6.1 percent.

The vote was not very much in doubt, but many countries that voted in favor said they did so under protest and insisted that in a second round of discussions, also approved by the vote here, scores of countries will be demanding a bigger voting share for themselves.

The change in the fund governance was advocated by the United States and many European countries as a way of getting China and other developing countries to feel more invested in the international economic system.

The IMF is one of many institutions that American and European officials say are in need of change. There are fears of disaffection with the World Trade Organization, the successor of a global trade regime set up 60 years ago, following the collapse last summer of trade talks.

Western leaders also want to change the composition of the United Nations Security Council, adding some countries to the roster of five permanent veto-bearing members. But they have been unable to agree on which countries to add. The United States wants to add Japan and one of several developing countries seeking membership.

Wolfowitz has said that his organization, the World Bank, also needs to change its governance to give more say to China and other fast-growing countries in the developing world.

Under the surface of the IMF vote was another objective of the United States: to engage China in the fund as it expands its role in monitoring currency flows and exchange rates. Washington hopes that the fund will become another voice urging China to let its currency fluctuate more freely in relation to the dollar.

If there was one overriding consensus among European and American finance ministers, it was that China is artificially keeping the value of its currency low in relation to the dollar, and that this is an unhealthy pattern also being followed by Japan and other Asian nations.

The net effect, economists say, is that Chinese exports are cheaper than they should be, and its imports are more costly than they should be, aggravating the huge U.S. trade and current-account deficits that have turned the United States into the world’s biggest debtor nation.

The gigantic American debt that the United States owes to Asian and oil-producing countries was widely seen as posing a major threat to the global economy, along with other threats like the failure of trade talks, rising oil prices and fears of a major new terrorist attack.

As a partial solution the United States wants China to let its currency, the yuan, float more freely in the marketplace, where it would presumably rise in value and lead to fewer exports to the United States. The flip side of an appreciating yuan would be a lower value of the dollar, but American officials never like to be seen “talking down” the dollar.

Paulson told reporters Monday that the Bush administration favored a “strong dollar.” But when asked about a comment from Zhou Xiaochuan, governor of the People’s Bank of China, the central bank, that the yuan might not rise in value if it were to fluctuate freely, the Paulson smiled broadly and said: “It was an interesting comment.”

But many economists fear that the solution of stronger Asian currencies might create a new problem. If a decline in the dollar effective reduces the hundreds of billions in dollar-denominated securities held overseas, it could lead to a panic-driven sell-off of dollars, driving up interest rates with possible damaging effects to the U.S. economy.

Paulson, meeting with reporters, said the IMF vote marked an incremental bit of pressure on China to do something about its currency, and he aimed to reinforce American concerns when he goes to China on Tuesday for his first visit as Treasury secretary.

He cautioned against “immediate solutions or quick fixes” flowing from his trip, but he also said “that doesn’t mean I don’t like results.”

Few other economists and officials here expect Paulson to get Beijing to move quickly on currency, despite the many years of relations he cultivated with Chinese leaders as head of Goldman Sachs, the investment bank he left last summer for his current post.

Manager, Engineering

Company Introduction:
XXX is a world leader in enterprise infrastructure software, delivering powerful standards-based platforms for building enterprise applications and managing Service-Oriented Architectures even in heterogeneous IT environments.

Job responsibilities:
1.Manage several engineers groups (10-20) for design and development a telecom domain project like SIP Server, or WLNG (Weblogic Network Gatekeep). From the world wide standard product, the individual defines and assumes all development with Technical Director, Architect for all necessary extension, add plug-in on the China market and APAC region;
2.Validate detail architecture for a package following high level architecture decided by Technical director and architect;
3.Define and control whole development schedule according to business plan, anticipated all exceptional event, measuring impact and taking necessary action;
4.Assure quality of the product via QA testing also Product document;
5.Assure the day to day management for whole project team, and keep development team high motivation.

Applicant requirements:
1.6-8 years of commercial software development experience on preference in telecom domain (Telecom operator, Telecom equipment supplier?etc) with at least 3-4 years as project manager for a team more than 8-10 people;
2.Detailed knowledge of software development cycle management;
3.Detailed knowledge of Relational database and SQL programming;
4.High proficiency in J2EE programming including RMI, JDBC, JMS;
5.Experience with UNIX (one of Linux, Solaris, HP-UX, AIX) and Windows;
6.Experiences with JSR 175 Metadata Facility for Java is a plus;
7.Detailed CORBA knowledge for design and programming;
8.Strong verbal and written English skills.

DESIREABLE KNOWLEDGE OR SKILLS
1.Solid experience with Java (or equivalent) in the industry with the ability to write maintainable test code;
2.2 – 4 years of product and/or QA development in JAVA / J2EE or equivalent technologies;
3.Experience with analyzing and troubleshooting product problems;
4.Experience with test automation or test automation development (JUnit / Cruise Control a plus);
5.Solid UNIX environment experience;
6.Able to independently develop testing strategies and techniques;
7.Experience with testing SIP;
8.Experience with Parlay or ParlayX 2.0;
9.Experience with commercial telecom testing equipment;
10.Knowledge of the SIPServlet API (JSR116);
11.Knowledge of VoIP related standards, specifically the SIP protocol (RFC 2543, 3261, 3262, 3265, 3428);
12.Knowledge of existing SIP server solutions;
13.Experience with MMSC and SMSC integration (SAMS messaging API, JSR 212);
14.Experience with JAIN/SLEE, JAIN/SIP;
15.Experience with other Java tools such as Findbugs and code coverage solutions;
16.Good experience with CORBA/JAVA commercial project development;
17.Working knowledge in J2EE Web applications;
18.Excellent oral and written communication skills;
19.Have good time management skills;
20.Demonstrated ability to be effective in a dynamic, fast paced environment;
21.An effective team player.

Education:
MS/PhD Computer Science, Engineering, or MBA with a science BS

* Please send us your complete resume (both in Chinese and in English) to: ‘topjob_it074bj@dacare.com’

Engineering Technologist Principal

Company Introduction:
XXX is a world leader in enterprise infrastructure software, delivering powerful standards-based platforms for building enterprise applications and managing Service-Oriented Architectures even in heterogeneous IT environments.

Job Description:
1.Join as a member of the Telco development team on the Telecommunications Technology Centre.
2.As a member of the Telecommunications Technology Centre, your job is to create high performance and scalable infrastructure code for the Telco network elements and Parlay X development.
3.The BEA WebLogic Communications Platform is the first converged IT and telecom platform, providing full-service lifecycle capabilities in a carrier-class environment.

Job responsibilities:
1.Lead and coordinate a small engineers group (3-4 persons) for design and development;
2.Design detail architecture for a module or a package following high level architecture decided by Chief architect;
3.Write functional and technical specifications for product features;
4.Code and unit test product features;
5.Diagnose and fix product problems/bugs;
6.Review product documentation;
7.Provide input to QA team on design and development of system tests.

Applicant requirements:
1.Extensive Telco Standards, 3GPP, Parlay, Parlay X, OSA, IMS core network, SIP, SS7, CAMEL, OSA;
2.Media Server, Application Server, Web Service;
3.China Mobile, China Telecom, Service Broker, architecture, expert, BUPT, research;
4.Detailed knowledge of Enterprise Java Beans programming;
5.Detailed knowledge of Relational database and SQL programming;
6.High proficiency in J2EE programming including RMI, JDBC, JMS;
7.Experience with UNIX (one of Linux, Solaris, HP-UX, AIX) and Windows;
8.6-8 years of commercial software development experience on preference in telecom domain (Telecom operator, Telecom equipment supplier¡­etc);
9.Experiences with JSR 175? Metadata Facility for Java is a plus;
10.Detailed CORBA knowledge for design and programming;
11.Strong verbal and written English skills;
12.Solid experience with Java (or equivalent) in the industry with the ability to write maintainable test code;
13.2 – 4 years of product and/or QA development in JAVA / J2EE or equivalent technologies;
14.Experience with analyzing and troubleshooting product problems;
15.Experience with test automation or test automation development (JUnit / Cruise Control a plus);
16.Solid UNIX environment experience;
17.Able to independently develop testing strategies and techniques;
18.Experience with testing SIP;
19.Experience with Parlay or ParlayX 2.0;
20.Experience with commercial telecom testing equipment;
21.Knowledge of the SIPServlet API (JSR116);
22.Knowledge of VoIP related standards, specifically the SIP protocol (RFC 2543, 3261, 3262, 3265, 3428);
23.Knowledge of existing SIP server solutions;
24.Experience with MMSC and SMSC integration (SAMS messaging API, JSR 212);
25.Experience with JAIN/SLEE, JAIN/SIP;
26.Experience with other Java tools such as Findbugs and code coverage solutions;
27.Good experience with CORBA/JAVA commercial project development;
28.Working knowledge in J2EE Web applications;
29.Excellent oral and written communication skills;
30.Have good time management skills;
31.Demonstrated ability to be effective in a dynamic, fast paced environment;
32.An effective team player.

Education:
MS/PhD Computer Science, Engineering, or equivalent

* Please send us your complete resume (both in Chinese and in English) to: ‘topjob_it073bj@dacare.com’

Product Manager

Company Introduction:
XXX is a world leader in enterprise infrastructure software, delivering powerful standards-based platforms for building enterprise applications and managing Service-Oriented Architectures even in heterogeneous IT environments.

Job Description:
The Product Manager actively participates in the definition of Telecommunications Technology Center product strategy and roadmap, focusing on applications built on XXX Weblogic Communication Platform core products (SIP AS & Network Gatekeeper). He or she has direct responsibility for defining detailed product requirements and features and for working cross-functionally to successfully deliver the product to market.
The position requires extensive interaction with all functional areas and management levels at XXX and strategic partners. As such the candidate must be able to synthesize and clearly communicate the status of development to management and partners. Most importantly, the individual must be passionate about the product space, willing to work extremely hard, and learn a lot.
The successful candidate will have a strong grasp of the SIP, VoIP, IMS, IP Conferencing, telecom network infrastructures, and other related markets. In addition, you should be able to effectively articulate customer needs into business requirements, manage cross functional teams and drive successful product development and deployments.

Job responsibilities:
1.Work closely with Product Marketing, Business Development, Sales, and partners to define market-driven products and features;
2.Develop, prioritize, and communicate product requirements in line with product strategy through the creation of Product Specifications Requirements;
3.Lead cross-functional rollout team to successfully launch product working with Engineering, Q/A, Operations and Sales;
4.Provide cross-functional leadership by managing through influence (rather than authority);
5.Serve as product evangelist presenting product roadmap and product features to internal and external audiences.

Applicant requirements:
1.A self-starter, entrepreneurial, highly motivated, “get-the-job-done” type;
2.Works extremely well in team settings;
3.Ability to understand business case drivers as well as technical trade-offs;
4.Communicates clearly and articulately, both in written and spoken form;
5.Ability to effectively develop and communicate presentations internally and to potential partners;
6.Provides leadership by example;
7.Translates ideas into tangible and clearly defined action steps;
8.Analytical with strong problem solving skills;
9.Desire to work in a smaller company with entrepreneurial spirit;
10.Capability to think strategically and tactically as required by position’s activities;
11.Ability to travel.

Experience:
1.The successful candidate will have a 3 to 5 years experience in Product Management, focusing on software / applications;
2.Strong familiarity with the converged IP communications industry landscape is a must, as well as with associated technologies including Network resources, Parlay X, SIP, Voice over IP, and Presence and Messaging technologies;
3.Demonstrated track record in the full range of product management activities including: market opportunity evaluation, business case, product definition, go-to market strategies, team leadership, product lifecycle management;
4.Tangible experience in delivering SIP, VoIP and/or related solutions to customers and the market
5.Strong writing, communication and leadership skills are a must.

* Please send us your complete resume (both in Chinese and in English) to: ‘topjob_it072bj@dacare.com’

Oversea Process Engineer (FOL PE 1per; EOL PE 1per)

Company Introduction:
top semiconductor manufacturing company

Responsibilities:
1. Process sustaining
-Yield improvement
-Daily hold lot disposition
-Training for fresh process engineer
-Lead the CIP team focusing on major process issue.
-Follow up customer concerns and implement in process control
-Follow up customer audit and transfer customer spec.

2. Qual/NPI lot handling
-Handle customer qual lot building
-Follow up customer requirements
-Report to customer for the concerned questions

Position definition:
-FOL and EOL process engineer leader for each

Requirements:
FOL PE 1per
-Oversea process engineering base on IC assembly and test.
– At least 3 years working experience in IC assembly.
-FOL process engineer shall well know quality control system
-FOL process engineer shall well know for back grinding, Die sawing, Die bond and wire bond.
-FOL process engineer shall well know Disco, ESEC, UTC,KNS and ASM machines.
-Well know DOE knowledge, can use JUMP or Minitab software for process optimization
-Well know IC parts assembly and test requirements.
-Well know wafer mapping system
-Skillful English speaking, writing and listening

EOL PE 1per
-Oversea process engineering base on IC assembly and test.
– At least 3 years working experience in IC assembly.
-EOL process engineer shall well know package outlines drawing and international standards.
-Well know for Mold & TNF mechanism and process control
-Well know for mechanical defect analysis and make CIP.
-Well know molding process control and mold compound
-Well know project handling such as green compound evaluation
-Well know package level reliability test and contiously meet customer requirement
-Well know DOEs, such as JUMP or Minitab.
-Well know cusomer spec review and transfer to internal spec.
-Well know quality control system.
-Skillful English speaking, writing and listening.

* Please send us your complete resume (both in Chinese and in English) to: ‘topjob_ic050sh@dacare.com’

Account Manager

Company Introduction:
top global information company in the financial services, media and corporate markets.

Responsibilities:
1.Finding and prospecting business opportunities with new customers
2.Driving and managing new sales and delivering results on a quarterly basis
3.Selling our market data desktop product to users in the energy and metals markets
4.Representing company and building business relationships within the energy and metals markets in Southern China

Qualifications:
1.Highly motivated and willing to prospect and drive new business opportunities
2.Ability to manage and deliver sales results on a quarterly basis.
3.Highly Knowledge of the energy and metals market workflows
4.Basic knowledge of financial Market.
5.Basic knowledge of Market Data Systems
6.Good skill of MS – PowerPoint ,Word and Excel software
7.English skill both writing and speaking is preferable in case of none English native speaker.

* Please send us your complete resume (both in Chinese or and English) to: ‘topjob_fi109sh@dacare.com’